How to Build Managers Who Think Like Owners

Use on-target earnings and clear metrics to evaluate manager performance, ensuring they understand the expected financial and operational standards.

When managers consistently miss targets and show no commitment to improvement, be prepared to gracefully let them go, as disengagement will likely lead to future problems.

Empower managers to be problem-solvers, not just problem-identifiers; they should come to you with solutions and action plans, not just issues.

Prioritize developing locations into a stable 'profit mode' for at least a year before delegating full management, reducing the likelihood of urgent, 'hair-on-fire' situations for new GMs.

Consider slightly overstaffing and reducing the budget hour capacity for managers to create a buffer for unexpected employee absences or departures, which minimizes stress and improves their ability to manage.

Implement a feedback loop for training: have new employees rank their trainers and the training process, and use their input to improve your manager's training skills and materials.

Utilize coaching or external resources (like Augusta's internal coaches) as an indirect way to deliver feedback and development to your managers on specific issues.