Within the hospitality and retail sector, multi-unit managers play a pivotal role in driving success across multiple locations. For over 40 years Professor Chris Muller has pioneered research into this critical role. His work identifying the phases of multi-unit management development, provides a clear framework for navigating the increasing complexity and time demands of this important role. In this blog, I share those phases with you, why it matters, and examples of excellence across each phase.
Phases in Multi-Unit Manager Development Model
This model helps managers progress from operational experts to strategic leaders capable of inspiring teams and delivering consistent results.
Here’s a summary of the five phases, including examples of how outstanding multi-unit managers excel, and practical development activities.
1/ Operations phase
At this foundational phase, multi-unit managers focus on ensuring operational consistency and excellence across locations.
Why it matters: consistency in service delivery and operational processes build the foundation for customer satisfaction and employee productivity.
Examples of excellence:
• Regularly reviewing KPIs like sales, customer satisfaction, and productivity to identify trends.
• Conducting structured site visits to ensure adherence to brand standards.
• Empowering site managers to implement best practices independently.
Development activity: review the site manager’s understanding of core operating brand standards, asking them to explain why they believe they matter, and how they build a culture of commitment amongst their team to consistently deliver them.
2/ Facilities planning phase
In this phase, managers shift focus to ensuring each site has the resources and infrastructure needed for seamless operations.
Why it matters: well-maintained facilities enhance customer experience, ensure compliance, and reduce costly repairs.
Examples of excellence:
• Developing a maintenance schedule to proactively address facility needs.
• Collaborating with contractors to implement eco-friendly upgrades.
• Conducting quarterly site audits to ensure brand standards are met.
Development activity: draft a facilities improvement plan, prioritising projects based on ROI and guest feedback by the end of the next quarter.
3/ Finance phase
Multi-unit managers begin to take a strategic approach to financial oversight, focusing on profitability and resource allocation.
Why it matters: understanding financial performance ensures efficient resource use and sustainable growth.
Examples of excellence:
• Analysing monthly profit and loss statements to identify cost-saving opportunities.
• Collaborating with finance teams to forecast budgets accurately.
• Coaching site managers on improving financial acumen.
Development activity: partner with the finance team to host a quarterly workshop for site managers on reading and interpreting financial reports.
4/ Marketing phase
The focus shifts to aligning unit-level operations with overarching brand and marketing strategies.
Why it matters: consistent messaging and effective local adaptations enhance brand equity and drive sales.
Examples of excellence:
• Supporting site managers in executing localised promotions that align with corporate campaigns.
• Monitoring social media to ensure positive guest interactions and leveraging feedback for improvement.
• Introducing loyalty programmes that reflect local customer preferences.
Development activity: organise a biannual meeting with the marketing team to brainstorm strategies tailored to each location’s demographics.
5/ Human resources phase
In the final phase, managers prioritise talent development and fostering a strong organisational culture.
Why it matters: high-performing teams drive exceptional customer experiences and operational success.
Examples of excellence:
• Implementing individual development plans for high-potential employees.
• Conducting biannual engagement surveys to address morale issues proactively.
• Establishing mentorship programmes to cultivate future leaders.
Development activity: set a goal to identify and develop at least two potential leaders per location over the next six months.
A key milestone: the super operator line
Prof. Muller identifies the ‘super operator line’ as a critical juncture. Many managers excel at single-unit operations but struggle to transition to multi-unit leadership, often micromanaging instead of delegating. Crossing this line requires trust, strategic thinking, and the ability to manage systems rather than individual tasks.
Why is this a transformative model?
The Phases of Multi-Unit Manager Development offers a roadmap for growth and operational excellence. By reflecting on their strengths and limitations in each phase, multi-unit managers can prioritise development activities and build a career defined by leadership and impact.
If you’d like to know more, our download explains the model in detail, gives examples of excellence, and offers development activity ideas. We also share the warning signs you may be acting as a super operator.
The multi-unit manager's development pathway
From operations to strategic leadership
