A frustrating experience on my shift today, 11-14-25, which left me reasonably frustrated and emotionally drained.
The Situation
Employees are receiving calls from other staff members (for example, someone calling in sick). When managers or shift leaders are unavailable, the employee answering the phone feels obligated to take a message, not being able to get hold of person employee is trying to reach by radio system. I was told to tell the hostess so she could run back to the kitchen and relay the message, however, there are many times we don't have a hostess or host on these early morning shifts.
Instead of addressing the process clearly, a shift leader approaches in an intimidating manner—standing beside the employee in front of guests, but does wait until that particular guest leaves, although he sensed "I was in trouble about something, I could see the sadness on his face, left unhappy—and says: “STOP TAKING MESSAGES WHEN EMPLOYEES CALL IN.”
This creates confusion because:
This particular manager, K, previously instructed me face to face to take messages for her if I could not reach her by radio.
Employees don’t know what to do when managers don’t answer radios or phones.
Guests notice the tension and leave unhappy.
The Problems
Contradictory instructions: Employees were told to take messages before, but now are told not to—with an odd reason as to why this change which was "they were receiving upteen questions from somebody."
Poor communication system: Managers are often unavailable (on the grill line, in the restroom, off premises) and don’t respond to radios.
Intimidating leadership style: Addressing employees in front of guests with hostile body language undermines morale and professionalism.
Guest experience suffers: Customers sense the conflict and leave with a negative impression.
No clear alternative: If messages aren’t allowed, employees don’t know how callers should reach managers.
What Should Happen Instead
Clear policy: Managers must explain exactly how calls should be handled (transfer, voicemail, or designated person).
Reliable communication: If managers wear radios, they should respond quickly with instructions like “I’m busy—please take a message” or “Tell them to call back at 3 PM.”
Respectful coaching: Feedback should be given privately, not in front of guests.
Consistency: If policies change, managers should acknowledge the change and explain why.
Guest-first mindset: Employees calling in are part of the team, but guests watching the interaction deserve a calm, professional environment.
Example of Better Leadership
Instead of saying “STOP TAKING MESSAGES,” a manager could say:
“Team, we’re changing how we handle employee calls. From now on, please transfer calls directly to me or voicemail. If I don’t answer, let the caller know I’ll return their call within an hour. This way, you don’t have to hold messages, and I stay accountable for follow-ups.”
This approach is clear, respectful, and solution-oriented.
Key Takeaway
The real issue isn’t employees taking messages—it’s unclear communication and poor leadership style. Intimidation doesn’t solve the problem; it damages morale and guest satisfaction. A structured, respectful process would prevent confusion and keep both employees and guests happier.
What I experienced today was:
a classic breakdown in communication and leadership style. What I experienced wasn’t just about phone messages—it was about respect, clarity, and professionalism. It is a problem leadership team needs to break down and come up with better solutions for everyone concerned, and not on the spur of the moment, while standing next to the employee in a hostile/intimidating posture during a busy shift. Just the body language was enough to give the guest I was serving at that time a "poor experience." Then for me to be emotionally drained after this confrontation, left battling with the thoughts of "I am being held responsible for something that is not my problem."
