I'm Abdel, a McDonald's crew member. Almost everyone struggles at some point, and what I have learned from the managers and Crew Trainers I work alongside is that good coaching often starts by asking why.
Training procedures, responsibilities, and performance processes may vary by market, franchise organization, and restaurant. This is general guidance, so please follow your own process and involve your manager when necessary.
Look for the real cause
It is easy to assume that someone is slow or does not care. The real reason could be quite different:
| What you see | Possible cause |
|---|---|
| Keeps making the same mistake | Was shown it wrong, or never fully understood |
| Falling behind in rushes | Poor station setup, or little practice at that pace |
| Looks unmotivated | Worry, tiredness, or feeling like they are failing |
| Often quiet and unsure | Afraid to ask, or language difficulties |
| Good on some days and not on others | Changing schedule, stress, or a health issue |
| Avoids a certain station | Fear of hot equipment, or a past mistake |
Watch them work for a while, without jumping in immediately. Then ask.
Start with an honest conversation
Choose a quiet moment and speak privately. Open in a supportive way:
I've noticed that the drink station has been hard for you during rushes. I'd like to help. How do you feel it's going?
Then listen. Some useful questions might be:
- "What's the hardest part of this position for you?"
- "Is there anything that you were never really shown?"
- "What helps you learn best?"
- "Is there anything getting in the way that I should know about?"
You do not need them to share private details. If they mention something serious or personal, respect their privacy, and follow any procedures that apply.
Teach it step by step
Once you know what is wrong, focus on one thing at a time. A simple sequence may work well:
- Explain it. Say what to do and why it matters.
- Show it. Demonstrate at a normal speed, then more slowly.
- Let them try. Watch and stay close, without taking over.
- Give feedback. Mention what went well and one thing to change.
- Repeat. Practice until it feels natural.
Try to practice during a quieter period, if you can. Throwing someone into a rush before they are ready can destroy their confidence. These tips for Crew Trainers have more ideas that may be useful here.
Set small goals
Big goals can feel impossible. Small ones build momentum:
- "This week, let's focus on checking each label before you close the bag."
- "Today, try to set up your station before the rush starts."
- "For the next hour, tell me if you get behind, instead of trying to catch up on your own."
Make sure each goal is clear, and something they can do. Then check in, even if it is just for a moment: "How did it feel today?"
Support their confidence
People who are struggling are often harder on themselves than you realize. You can help them by:
- Noticing real progress, even if it is small.
- Correcting them privately, and not in front of others.
- Sharing that everyone finds certain things difficult at first.
- Staying patient when they need to hear something more than once.
- Avoiding sarcasm, sighing, or comparisons with others.
You might say:
You were much more comfortable on the fries station today. Keeping those baskets organized made a real difference.
Encouragement needs to be honest. Do not tell people that they are doing great if they are not. Show them what is improving, and what still needs work.
Consider the team around them
If teammates are becoming frustrated, they may start to take over, make comments, or avoid working with that person. As a leader, you can help by:
- Asking people to be supportive, without sharing private details.
- Pairing the person with a patient, encouraging teammate.
- Stopping any jokes or unkind comments.
- Being clear that you are handling the issue.
It may also be useful to reconsider positioning. Someone who struggles on one station may do very well on another for now. Cross-training can be helpful once they have gained some confidence.
Adapt to the person
People learn differently. Some like to watch, and some like to do it themselves. Some need written notes, if your restaurant has approved materials. Others may need instructions to be explained more simply, or in another way, especially if the language is new to them.
Check for understanding by asking them to show you, not just by asking "Do you understand?" Many people will say yes, even if they do not.
When coaching is not enough
Sometimes, even with good coaching, things do not improve. If this happens:
- Keep brief notes about what you have tried, and what has changed.
- Talk with your manager about the situation.
- Check that the person understands what is expected.
- Follow your restaurant's performance process, when it is appropriate.
It may also be that the job or position is not the right fit. That can be a hard conversation, but it should be handled respectfully and through the right process. This article on common manager mistakes covers how leaders can sometimes get these conversations wrong.
Conduct or safety issues are different. If someone is ignoring a food safety rule on purpose, or behaving in a way that puts people at risk, address it right away and involve your manager.
Take care of yourself too
Coaching can be tiring, particularly when you are also busy running a shift. You will not always say the right thing. If you lose your patience, it is fine to apologize and try again. Ask experienced colleagues what has worked for them. Remember that your job is to give someone a real chance, but you cannot control everything about the result.
People also learn in different ways, so these ideas on teaching different types of learners may be helpful, even if you are not a Crew Trainer.
Final thoughts
Coaching a struggling crew member starts with curiosity, not judgment. Find out what is really happening, teach one thing at a time, set small goals, protect their confidence, and be honest about their progress.
You may be the person who helps them finally feel capable. People often remember that for a very long time.
