After 30 years placing leaders across the restaurant and hospitality industry — from General Managers to C-suite executives — I can tell you this with confidence: the leaders you hire in 2026 will determine whether your organization thrives or just survives.
This year is shaping up to be one of the most challenging environments restaurant operators have faced in years. According to the National Restaurant Association’s 2026 State of the Industry report, industry sales are projected to hit $1.55 trillion — but nearly three-quarters of operators say they expect serious difficulty finding experienced managers and chefs. Consumer spending is tighter. Costs are up. And the margin for leadership error is razor thin.
That means getting your GM and Multi-Unit Leader hires right isn’t just an HR priority. It’s a business survival strategy.
Here’s what I’m seeing on the ground — and what you need to know to hire the right people in 2026.
Why 2026 Makes Strong Leadership More Critical Than Ever
The restaurant industry is facing a perfect storm: softer consumer demand, rising food costs, tariff-related supply chain disruption, and a labor market that’s starting to ease — but only for those who know how to attract the right talent.
In this environment, your General Manager is no longer just an operator. They are your brand’s frontline ambassador, your culture carrier, and your primary line of defense against turnover and margin erosion. And your Multi-Unit Leaders? They’re the ones keeping five, ten, or twenty of those GMs pointed in the right direction — simultaneously.
Hiring the wrong person in either role is expensive. Replacing a GM can cost tens of thousands of dollars in lost productivity, training, and turnover ripple effects. The stakes are too high to leave it to chance.
What to Look for in a Great General Manager in 2026
The best GMs I’ve placed over the years share a few things in common — and in today’s climate, these qualities matter more than ever.
- They Run the Business Like They Own It
Great GMs don’t wait to be told what to do. They’re watching labor percentages in real time, they know their top performers by name, and they can tell you their P&L numbers without looking at a spreadsheet. In 2026, with margins tighter than ever, you need someone who treats every dollar like it’s their own.
- They Build Teams, Not Just Schedules
Turnover is still one of the biggest threats to profitability in the restaurant industry, and it starts (or stops) at the GM level. The best GMs create environments where people want to stay. They coach, they develop, and they hold people accountable — all at the same time. Look for candidates who can speak specifically about how they’ve reduced turnover or developed someone on their team.
- They Know How to Create Guest Experiences, Not Just Transactions
In a year where consumers are more selective about where they spend their money, the guest experience has never mattered more. Your GM sets that tone every single shift. Look for leaders who are obsessed with hospitality — not just operations.
- They Communicate Up and Down the Organization
A GM who can execute but can’t communicate creates blind spots for multi-unit leaders and ownership. In 2026, with more technology, data, and complexity than ever, you need GMs who surface problems early and communicate clearly at every level.
What Separates a Good GM from a Great Multi-Unit Leader
Here’s something I’ve seen derail more promotions than I can count: a phenomenal GM who struggles the moment they’re given multiple locations.
The skill set is genuinely different. A GM’s superpower is being present — reading the room, fixing problems in real time, leading from the floor. A Multi-Unit Leader has to let go of all of that and learn to lead through others.
The shift looks like this:
- From doing to developing
- From solving problems to identifying systemic patterns
- From managing tasks to building leaders
Companies make a critical mistake when they promote their best GM and assume the transition will be natural. Most of the time, without the right mentorship and development, even talented people struggle. I’ve watched it happen at organizations with dozens of locations — and it costs the business in ways that take years to recover from.
When I’m searching for a Multi-Unit Leader, here’s what I’m looking for:
Strategic Thinking, Not Just Operational Execution
Can this person step back and look at trends across multiple locations? Can they identify why one unit is underperforming relative to three others? The best Multi-Unit Leaders are diagnosticians — they ask the right questions before jumping to solutions.
The Ability to Develop GMs, Not Just Manage Them
This is the number one differentiator. A great MUL doesn’t do the GM’s job for them. They coach their GMs to grow, hold them accountable, and create a culture of ownership at every unit. Ask candidates specifically: “Tell me about a GM you developed. Where are they now?”
Credibility with Their Teams
Multi-Unit Leaders who haven’t earned respect through operational excellence will never have the credibility to lead a team of GMs. Look for people who have walked the walk — who have run great restaurants themselves before being asked to run many.
Composure Under Pressure
In 2026, every MUL is going to face pressure from ownership about costs, traffic, and margins. The best candidates can hold the line with their teams while managing expectations upward — without burning out or burning bridges.
How We Find These People (Hint: They’re Not on Job Boards)
The best General Managers and Multi-Unit Leaders in the hospitality industry are not browsing Indeed. They’re leading high-performing teams right now, at your competitors, in your market. They’re not looking — but they’re open to the right conversation.
That’s exactly why Hospitality Headhunter exists.
With over 30 years in this industry, including experience as one of the largest restaurant franchisees in the United States, I know where these leaders are, I have the relationships to reach them, and I know how to evaluate whether they’re the right fit for your organization — not just on paper, but in practice.
Every candidate we recommend is personally screened before they ever meet with you. We get to know your culture, your growth plans, and your specific leadership gaps before we begin a search. And our process is completely confidential — for your organization and for the candidate.