At The Counter: Hiring a Retail Manager-How to Find the Right Fit for Your Bakery

When you first open your bakery, leadership often looks like you — the owner wearing every hat, working the counter, managing the orders, and making sure the shelves are full. In those early days, you may not have the budget to hire managers or the luxury of stepping back from daily operations. But as your business grows, there comes a moment when you realize: you can’t do it all forever. That’s when hiring a retail manager becomes one of the most important — and often emotional — decisions you’ll make. It’s a big step, financially and personally.

You’ll trade some control for the chance to build a stronger, more sustainable business. Hiring the right manager doesn’t just save you time and money — it builds your confidence as a business owner and lays the foundation for future growth.

Hiring a retail manager for your bakery isn’t just about filling a position. You’re choosing someone who will represent your business every single day — to your customers, your team, and your community. The right manager helps protect your brand, keeps operations smooth, and gives you space to focus on growing your business instead of constantly fighting fires.

But how do you make that critical hire? Especially when you’re used to handling it all yourself or have been burned by the wrong hire in the past?

Start with Strong Foundations

Before you hire:

• Document your SOPs (Standard Operating Procedures)
  Your manager needs clear guidelines on how you want things done — opening and closing, customer service standards, display resets, packaging, upsell expectations, and more. More on SOP's can be found in this past blog post. 

• Define your mission and values
  What do you stand for? What’s the bakery’s “why”? Managers lead better when they can align decisions with your core mission.

• Set your baseline rules
  Make sure expectations around scheduling, time-off requests, customer conflict handling, and cleanliness standards are written down and clear. This in normally done through a simple Employee Manual. It doesn't have to be complicated, but it does need to exist. 

Interviewing: How to Find Someone Who Cares

You can teach systems — but you can’t teach someone to care. Here’s how to structure your interview process to find a candidate who will treat your bakery like it’s their own:

Values-Based Questions

Q: “Tell me about a time you went above and beyond for a customer.”

Strong answer:

"There was a customer who came in at the last minute needing a birthday cake for their child because their order at another shop fell through. I worked with the team to decorate one of our case cakes with a quick custom message, added a few decorations, and packaged it up beautifully. The customer was so grateful, and it felt great to help them in a pinch."

Why it’s strong: They show initiative, care about people’s experience, and work collaboratively.

Q: “What does good customer service look like to you?”

Strong answer:

“It’s not just about being polite — it’s about making people feel welcome and valued. Even when we’re busy, I want every customer to feel like their order matters, whether it’s a donut or a wedding cake.”

Why it’s strong: This shows they care about consistency and relationships, not just transactions.

Scenario Questions

Q: “Imagine a customer is upset about an order mistake right before closing. What would you do?”

Strong answer:

“First, I’d listen carefully without interrupting to understand what went wrong. I’d apologize sincerely, offer a solution on the spot — maybe a replacement or a partial refund — and make sure they leave knowing we care about making it right. After, I’d talk with the team to see how we can prevent it from happening again.”

Why it’s strong: They prioritize listening, resolution, and team improvement — not just damage control.

Q: “The display didn’t get reset by the team as expected. How would you handle it?”

Strong answer:

“I’d address it with the team right away to understand what happened. If it was an oversight, I’d remind them why the display matters to sales and our brand, and make sure it gets done before the next shift. I’d also watch for patterns and adjust training or accountability if needed.”

Why it’s strong: They take responsibility for coaching, not blaming, and link the task to business impact.

Problem-Solving + Ownership Questions

Q: “What would make you feel proud at the end of a busy Saturday shift?”

Strong answer:

“Seeing happy customers walk out the door, knowing the team worked together smoothly, and hitting our sales targets. I like leaving knowing we delivered a great experience and kept the store looking sharp.”

Why it’s strong: They think about both the customer and the business.

Q: “What’s your idea of a great team culture?”

Strong answer:

“A place where people support each other, know what’s expected of them, and take pride in the work. I want people to feel valued and excited to come in each day.”

Why it’s strong: They value people and structure — both key to a caring leader.

Q:“Imagine you have a team member who consistently shows up late or calls in more than is reasonable. How would you handle it?”

Strong answer:

“First, I’d meet with them privately to understand what’s going on. Maybe there’s something happening outside of work that’s contributing, and I want to show I care. But I’d also be clear about how their reliability affects the team, the business, and our customers. I’d set clear expectations going forward — what needs to change and by when — and follow up to hold them accountable. If the problem continues, I’d involve the owner or follow whatever progressive discipline process we have in place. My goal would be to support them in improving, but also to protect the team’s morale and the bakery’s operations.”

Why it’s strong: They balance empathy with accountability, think about impact on the business and team and show leadership in both coaching and follow through. 

If possible, have your finalist shadow you or your team for a few hours for a working interview. See how they interact with customers and staff.

Working Interview Red Flag / Green Flag

Green flag: They greet customers, step in to help without being asked, ask smart questions, and look for ways to add value.

 Red flag: They hang back, wait to be told what to do, or focus only on “their” task without caring about the team or shop overall.

Hiring a manager isn’t just about filling a role — it’s about finding someone who will care for your business, your team, and your customers the way you do.  Whether your ready to find your first manager or are in a season of transition to a new leader for your bakery, we hope this information helps you feel confident to start the search!

With the right process, you’ll build a leadership team that strengthens your bakery for years to come.

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