From Plan A to Plan Better: How We Transformed Leadership Training at Jack in the Box

When we first set out to design leadership training for our district managers at Jack in the Box, our “Plan A” felt like the obvious choice: a big, high-energy conference. In 2023, we launched our two-and-a-half-day “Be Bold” Leadership Conference in San Diego. It was filled with routines for success, coaching processes, and inspiration. The energy in the room was contagious, and the feedback was overwhelmingly positive.

But when the dust settled, we realized we needed to adjust our strategy.

District managers were leaving the conference with binders full of ideas, but the enthusiasm that had burned bright in San Diego quickly dimmed once they returned to their restaurants and the daily whirlwind of challenges. On top of that, not everyone could attend; travel costs, scheduling conflicts, and the constant need for leaders to be in their restaurants made it impossible to bring the whole group together. And as new district managers were promoted, they missed out entirely until the next big event rolled around.

By late 2023, when it was time to plan year two of the conference, even bigger roadblocks appeared. California’s new minimum wage law for fast food workers was about to take effect, raising wages to $20 per hour. Operators were understandably cautious about costs. The idea of flying district managers out for another multi-day conference was becoming hard to justify, not just financially, but in terms of time away from the business.

That’s when we knew we needed a new path forward.

We looked at three options: taking the show on the road with a regional tour, converting everything to e-learning, or creating a blended learning experience. Each had merits, but only blended learning gave us the flexibility, scalability, and real-world integration we needed.

And so, “Cravers” was born.

Our new blended learning program combines the best of all worlds:

• Virtual microlearning – bite-sized modules, no longer than 20 minutes, delivered in engaging formats like short videos, animations, and interactive elements.
• In-restaurant activities – practical exercises that fit seamlessly into district managers’ everyday routines, from coaching to inventory checks.
• Coaching support – in-person coaches equipped with their own guides to provide context, reinforcement, and accountability.

We intentionally designed the program so that it didn’t require laptops or extensive time away. A simple workbook with QR codes linked to reminders and tips gave our district managers just-in-time support right in their restaurants. It was training in the flow of work, not outside of it.

Convincing leadership to shift from a flashy conference to microlearning wasn’t easy. To make the case, we built quick, sample content and showed how the concepts could come alive in short, modern formats. The executive team saw the value, and with their support, we moved quickly to build out the program in sprints. Topics like coaching, giving feedback, cost of goods sold, and labor costs were broken down into micro-topics that felt approachable and actionable.

The results so far have been encouraging. Not every district manager has completed the program yet, but we’re already seeing improvements in key metrics. More importantly, our leaders are better prepared for big operational changes, like rolling out new point-of-sale and workforce management systems, because they’ve been building skills continuously, not in one isolated burst.

Looking back, I’m grateful we started with our Plan A conference. It showed us the passion our leaders have for growing and leading well. But I’m even more grateful we were pushed to evolve. Plan B, our blended “Cravers” program, is proving to be not just a backup plan, but the better plan all along.

And that’s a lesson I’ll carry forward: in training, just like in leadership, sometimes the boldest move is to pivot.

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This article is based on my Breakout Session at CHART’s 108^th Hospitality Training Conference in Redondo Beach, CA, August 2025.