Malcolm Hotel GM Andrew Shepherd shares how reading body language in the first 10 seconds, leveraging guest data, and investing in 154 staff housing units drives exceptional guest experiences.
A case study from a 130-room Mid-Atlantic hotel shows how a new GM cut breakfast cost per occupied room by 21% in 90 days by addressing unauthorized access, chronic abusers, and untracked compensation.
The founder of Brazil's Botanique Hotel Spa describes how eliminating departments, cross-training all staff, and sharing 23% of revenue with employees cut headcount from 110 to 38 and achieved profitability in year two.
The article introduces "role asymmetry" as a framework explaining the unequal psychological burden placed on guest-facing hospitality staff, and outlines four pillars to help leaders build supportive cultures: perspective, authority, psychological safety, and psychological skills.
A roundtable discussion prompted by the Travelodge assault case examines how hotels must balance frictionless guest journeys with security, arguing that staff empowerment and ID verification are essential safeguards.
An op-ed argues that genuine guest personalization cannot be standardized, using a viral Moscow hotel story to illustrate why wow moments lose impact the instant they become policy.
United Airlines' Bryan Stoller advocates for a "Reasonable Department" mindset that trains employees to use judgment and empathy when customer situations fall outside standard policies.
Meyer Jabara Hotels attributes its 24% turnover rate (vs. an industry average of 78-84%) to an intentional leadership culture built on empowerment, shared ownership, and technology-enabled connection.
HotellerieSuisse director Christian Hürlimann draws on 20 years overseeing 200 catering outlets to argue that empowering middle managers, using AI for back-of-house efficiency, and trusting staff to resolve guest issues are the keys to better hotel leadership.
De L'Europe Amsterdam's GM shares insights on achieving MICHELIN three-key status through local identity, empowered teams, and visible leadership.
Poor customer service phrases like "it's company policy" frustrate guests because they signal inflexibility and lack of authority to help.