Category Leadership & Culture

Your Union Employees Stayed. Stop Taking All the Credit.

A thirty-year room attendant gets a plaque from a GM who started eighteen months ago. Who exactly earned that loyalty?

It's easy to praise a caring manager when the numbers look good. The test comes when that manager says the team can't safely deliver what was sold.

Twenty years can hold real pride. It can also hold compromises the hotel never asked about.

The vacancy belongs to the hotel. Too often, the work gets handed to whoever leadership trusts to make the day work.

"Once things calm down, someone will have time to teach." A hotel has plenty of ways to keep things from calming down.

The department hits its number. The people closest to the person getting credit are counting the days.

A retention number starts the conversation. What the hotel does next is the part people remember.

The guest compliments dinner. They'll never meet the steward who kept the plates coming.

The trouble starts when one department makes a promise another department has to discover later.

"I already handled it. They're happy. I just wanted it on your radar." That's the update every hotel leader should want to hear.

Every preventable departure sends the hotel back to start: recruiting, training and rebuilding what the last person knew.

A good executive chef changes what the rest of the hotel can confidently promise.