Most recurring leadership conflicts look like people problems, but are structural. This is about the decision-making and accountability logic behind them — and how to make it visible and deliberate.
Why the Hardest Transition in Hospitality Is Not a Training Issue — It Is an Ownership Question. There is a moment that repeats itself in every hotel — and that is rarely treated with the seriousness it deserves. A bartender becomes a restaurant manager. A front-office associate becomes a front-office manager. A sous chef becomes head chef. Three days earlier, this person was part of the team. On Monday morning, they stand in front of the team — and lead it. Nothing about the
The hospitality industry has developed a remarkable characteristic: it treats one of its most expensive strategic risks as a human resources issue. When a general manager leaves, when a management position is filled for the third time in five years, when an international leadership team falls apart after 18 months—the diagnosis is almost always the same: recruiting problem, retention problem, market problem. Rarely: governance problem. This misdiagnosis has a measurable price
