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9 Simple Tips to Becoming a Better Manager in 2024


Jordan Hollander in Operations

Last updated February 20, 2024

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“Love your staff.” That’s the secret to running a successful hotel according to the founder of the iconic One Aldwych in London. It’s great advice and an essential mantra for hospitality, which is a people business at its core and relies heavily on team members coordinating for a higher cause.

That mantra is put to the test during downturns, such as the COVID pandemic or the financial crisis of 2008. Faced with uncertainty and economic headwinds, managers must balance the needs of the business with those of its people. 

So it's understandable that you may be asking yourself, “How can I be a good manager?” and "what management skills do I need to succeed?" these are important questions and an indication that you're already well on your way to being an effective leader.  Questioning and learning is a key to managerial success in and of itself. Self-awareness and a desire to improve are two valuable traits in any manager.

As you focus on improving your leadership skills during challenging times, here are 9 tips for becoming a better manager. 2021 has been incredibly difficult but there is a silver lining: you’ll be a stronger manager, with a whole new set of skills to build on moving forward. As you invest the time in building meaningful relationships with your colleagues, you’ll earn respect and loyalty that’s helpful in both good times and bad.

Here are some questions we'll answer in this article:

  • What learning tools and hospitality books are available to new managers?

  • What steps can managers take to facilitate a stress-free work environment?

  • What characteristics do the best managers in the world possess?

  • How to hone decision-making abilities and communication skills

  • Why motivating employees is hard work and how career development is key


1. Be honest and objective

Always be honest with your staff! You don't want to sugarcoat things, hide from the truth, or seem aloof, evasive or uncaring. Your staff will see through any BS anyhow, so it’s best to be as honest as possible (without being mean). 

At a time when stress and emotions run high, stay objective. It helps keep your head level and your approached even-handed. Dialing too deep into emotions can create an inconsistent experience for individual staff members. That breeds feelings of unfairness and resentment, as individuals feel they’re being treated differently. Avoid that and stay both objective and honest.  

During performance reviews, for example, you may be tempted to hold in critical feedback, especially with your favorite colleagues.  Critical feedback helps employees develop new skills and facilitates goal setting that leads to progress in your teams professional lives (and personal lives!).  Effective management and being a team leader is all about communicating the hard news in an empathetic way while being honest and objective.  It's also critical to strategize the right times to communicate - for example, maybe team meetings are a bad place to call out team members for a lack of soft skills.


2. Get out of the office

When times are tough, the last thing you want is for staff to think you’re hiding in your office. Get out into the hotel and stay connected with all aspects of the property. You’ll have a better understanding of the current mood and operational needs. This is called “Management By Walking Around (MBWA),” and it keeps you up front and visible with staff. You lead by example and show them that you’re active and engaged, rather than hidden away in the office. 

Being visible is also a fantastic way to provide a top-notch guest experience. Greeting guests and being available to address comments or concerns keeps you in tune with their needs -- a personalized approach that encourages glowing reviews and builds your online reputation. 

Remember that it’s not enough to just get out of the office: you also must interact with others to really catalyze the benefit, says Mark Hamister, CEO of the Hamister Hospitality Group:

“Adding an "I" for Interaction to MBWA enabled us to finally encourage teamwork between management and staff, increase the number of informal problem-solving opportunities on a daily basis, and thereby produce immediate and creative solutions.”


3. Prioritize speed over precision

Whether you realize it or not, your team takes cues from your confidence and posture. As their leader, you set the bar. Especially during times of crisis, when circumstances change often, you must be the fearless leader. You don’t have the luxury of rumination. So you must be decisive and prioritize speed over precision. Even if you have to fake it because you are freaking out inside, act fast and with conviction. See next point for a specific tactic that requires a good leader to be decisive.


4. Fire quickly and fairly

Even if you have to fire people today, you may want to hire them once the downturn eases and demand returns. The last thing you want to do is leave a poor impression that scuttles employee loyalty. Do right by them, as you may want to bring former employees back rather than trying to find new staff.

Furloughs may become temporary as the downturn drags on. And you may even need to fire employees that you recently brought back on. Firing is often the worst part of being a manager.  It's emotionally exhausting and extremely difficult. But don’t delay the inevitable, as making several rounds of smaller layoffs leads to lower morale.

To minimize stress of an already difficult situation, fire quickly and fairly. Make an honest appraisal of what you need to do to keep the lights on and then make those decisions quickly. You also want to be fair and as transparent as possible about how these decisions were made. Avoid politics and personal preferences to avoid favoritism or ill-will. And always follow the traits above: Be objective, honest and helpful!


5. Listen, listen, listen!

Great leaders are great listeners. They're able to listen, synthesize and act based on what they’ve learned. Listening is the foundation of hospitality, as it builds mutual understanding, meaningful relationships and memorable, experiences, says Gary Gutierrez of HRI Lodging in New Orleans:

“For hoteliers, what’s most meaningful is creating positive, uplifting outcomes for human experiences and human relationships. Running a hotel, like life, is all about how you make people feel.”

And it’s not just with guests; sometimes it's just about being a friendly ear for your team. You don't have to be a therapist but you certainly have to be there to listen. Oftentimes, that’s what your team needs most: a sympathetic ear.


6. Be available to your staff

Micromanaging is the enemy.  Time management is key and delegating tasks to direct reports will free you up to create a better work environment for other team members.  Succesful managers make it crystal clear that you are a manager with an open door policy. Build trust with your staff by listening to their concerns and doing what you can to address them.  Of course, much of it will be out of your hands. So just listen and empathize.  Be there for your staff and they will have your back. Even in tough times, people know when they are treated fairly and with respect - and that makes a lasting impression. 

Sometimes an open-door policy may not be enough to encourage employees to surface issues. Experiment with holding office hours, which are open to anyone and held at the same frequency (weekly, bi-weekly or monthly). 

You also should offer anonymous channels of communication. Not everyone is comfortable with face to face conversations. To reduce gossip, prevent abuse and shorten the distance between you and your employees, make an anonymous feedback channel for your staff. Anonymity helps you build trust and address concerns quickly before they get out of control.


7. Embrace creativity, patiently

A crisis is an ideal time to experiment and try new things. It pulls you out of the everyday routine and provides an organic opportunity to embrace creativity. Convene your staff and encourage them to brainstorm creative ways to both address the current crisis and build resilience for future ones.

One of the corollary benefits to creativity is that it often engages your staff. Most people respond well to being asked to brainstorm ideas and contribute to the success of the organization. By unleashing your the creativity of your staff, you inspire and bring out the best, which also nurturing potential future leaders, says Paul Patiño of the Saguaro Palm Springs: 

“The true challenge is being that leader that can move everyone in the same direction together and bring out the best in each person, inspiring them to be better versions than they already are. All great things take time, patience, and lots of love.”


8. Do more with less

Hotels everywhere are trying to do more with less. There’s fewer bookings which means fewer staff.  Look for opportunities to economize your operational footprint and be as efficient as possible. If you can find room in the budget, invest in new technology that preserves service standards despite being short-staffed -- and reduces the burden on your small team overloaded with tasks.

Roll your sleeves up and show your team but no task is too small. It’s all-hands-on-deck, so step up and lead by example. This behavior will build trust and motivate your staff, as well as create a “we’re all in this together” mindset.


9. Be helpful and humble

Great managers aren't just good listeners and clear communicators, they're also helpful and go the extra mile to help their team at all costs.

As a trusted resource, you show staff that you care and that it’s ok for them to bring their whole selves to work.  When you fire people, offer to write recommendation letters and do help them in their job search. When you discipline individuals, provide clear performance improvement tips that help them improve. When you walk around the property, be helpful to guests and staff - helpfulness is a form of hospitality, after all!

You also must be humble. As someone in a position of authority, it’s easy to think that your position makes you the best person to solve the problem. But that leaves blindspots and leads to employees feeling disengaged at work. That’s not a good recipe for hospitality! To avoid this, leaders don’t just listen but also ask to lead with questions, says Joseph Kirtley, GM at Highgate Hotels:

“Leaders often feel that we are supposed to have all the answers. In actuality, being a great leader takes humility, and asking the right questions. Opening yourself to the strengths and knowledge of those around you takes you to another level.”

Did we miss any good tips? Let us know via live chat!


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Jordan Hollander
CEO @ HotelTechReport Linkedin profile
Jordan is the co-founder of HotelTechReport, the hotel industry's app store where millions of professionals discover tech tools to transform their businesses. He was previously on the Global Partnerships team at Starwood Hotels & Resorts. Prior to his work with SPG, Jordan was Director of Business Development at MWT Hospitality and an equity analyst at Wells Capital Management. Jordan received his MBA from Northwestern’s Kellogg School of Management where he was a Zell Global Entrepreneurship Scholar and a Pritzker Group Venture Fellow.