Kitobni o'qish: «Entrusted to Host: Ethical stewardship in contemporary hospitality»

Introduction: Let’s Call a Spade a Spade

As one of our mentors used to say, there are two toughest professions in the world—in hospitals and hospitality. It is a clever play on words, but there is truth in every joke. His entire family worked in healthcare, from nurses to medical professionals, while he dedicated his life to the service industry. At a closer look, the parallels between these fields become strikingly clear. Both require an unwavering commitment, grueling hours, high-pressure environments, and an innate sense of responsibility. The difference is that in a hospital lives are saved, while in our profession experiences are crafted that can define them. And in both cases, people place their trust in experts, expecting their well-being to be taken care of—one physically, the other emotionally.

Like most crafts, knowledge in hospitality can be passed down, and most skills can be taught. Yet, more often than not, those who enter this field are born into it—whether through family legacy or an innate calling. They thrive in environments where human connection is paramount, and service is more than just a job. However, even those with a natural aptitude for hospitality need a guiding compass to navigate a market riddled with complexities. This is a world where the margin for error is slim, and a single misstep can tarnish a brand’s reputation or derail one’s promising career. In a profession where continuous learning and professional development are not just encouraged but essential, staying relevant requires adaptability and a relentless pursuit of growth. What is more, beyond mastering aptitude, one must also confront the stark realities of the trade.

The passing of renowned chef and storyteller Anthony Bourdain in 2018 reignited discussions about work-life balance, the unrelenting expectations placed on hospitality professionals, and the gap between effort and reward—especially for those in middle management. Yet, despite the momentary uproar, those conversations quickly faded, leaving many to wonder: Where do we find real answers? How do we acquire the right skills while preserving our well-being? And, most importantly, when is enough enough? With too many questions and an overwhelming abundance of conflicting answers, finding reliable guidance in this business is a challenge. The key lies in cutting through the noise to identify the knowledge and strategies that truly make a difference.

Throughout our careers, we have been on the hunt for resources that offer meaningful insights into the craft—guides that provide practical wisdom alongside an honest depiction of what it truly takes to succeed. However, most publications on the subject tend to fall into two extremes. On one side are the overly academic textbooks—dry, technical, and packed with corporate jargon. They meticulously break down operational standards, leadership theories, and service models but fail to capture the realities of the day-to-day grind, the emotional weight of the job, or the personal toll it takes. On the other side are the glossy manifestos of luxury hospitality—romanticized tales of five-star service and white-glove experiences, where guest satisfaction is treated like an ancient, mystical art. These works showcase brands with so-called secret formulas for success but never address how professionals navigate real- world challenges. They paint a picture of service that is so polished, so perfectly curated, that it feels more like an unattainable fairy tale than the messy, exhilarating, and often exhausting reality of the trade.

As professionals who have lived and breathed this business for several decades—across different cultures, countries, and career paths —we wanted something different. A resource that reflects the real struggles, strategies, and sacrifices involved in building a career in this field. One that does not just explain service as a concept but provides a practical guide to thriving in the trade. That is why we decided to put our experience into writing—to bridge the gap between technical knowledge and practical understanding. We want to provide genuine insights, hard-earned lessons, and battle-tested wisdom to help professionals at any stage of their careers. So, we asked ourselves: what have we learned in our careers so far? This question serves as a guiding light throughout this book, inviting readers to explore challenges and triumphs that shape our experiences in this dynamic industry.

Our goal is to strip away the fluff, the corporate buzzwords, and the generic advice that plague so many hospitality resources. Instead, we focus on the core truths and strategies that actually matter—what it is really like to work in hotels, restaurants, and service-based businesses. How to survive and thrive from your first job to climb the hierarchical ladder. Lessons from the field, mistakes we have made, challenges we have faced, and how we turned setbacks into successes. How to navigate a changing landscape, the evolution of this sector in the twenty-first century, and where we believe it is headed. We are not interested in painting an unrealistic picture of the profession, nor are we here to recycle what has already been said in countless management textbooks. Instead, we want to offer something valuable, something real—a guide for those serious about making this line of work not just a job but a lifelong craft.

Let us also approach this as genuine self-reflection. We ought to call out the good, the bad, and the ugly—without sugarcoating the hard parts. This is a field that deserves respect, but it also needs a wake-up call. It is filled with moments of brilliance, where service becomes an art and leaves a lasting impact on guests. But it is also plagued by outdated traditions bordering on absurd novelty, inefficiencies, and a culture of burnout that too often goes unchecked. If this profession is to move forward, it needs a fresh perspective, a willingness to challenge the status quo, and leaders who advocate the need for a mindset shift—one that blends timeless service values with modern business acumen. What we have put together is not just about how to succeed in hospitality; it is about how to transform it—whether that means improving operations, redefining service, or building a workplace that values people as much as profit. And we are here to show how to do it.

This book is written from multiple vantage points—operator, advisor, and observer. At times, the narrative will shift between personal narrative, direct guidance, and broader industry reflection. This is intentional. As our experiences have not been identical, but they have been shaped by the same industry, the same pressures, and often, the same questions. The shifts in voice reflect that reality. At times, we have also chosen not to make that distinction explicit, allowing the reader to gradually recognize the voices, draw their own conclusions, and, perhaps, discover the authors through the pages rather than being told upfront. Consider it a small exercise in observation - a skill that tends to reward those who practice it.

That same intent extends to how this book is structured. We begin with context, establishing the foundations that shape our perspective and judgment. From there, we move through the realities of the industry—its pressures, contradictions, and underlying dynamics. Only then do we turn to what can be done, grounding ideas in experience rather than abstraction.

So here it is—the guide we wish we had when we were starting out. A no-nonsense, straight-talking perspective on what it really takes to thrive in this dynamic world. We hope it challenges you, inspires you, and—most of all—equips you with the tools to build a meaningful, successful career in this ever-evolving profession.

Anamnesis

Maxim the Capricorn: Building What Others Only Theorize

Hello, honorable reader. My name is Sayapin Maxim Alexeevich, and I appreciate your interest in my journey, inviting you to share the experiences that shaped my life and career. By lifting the curtain to my “kitchen,” I hope to establish trust and credibility for my observations and statements in this book.

As a second-generation hotelier, I was born in Moscow (Russia) and raised into a family for whom hospitality was more than an occupation. My father, an award-winning chef, immersed me in colorful stories of international culinary competitions, hotel openings, and large-scale catering events. My mother, a nationally recognized expert in food production and educator, illustrated how structure, consistency, and leadership can transform underperforming establishments into thriving places driven by creativity. Remarkably, my younger sister is studying public relations, marketing, and the commercial aspects of our industry, while my better half works in hospitality, specializing in sales and coordination for large luxury properties.

Over the years, I have perceived my life as divided into two major passions: sports and hospitality. Despite never turning my athletic pursuits into a full-fledged profession, I remain closely connected to the world of competitive sports. Swimming laps in a chilly pool or preparing for endurance events has always been more than a pastime—it refines discipline, mental focus, and resilience. These qualities have proven invaluable in hospitality, where running large-scale events, coordinating multinational teams, and realigning struggling operations demand the same steady focus as sports training.

My life recently acquired another dimension: fatherhood. This profound experience refocused my priorities, underscoring how essential it is to foster both professional excellence and personal fulfillment. It introduced a deeper sense of responsibility, moving beyond operational targets toward empathy and balance. Watching my child grow affirms that genuine hospitality thrives on sincere compassion for others—a principle shaping my management style, interactions with guests, and approach to team leadership.

Upon graduating from a sports secondary school with distinction, I earned a bachelor degree in international hotel management from a French hospitality business school, gaining insight into core industry disciplines. In parallel, I completed a bachelor of science with honors in business management from a Russian academy for tourism, integrating methodical planning and financial rigor into fast-paced environments. To expand my understanding of fiscal strategy and analytics, I pursued an MBA in finance and accounting at a university in the UK. Along the way, I gained specialized credentials, such as high-tier awards in managing food safety, wine production, and cigar service, and obtained a project management certificate that proved valuable in numerous situations.

My professional path spans two decades, across several facets of the industry—from hotels, restaurants, and catering to aviation—as well as multiple countries: Russia, France, China, the United Arab Emirates, Canada and the Caribbean region. Each of these settings exposed me to a wide range of cultural traditions, service philosophies, and operational norms. One of the most formative chapters of my career was in the food services division of a national airline, where I managed premium lounge operations and oversaw catering for thousands of guests daily. Our dedication yielded multiple accolades, including recognition for delivering the region’s leading airport lounge experience, and I was honored with personal and team-based awards that validated our commitment to excellence and thoughtful innovation under high-volume conditions.

It was also in that environment that I met Milan, a colleague who became a close friend to my entire family. His determination, intelligence, and open-mindedness were apparent from the start, and we soon discovered a shared enthusiasm for sports, hospitality, and continuous self-improvement. Over time, we collaborated on various projects, exchanged bold ideas, and supported each other’s growth. Milan is now co-author of this book, and I regard him as a talented and ambitious professional whose journey remains an inspiration to me and many others. His presence in my story underscores how strong working relationships often blossom into genuine personal bonds, strengthening the sense of community we all strive to foster in this industry.

I began my career washing toilets, peeling onions, and diligently checking in large groups of guests—gradually developing the resilience and know-how required to lead multicultural teams across geographically diverse locations. These efforts have evolved into a successful track record of pre-opening and launching operations, executing property-wide renovations and rebranding, and managing profitable venues. Projects ranged from large-scale to intimate, corporate to private, balancing refined quality with broad quantity. They took place in bustling cities as well as on remote islands, each location shaping a flexible approach to delivering memorable experiences.

Through these undertakings, I discovered that introducing a new concept—whether it is a menu redesign, a cutting-edge digital interface, or a full-scale renovation—succeeds only when the team fully embraces it. Clear communication, well-structured training, and defined benchmarks translate boardroom visions into reality. The hours can be long and the demands relentless, yet watching formerly disconnected parts merge into a unified guest experience is immensely rewarding.

Over the years, I have been privileged to receive several awards and recognitions, reflecting not only my individual contributions but also the combined efforts of the teams I led. These honors include induction into a gastronomic association, a newcomer recognition award in career and academic contributions during my early years in Canada, service as an expert board member at a national hotel award, and participation in multiple international professional competitions. Each accolade has fueled my drive to keep pushing boundaries, aim for superior service quality, and embrace innovation within a swiftly evolving industry.

Reflecting on these layers of learning—my upbringing, international ventures, sporting endeavors, and fatherhood—my dedication to hospitality continues to deepen. I regard it as an industry that demands integrity, teamwork, and an unwavering commitment to guest satisfaction. It is also a field where financial diligence can coexist with genuine warmth, and where operational standards serve as stepping stones for meaningful human connections. Ultimately, hospitality revolves around elevating every interaction, from a simple greeting at check-in to the carefully orchestrated details of multi-day events.

Thank you for joining me on this personal and professional journey. Milan and I hope our experiences resonate with your own aspirations. In the pages that follow, we invite you to explore the lessons, frameworks, and insights gained from our individual paths, and we trust you will discover valuable perspectives here.

Milan the Cancer: Feeling What Others Overlook

Hello, esteemed readers! It fills me with immense pride and joy to share my story with each of you. People often find themselves curious and ask, “Who is Milan?” The answer, while seemingly simple, encompasses a rich tapestry of experiences and values: I am a humble individual hailing from a quaint little village known as Jezestica, which is nestled within the picturesque town of Bratunac. This charming locale is where my journey began—shaped meticulously by education, driven passionately by my interests, and grounded firmly in the values instilled in me by my loving family.

My upbringing ingrained in me the profound understanding that education is not merely a privilege but a vital foundation for a fulfilling life. Alongside this, I learned that integrity, honesty, and strong moral values are integral components of who we are, handed down from our families and communities. For this, I owe a great deal of gratitude to my remarkable mother, Stanojka, and my dedicated father, Slavko. They brought me into this world and taught me to appreciate its many beauties.

Both of my parents were high-school graduates who worked tirelessly in a variety of jobs while simultaneously managing our family farm. Their unwavering dedication and hard work provided my sister and me with opportunities that we might not have had otherwise, opening doors to a brighter future.

I could easily fill an entire chapter with the invaluable lessons I absorbed by watching my parents work diligently day in and day out. However, I will keep it concise. They imparted to me the importance of hard work, honesty, and resilience—qualities that I carry with me to this very day and that continue to shape my character.

I am a proud husband and father, and my greatest accomplishments in life stem from my family. They are my unwavering motivation and the reason I strive to push myself and work diligently every day. Their presence brings immeasurable light and happiness into my life, making every challenge worthwhile. In addition to my role as a family man, I am also an accomplished sportsman, having achieved significant success in the world of karate, where I proudly hold a black belt in full contact karate.

My formal education journey began in Bratunac, where I attended elementary school and continued through high school. It was during these formative years that I discovered my deep passion for technology. This passion ultimately led me to pursue a career as a computer technician. I found immense joy in problem-solving and innovation—skills that would serve me well throughout my professional journey.

As I traversed the path of gaining experience, a journey that I am excited to share in this book alongside my esteemed colleague Maxim, I navigated various positions within the hospitality and catering industry. This journey has continuously challenged me, pushing me to climb the ladder of business life. So, once again, the question arises: “Who is Milan in the business world?”

My work life has been a rich tapestry of diverse experiences, with each role contributing uniquely to my growth and development from waiter and through operational leadership to business development manager.

At each stage of my career, I learned something new, developed essential skills, and proved myself in every role I undertook. Each position provided a valuable lesson, allowing me to grow and adapt in an ever-changing industry.

One of my proudest moments came when I graduated as an engineer of operations management from the prestigious University of Belgrade. As I write this, I hold the esteemed position of general manager of business development. This role enables me to leverage my extensive experience while continuously pushing the boundaries of what is possible within the industry.

Reflecting on my journey, I recognize just how far I’ve come and how each experience has shaped who I am today. I am excited to share the lessons, insights, and wisdom I’ve gained along the way. Each chapter of my life has molded me into a person who values integrity, cherishes family bonds, and fervently strives for excellence. Thank you for allowing me to share my story with you!

Fine Print of Success or How to Decode CVs

Which work of literature has had the most significant impact on you? It is a question we have all encountered at some point. Perhaps as students, we mentioned something from the curriculum, such as Pushkin, Andrić, Dickens. Later in life, we might have listed Remarque, Bradbury, or Orwell. Yet if you ask someone who has devoted their career to the hospitality industry, there is a strong possibility the answer will be Hotel by Arthur Hailey.

This novel goes beyond mere fiction. For many in the hotel business, it functions as a professional manual, not just an entertaining story. Hailey never indulged in idle fantasy; he was known for scrupulous research, and Hotel is no exception. His narrative delves into the real-world mechanics of hospitality, revealing the challenges of management, the battle for guests, and the operational intricacies of a large property. For anyone contemplating work in this field, it offers both an engaging plot and an unexpectedly pragmatic glimpse into hotel life.

Set over a few charged days at the five-star St. Gregory Hotel in New Orleans, the story lifts the curtain on a realm normally hidden behind grand chandeliers and immaculate foyers. Financial troubles, moral quandaries, corruption, staff missteps, and ruthless corporate rivalries all simmer beneath the polished façade. At the center is Peter McDermott, the assistant general manager, a man who aspires to lead yet must operate within limited authority. Over the course of the novel, he contends with unscrupulous guests, theft, emergencies, looming bankruptcy, and even discriminatory practices, forcing him to make crucial decisions about the hotel’s future.

Hailey interweaves several key themes: the art of management and the intense corporate maneuvering personified by the aging owner, Warren Trent, who must decide whether to maintain his independence or sell to a powerful hospitality mogul; the day-to-day operations that cover everything from guest services and reservations to safety procedures and sudden crises; the social issues of the era, including racial inequality and institutional corruption; and the personal dramas that arise as the lives of guests and staff collide in a web of ambition, romance, and intrigue.

Hotel has endured as a classic because Hailey took extraordinary care to portray a grand hotel’s inner workings with precision to the point that during the early 1990s in Russia, the novel served an additional purpose. Following the collapse of the Soviet Union, Russia’s hospitality sector entered a period of upheaval. International chains like Marriott, Radisson, Sheraton, Kempinski, and Holiday Inn introduced fresh standards, corporate values, and expectations—elements unfamiliar to the local workforce. As professional hospitality education was still developing, Hotel turned into a de facto textbook for many aspiring hoteliers. Seasoned industry experts recall that some multinational employers even suggested—or demanded—candidates read the novel to gauge their dedication and passion for the work.

The book also doubles as a case study in professional growth. As Hotel shows, a career is not merely the result of a few strokes of luck. It is shaped by a stream of decisions. Peter McDermott’s climb from an overlooked middle manager to a seasoned leader mirrors the real-life journeys of many in the field. There is no single path to advancement in hospitality. Some rely on formal courses, others amass hands-on know-how, and a few mix both.

Drawing on our backgrounds, consider Milan, who forged his path through practical experience before later pursuing an academic degree. He began with vocational training, then gradually moved up from entry-level roles—starting as a waiter, moving on to bartending, and eventually taking on supervisory duties. Along the way, he earned an advanced degree in a seemingly unrelated field, which gave him fresh perspectives and helped him tackle challenges from unconventional angles. By honing his expertise in a focused area, Milan was able to fast-track his progression and ultimately reach an executive position.

Maxim, however, approached things in reverse. He first obtained a traditional hospitality degree, where the specialized curriculum ensured that every concept learned in the classroom was reinforced through mandatory practical training and internships. This approach allowed him to apply his knowledge immediately, gaining hands-on experience from the outset. As he progressed in the industry, he recognized the value of broadening his expertise and later pursued a degree in a related discipline to expand his perspective and deepen his understanding of the field.

These examples highlight that there is no single formula for success—whether one begins with hands-on experience or a formal education, the key is having a clear strategy for career growth. A diploma alone does not guarantee progress; rather, it is the deliberate combination of knowledge, skills, and experience that shapes a strong professional trajectory. In frontline roles, direct industry exposure often holds greater weight than academic credentials, while managerial positions demand a solid understanding of finance, strategy, and business law to stand out. Geographic flexibility further enhances adaptability and expertise, as exposure to diverse markets and operational models can accelerate career advancement.

Equally important is the manner in which one navigates career moves. While changing companies can be a strategic decision, it is generally advisable to pursue vertical transitions—moving into roles with greater responsibility—rather than making lateral shifts. Although occasional sideways moves may be necessary, repeated lateral transitions without clear progression can become difficult to justify. Employers tend to scrutinize frequent job changes, looking for patterns in career history. If each move lacks a clear purpose or fails to contribute meaningfully to professional growth, it may signal a lack of direction. To maintain credibility, professionals must be prepared to articulate how each step in their career has added value, expanded their skill set, or positioned them for future leadership roles.

One central insight from Hotel—reinforced by the experiences of real professionals—is that perseverance often eclipses innate talent or random luck. Those who are genuinely engaged in their work, who strive to grow, to lead, to keep learning, are the ones who eventually excel. Moreover, skills gained in hospitality are highly transferable. An accomplished restaurant manager can pivot to hotel operations without much difficulty, since business processes, financial acumen, and team leadership translate across roles. What truly matters is initiative, along with an employer willing to support training and career shifts.

Nonetheless, it is important to note and always remember that for all its demands, a career is never the whole story. Ambition often inspires us to keep pushing for that next title or that next project in the belief it will finally make all our sacrifices worthwhile. We start with lofty visions, taking on responsibility after responsibility, building our reputations, chasing milestone after milestone. Eventually, though, the applause fades. The appointments, promotions, and projects taper off. The industry that once consumed your energy decides it no longer requires your services. In these moments, many realize they have spent a lifetime pursuing a goal that kept drifting out of reach.

Work will never cease to demand more—more hours, more dedication, more personal trade-offs. At some point, you must ask: is it worth surrendering so much for the sake of work alone? Success feels hollow if it is gained at the cost of real living. A fulfilling career should not overshadow life itself; balance is essential. That may mean slowing down occasionally, truly listening, giving priority to family and friends, making room for travel, and savoring the small moments that justify the hard work.

Ultimately, success in hospitality—or in any sector—turns on two factors: your approach to challenges and your dedication to continual learning. Individuals who adapt, embrace complexity, and press on usually flourish. Yet thriving professionally should not cost you a rich, rewarding life. In the end, the question is not just about what direction you choose, but about the life you have lived once the final check-out arrives.

The Divine Comedy

The Divine Comedy (Prelude)

Dante’s The Divine Comedy is more than just a tale of the afterlife—it is a journey through chaos, consequence, and, ultimately, enlightenment. If that does not sound like a perfect metaphor for the current state of the hospitality industry, then you have not been paying attention. Much like Dante’s descent into the Inferno, many industry professionals find themselves navigating a labyrinth of misguided leadership, broken employment promises, and the ever-growing burden placed on middle management. Along the way, we encounter modern-day dilemmas: diversity, equity, and inclusion (DEI) mandates that spark as much controversy as they do progress, generational tensions that threaten workplace stability, and the slow unraveling of what was once considered luxury hospitality.

This section takes a critical look at these themes, stripping away the industry’s polished façade to examine what truly lies beneath. Does leadership today inspire, or does it merely dictate? Is the employment roadmap a path to success, or just an elaborate detour? Has the notion of luxury hospitality been so diluted that it has lost all meaning? Like Dante, we are neither here to condemn nor to glorify, but to seek clarity in the contradictions. Because if it were not so bad, it would not be so funny—and if it were not so funny, it would not be so tragic.

We Have Reservations… About This Leadership

Since May 2023, when the World Health Organization (WHO) announced the official end of the COVID-19 pandemic, the hospitality sector has been undergoing a period of rapid and sometimes disorienting evolution. Financial investors—ranging from private equity firms to real estate investment trusts—have accelerated the acquisition of hotel properties (HVS Global Hospitality Services, 2023), thus altering the balance between cost-focused mandates and traditional service ideals. On LinkedIn, a professional networking platform with over 900 million members worldwide (including more than 15 million directly connected to HoReCa), this shift regularly emerges in discussions that contrast operational best practices with new owners’ often singular drive for quick returns. In the midst of countless posts featuring personal updates, political opinions, and proud pet photos, a quieter yet more meaningful dialogue has been gaining impetus: one that dissects the heart of hospitality’s ongoing evolution.

Many hoteliers on this social media platform describe an unexpected tension caused by owners who measure success primarily in revenue terms, frequently at the expense of employee training and guest satisfaction (Dev, 2023). Agency theory (Jensen & Meckling, 1976) offers a framework for this standoff: property-level managers (agents) protect service standards, while new ownership groups (principals) focus on immediate profit metrics. In practical terms, this can mean a reluctance to fund once-vital initiatives—like staff skill-development programs or local community partnerships—when quarterly targets take precedence.

Another point of friction arises from centralized or remote HR structures, often implemented to streamline hiring and compliance tasks (Deloitte, 2023). Practical realities, however, reveal a gap: human resources teams stationed thousands of miles from the front lines may inadvertently impose one-size-fits-all solutions on properties with diverse guest demographics and market conditions (PwC, 2023). Hotel department heads share wry anecdotes of emailing a far-flung HR manager for urgent staffing needs, only to receive “kindly fill out Form 72-B” auto-responses—a comedic image that underscores how abstract standards can clash with the daily bustle of catering events and peak-season check-ins.

Equally concerning is the churn in senior leadership. Tournament theory (Lazear & Rosen, 1981) suggests that outsized compensation packages lure proven managers away from their posts, generating a revolving door phenomenon. On LinkedIn, employees describe the whiplash of seeing each new general manager revoke the previous manager’s policies, forcing staff to readjust yet again. One user likened this to “rebuilding an airplane mid-flight, paying passengers included,” highlighting the precariousness that follows abrupt leadership transitions.

Such upheaval calls to mind a favorite saying from Maxim’s father. During their time working together, Sayapin Senior would often remark, “No matter how many times you press a button, borscht (a sour soup made with meat stock, vegetables and seasonings, common in Eastern Europe) is not going to come out of the printer.” It was his playful way of reminding fellow colleagues that core hospitality outputs—like authentic dishes or warm personal engagement—are not produced by simply issuing more directives. Some members of the online professional community apply similar humor to the staff shortage crisis, quipping that printing duty rosters en masse can no more generate new personnel than a broken faucet can fix itself by dripping more water.

This tension between appearances and substance also manifests in the fervent commitment to process compliance. Standard operating procedures (SOPs) are crucial for consistency, yet an overreliance on them risks creating “hospitality robots,” as one front-desk agent half-joked. A deeper look suggests that, while bureaucratic cultures (Ouchi, 1980) may keep brand signatures uniform, they may also undercut the spontaneity and empathy that set exceptional experiences apart.

A separate but equally salient pattern emerges in so-called “situational wins”—high-profile events or major conferences that offer a temporary revenue boost (Smith Travel Research, 2023). Individuals posting from Europe and North America explain that, while such marquee occasions can swell the bottom line for a day or weekend, the staff often ends up overworked and the property underperforms on annual metrics like guest loyalty or brand perception. One banqueting manager described the effect as “sprinting to the brink of collapse,” capturing the physical and psychological strain on employees tasked with keeping standards with limited available resources. Although these events may generate social media “victory laps,” a more balanced set of measurements—like the balanced scorecard approach (Kaplan & Norton, 1992)—would ensure that consistent guest satisfaction and workforce well-being remain integral to the definition of success.

Then there is business sustainability—once a cornerstone of long-term planning that has come under siege as short-term gains eclipse broader strategic thinking. In many organizations, the push for immediate victories at any cost has become the norm, sidelining once-valued practices like robust succession planning. Without a clear roadmap for leadership transitions, businesses remain exposed whenever seasoned managers or department heads depart, jeopardizing daily operations and eroding institutional memory. Although companies often profess commitment to holistic frameworks such as the triple bottom line (Elkington, 1997), they abandon these ideals when they clash with the drive for quick returns (Greenview, 2023). This shortsighted approach not only undermines continuity but also erodes stakeholder trust—ultimately threatening the very resilience that hospitality once prized.

Simultaneously, “revenge travel”—the impetus behind a surge in global tourism—has emboldened owners to invest in aggressive expansion (PwC, 2023). Hotels that shuttered doors during the pandemic are suddenly announcing new wings or entire sister properties, stretching management capacity to near-breaking point. Commentators referencing goal-setting theory (Locke & Latham, 1990) note that, while bold targets can energize teams, unrealistic ones can create workforce exhaustion and disillusionment. One housekeeping coordinator lamented, “We can fold towels in record time, but we can’t magically fold extra hours into a day,” showcasing a comedic but heartfelt cry for a reason.

External consultants occasionally enter the fray with promises of streamlined operations or cultural realignments (McKinsey & Company, 2023). Some LinkedIn participants praise these efforts for injecting fresh ideas into stale hierarchies, while others perceive them as high-priced patches on deeper structural woes (Grant, 1996). The ephemeral sparkle of a consultant-led “transformation summit” rarely endures if core leadership remains unsteady or if overworked teams revert to habitual shortcuts. Meanwhile, rank-and-file employees watch with a cynical eye as budgets for coaching sessions flourish, even as their own overtime accumulates with little acknowledgment.

Compounding every one of these pressures is the mass departure of seasoned employees during the pandemic, a loss that the World Travel & Tourism Council (WTTC, 2023) deems catastrophic for institutional knowledge. Veteran maître d’s and chief stewards, who once passed down nuanced operational wisdom, have moved on or retired—often without formal documentation of their insights. The result is a setting ripe for repetitive trial and error, while management wonders why previously solved challenges resurface.

Ultimately, what surfaces in these online discussions is a “crisis of productivity,” as many are forced to do more with fewer resources (Bureau of Labor Statistics, 2023). Wry commentary about overworked staff or “labor-saving” devices that ironically require more maintenance rather than less hints at the pervasive struggle. Some experts invoke the job demands-resources model (Bakker & Demerouti, 2007) to argue that, in absence of meaningful support—adequate staffing, realistic timelines, robust training—employees spiral into burnout, opening the door to even higher turnover.

Nevertheless, glimmers of optimism persist. Many hospitality professionals on LinkedIn assert that a return to core principles—emphasizing both competence and compassion—could realign the industry with its roots. Leaders still champion the need to “reimagine” or “redefine” operations, yet some critics argue that it is less about novelty and more about reinvigorating tried and true fundamentals like consistency, communication, and genuine staff investment. The rising cost of living adds another layer of urgency, as employees juggle overtime or second jobs simply to cover basic expenses. Frequent complaints about urgency reflect insufficient planning, especially when managers end up firefighting operational shortfalls for entire shifts, only to face a mountain of budget spreadsheets and marketing goals afterward.

Amid that chaotic reality, the authors of this book have come to adopt a measured stance. Over the years, they have lived through many of these exact complexities—from misguided expansion plans to short-term financial directives that compromised service standards. They readily acknowledge their own mistakes, but they also find solace in the lessons learned. Today, they advocate time-tested practices—such as thorough training programs and steadfast leadership consistency, rather than quick-fix slogans or endless illusions of reinvention. For them, it is the reintroduction of stable fundamentals that offers the clearest path out of the industry’s current entanglements. While the pandemic undeniably magnified long-standing issues, it also illuminated the resilience and creativity of those who believe that genuine hospitality remains when people come first.

A (Bumpy) Employment Roadmap

In today’s fast-paced world, driven by rapid technological advancements and digital connectivity, many people believe that finding a job has become an almost effortless task. With a polished CV and a few clicks, it seems like a new career is just around the corner. Social media platforms and job search engines have indeed transformed the process, making opportunities more accessible than ever.

However, if we take a moment to reflect on how job hunting was portrayed in the past—especially in movies—we see a different story. We remember watching characters scour the classified ads in newspapers, circling job openings with a pen before heading directly to company offices. The process seemed so straightforward. They would wait just a few minutes, sit through an interview, and often receive answers the same day. This sense of immediacy painted a picture of a clear and uncomplicated path to employment, a far cry from the intricate realities we face today. We wish those times would come back. But that is a dream that unfortunately will not come true, so we need to adapt to the current situation and navigate the best way forward. Because the answer is coming, but not in the same day—give it a few weeks.

As we navigated the current job market, we quickly discovered that it was not as simple as we had imagined. The familiar phrase “we will get back to you” became a haunting refrain on our journey. We submitted applications, hopeful and eager, only to face the agonizing wait that followed. While some positions offered responses within days, many left us hanging in silence, wondering if our qualifications were even being considered. This uncertainty was not just frustrating; it sparked feelings of inadequacy and self-doubt that lingered far too long.

The digital age has undeniably streamlined the application process, but it has also intensified competition. With countless applicants coming for the same positions, we found that response times from employers stretched longer, often with little to no feedback. It was disheartening to navigate this ambiguity, unsure of where we stood in the hiring process or if our skills were even relevant anymore. That “silence” that followed each application was particularly disheartening. It made us question our abilities and the strength of our application. This new reality highlighted the importance of resilience and proactive strategies during the job hunt. We learned that networking, following up on applications, and continuously honing our skills were essential steps to remain competitive in this challenging landscape.

In summary, while technology has transformed the job search process and made it more accessible, it has also introduced new challenges that candidates must navigate. Understanding these dynamics empowered us to approach our search with patience and persistence, recognizing that the path to employment is often winding and unpredictable.

As we continued our search, we realized that effective job postings play a crucial role in attracting the right candidates. A well-crafted job description should clearly outline the role’s responsibilities, required skills, and qualifications while also highlighting the company’s culture and values. This not only helps candidates like us understand if we’re a good fit but also entices those who resonate with the organization’s ethos. We also noticed how important it is for organizations to foster a culture of growth and mobility, particularly when considering internal applicants. Promoting from within not only boosts morale, but also retains invaluable institutional knowledge. Encouraging managers to identify and mentor high-potential employees creates pathways for advancement, which we found to be incredibly motivating.

One of the recurring issues we encountered on our journey is the disconnect between job descriptions and the actual work being performed. Too often, job descriptions are either vague or excessively detailed—sometimes stretching across ten pages and implying that a single individual should wear multiple hats. In many cases, a single position is expected to cover responsibilities that would typically fall under several different roles. What begins as a search for a “marketing executive,” for example, quickly turns into a hunt for someone who can also handle graphic design, data analysis, customer service, and event management. This mismatch sets the stage for frustration and burnout. When expectations are unclear—or unrealistically high—employees can quickly feel overextended, underappreciated, and ultimately demoralized. It creates an environment where performance is judged against an impossible standard, rather than what was clearly agreed upon. Organizations must strive for transparency and accuracy in defining roles, and jobseekers should learn to spot these red flags early. A well-written job description should outline the core responsibilities, realistic expectations, and how the role fits within the wider team—not serve as a catch-all for every unmet need in the company.

Job hunting can be one of the most stressful parts of a career journey, and we soon realized the importance of remaining calm throughout the process. Understanding that not all job postings represent genuine opportunities helped us set more realistic expectations. For example, we discovered that some positions were posted merely to fulfill HR requirements for internal promotions. This recognition allowed us to focus our energy on roles that truly aligned with our aspirations. We learned that consistency in applications is vital. Regularly submitting applications—even when we weren’t actively seeking a new position—helped us gauge our standing in the job market. We began to think of sending out CVs for higher positions than the ones we currently held as a way of “checking the pulse” of the market, providing insight into how our skills and experiences matched industry demands.

One of the most demotivating aspects of the job search process is the lack of constructive and timely feedback. While some positions are filled quickly, many applicants are left in a state of limbo—unsure of where they stand, or why they were not selected. The silence is not only disheartening; it’s deeply unprofessional. The reality is that candidates invest time, energy, and often emotional effort into preparing for applications, assessments, and interviews. When there’s no follow-up—no acknowledgment, no explanation—it sends a clear message, whether intended or not: your time doesn’t matter. Even a simple note of closure or a brief explanation can make a significant difference. Constructive feedback, delivered respectfully and promptly, allows individuals to reflect, improve, and move forward. More importantly, it preserves a sense of dignity and respect in the process. Organizations that fail to provide feedback risk more than just damaging their employer brand—they contribute to a wider culture of disengagement and distrust. In contrast, companies that communicate openly—even with unsuccessful candidates—build goodwill and reputation, and often leave the door open for future opportunities. For jobseekers, it’s important to recognize that a lack of feedback says more about the employer’s process than your value. Still, it’s reasonable to follow up, request clarity, and reflect on each experience as part of your growth—not your failure.

Finally, we learned that rejection is redirection. Every “no” we received sharpened our understanding of what we really wanted—and what value we brought to the table. Resilience meant staying open to feedback, evolving our strategy, and believing that the right fit was out there, even if it took time to find. Rejection isn’t the opposite of success—it’s a step on the way toward it.

Uncertainty and rejection take a toll. Acknowledging the mental health impact of job hunting was critical for us. Establishing routines, taking breaks, and seeking community support helped sustain our motivation. Talking about our journey with others normalized our struggles and reminded us we weren’t alone. Remember, your worth isn’t defined by your job status—practice self-compassion through the ups and downs. Silence doesn’t help anyone grow. Feedback—no matter how small—is a form of respect.

Social dynamics also play a significant role in shaping career trajectories. Networking became our secret weapon. It’s amazing how the modern equivalent of the newspaper job listing— our professional networks—can uncover hidden opportunities. We found that by maintaining a calm demeanor, being consistent in our applications, and leveraging our network effectively, we could navigate the job-hunting process with greater confidence and a sense of purpose.

LinkedIn remains one of the most powerful platforms for jobseekers, professionals, and industry leaders to connect, share ideas, and access decision-makers. At its best, it enables genuine networking, visibility to opportunities, and the ability to build meaningful professional relationships across industries and geographies. However, as the platform has grown in popularity, so has the noise. What was once a focused space for career development, thought leadership, and business dialogue is now increasingly cluttered with content that feels more at home on personal social media platforms. Photos from vacations, unrelated life updates, or viral content often flood the feed—distracting from real conversations that matter. This shift has made it more difficult for users to filter signal from noise and reach the people who genuinely matter in their professional journey. It’s also created a layer of disillusionment, where “likes” and connections don’t always translate to real opportunities or meaningful engagement. The challenge for today’s professionals is to stay intentional—to curate their feed, protect their time, and focus on building real connections with individuals who share aligned goals and values. LinkedIn can still be a powerful tool—if used with purpose. It’s not about collecting contacts; it’s about cultivating relationships.

Preparation became key to acing interviews. We realized that researching the company, its culture, and recent developments allowed us to tailor our responses and ask insightful questions. Practicing common interview questions alleviated our anxiety and boosted our confidence.

Interviews are meant to assess fit—skills, experience, mindset, and cultural alignment. But too often, the process is undermined by a disconnect between the interviewer and the role being filled. One of the most common examples? An HR officer using generic, templated questions to interview a candidate for a highly specialized or managerial role. When someone who lacks industry knowledge or operational context leads the interview, it creates a frustrating experience for both sides. The questions fail to probe deeply into the candidate’s real capabilities, challenges, or decision-making approach. In some cases, it even feels like the interviewer is just checking boxes rather than genuinely exploring whether the person is right for the role—or if the role is right for them. This misalignment becomes even more problematic when the position in question involves leading large teams, managing complex operations, or delivering measurable business outcomes. These responsibilities require more than surface-level questions—they demand a conversation between equals, rooted in understanding of the work itself. It’s important for organizations to bridge this gap by ensuring the right people are part of the interview process—especially for critical roles. HR plays an essential role in structuring and managing recruitment, but they should be supported by subject-matter experts or future team leaders during interviews. Otherwise, the process risks overlooking strong candidates—or, worse, hiring the wrong ones.

In today’s competitive job market, many organizations incorporate various types of assessments as part of their hiring process. These can range from technical skills tests and situational judgment exercises to personality or cognitive ability assessments. While these evaluations may initially seem intimidating, we came to understand that they’re not barriers— they’re opportunities. By familiarizing ourselves with the different types of assessments we might encounter, we could prepare more effectively and approach them with confidence. Instead of viewing them as obstacles, we reframed them as valuable chances to highlight our strengths, problem-solving abilities, and alignment with a company’s culture.

It’s important to recognize that the assessment phase is more than just a preliminary step—it’s often the beginning of the interview process itself. Being well-prepared for an assessment signals that you’re serious about the opportunity. The more you know about the role, the company, and its expectations, the better your chances of standing out. And remember: don’t hesitate to ask questions. Interviews and assessments are a two-way street. As much as the company is evaluating you, you’re also evaluating whether the company aligns with your values, goals, and working style. Both sides need to be happy with the fit for a partnership to succeed.

Assessments are meant to uncover a candidate’s suitability for a role—but not all assessments are created equal. In many cases, companies rely on outdated or irrelevant testing tools that measure things unrelated to the job being offered. A hospitality manager might be asked to complete a logic puzzle better suited to a software engineer. A salesperson may face a generic multiple-choice quiz that reveals little about their ability to influence or connect with clients. This misalignment not only wastes time—it undermines the credibility of the hiring process. The real issue lies in misunderstanding what makes someone successful in a role. There’s a growing need to rebalance the attitude vs. skill paradigm. While technical skills can often be taught or refined on the job, attitude, work ethic, adaptability, and the ability to collaborate are harder to instill. Yet many assessment models place disproportionate weight on surface-level competencies while overlooking mindset and cultural fit. Organizations should be asking: are we measuring what matters? And, more importantly, are we using these assessments to support smart hiring, or just to create another checkbox in the process? When assessments are relevant, role-specific, and thoughtfully designed, they can be incredibly valuable. But when misused, they don’t just mislead—they turn away top talent.

Artificial intelligence is changing how resumes are screened, interviews are conducted, and even how job descriptions are written. We realized we needed to tailor our CVs using keywords, optimize for applicant tracking system (ATS) compatibility, and sometimes even prepare for AI-led video interviews. While this made the process more efficient, it also felt more impersonal, reminding us to make human connections wherever possible. Technology may screen your resume, but people still make the final decision.

The recruitment process involves several stages, from sourcing candidates to selecting the right fit for the organization. Companies often leverage technology, such as ATS, to streamline this process. We came to appreciate the importance of creating a positive candidate experience, with timely communication and feedback throughout the process. A strong employer brand can attract high- quality candidates, and we became increasingly aware of how companies presented themselves to potential hires.

A robust onboarding process is essential for integrating new hires into the organization. We saw firsthand how effective onboarding programs, which typically span several weeks and include orientation sessions, training, and introductions to key team members, can make all the difference. The goal is to equip new employees with the knowledge and tools they need to succeed, and we found that a structured onboarding experience led to higher satisfaction and retention rates.

In many modern hiring processes, your first “interviewer” isn’t a person—it’s a machine. ATS are designed to scan resumes and filter candidates based on keywords, formatting, and algorithmic logic. But while these tools aim to streamline hiring, they often create a new problem: overlooking qualified candidates simply because their resumes don’t follow the “correct” structure. It’s not about your experience anymore—it’s about how well your resume matches the machine’s expectations. A highly capable professional might be screened out just because they used a different job title, or didn’t include the exact phrasing programmed into the system. Human potential is reduced to keyword alignment.

The challenge is compounded when recruitment is outsourced to third-party agencies. These agencies, while useful for scaling hiring efforts, may have agendas misaligned with the company’s long-term goals. Their priority can sometimes lean toward quickly filling roles—rather than truly finding the right fit. This leads to rushed placements, overlooked cultural mismatches, and high turnover down the line. The result? Talented candidates are ignored, hiring managers are frustrated, and organizations miss the opportunity to hire for real value. Technology and outsourcing should enhance hiring—not hinder it. But that only happens when systems are designed with empathy, accuracy, and alignment at the core.

Induction is a critical step in the onboarding process, introducing new hires to the company’s culture, values, and policies. This phase should provide an overview of expectations, company history, and available resources. Creating an engaging induction experience helps new employees feel welcome and valued. We appreciated when companies included interactive elements, such as team-building activities, to foster connections among new hires and their colleagues.

Once onboarding was complete, it became essential to set clear expectations and objectives. We learned that working with managers to establish short-term goals that align with long-term career aspirations is vital for success. Regular check-ins helped us stay on track and feel supported in our new roles, fostering an environment of open communication.

Starting a new job should be a moment of clarity and confidence—not chaos. Unfortunately, in many organizations, onboarding is either irrelevant, rushed, or nonexistent. New joiners are too often thrown into the deep end without the tools, context, or support they need to succeed. Hence—confusion, frustration, and lost momentum. Proper onboarding isn’t just a checklist—it’s a strategic investment. Without a clear onboarding plan, new hires are left guessing. They’re expected to perform in systems they haven’t been trained on, take over responsibilities without a handover, and navigate internal dynamics without guidance. It’s not just unfair—it’s inefficient.

Effective onboarding should be timely, structured, and role-specific. It should provide: a clear understanding of expectations and goals; access to tools and platforms required to do the job; introduction to key team members and stakeholders; a phased approach to responsibilities; feedback loops to track progress and address concerns. When onboarding is done right, it accelerates performance, builds engagement, and reduces turnover. When it’s done poorly—or not at all—it creates avoidable failure.

Continuous learning is crucial for personal and professional growth. Organizations that invest in learning and development programs tailored to employees’ needs and career goals see significant benefits. We participated in workshops, online courses, and mentorship programs, and had access to industry conferences, all of which helped us grow.

Creating a culture of lifelong learning did more than sharpen our skills—it boosted our engagement, deepened our loyalty, and made us feel genuinely valued. When people are supported in their growth, they respond with commitment, energy, and a desire to contribute even more. Learning shouldn’t stop after onboarding. Whether it’s through workshops, mentorship, cross-training, or formal education, ongoing development sends a clear message: you matter here. We believe in your potential.

When organizations consistently invest in their people, they don’t just create better professionals—they build trust. They retain talent. They foster leaders who grow from within and carry institutional knowledge forward. It’s a simple equation: when people are given the chance to grow, they give more in return.

The traditional nine-to-five job is no longer the only route to professional fulfillment. Digital platforms like Upwork, Fiverr, Freelancer, and others have empowered individuals to offer their skills on a project-by-project basis, opening doors to flexible, diverse, and global work opportunities. This shift raises a bigger question: how do we measure performance in a world that no longer revolves around time spent in an office? In reality, working hours are just numbers. What truly matters is getting the job done—and delivering outcomes. The freelance world has forced a mindset shift: away from “clocking in,” and toward accountability, ownership, and results.

For us, building a freelance profile wasn’t just a way to fill time—it was a deliberate career move. Freelancing gave us financial flexibility during job search gaps, exposure to new industries, and the chance to sharpen our skills through real- world challenges. Just as importantly, it taught us self-reliance: how to manage client expectations, meet deadlines, set rates, and handle unpredictable workflows and income. Treat your freelance work like a micro-business. Build a curated portfolio, request client testimonials, and continually refine your niche to stay competitive and credible.

In today’s digital-first world, your online presence often speaks long before you do. A strong, intentional personal brand can unlock opportunities, establish trust, and position you as a respected voice in your industry. You are what you represent—and once your brand is built properly, the sky is no longer the limit. In fact, there are no limits to how far you can go professionally. We learned that being intentional pays off. Optimizing our LinkedIn profiles, sharing original content, joining meaningful conversations, and even building personal websites helped us become visible—not just as jobseekers, but as contributors. When you consistently show up and provide value, your network takes notice. You are the product—present yourself with clarity, authenticity, and purpose.

Career paths today rarely follow a straight line. Many of us reach a point—whether through automation, burnout, market shifts, or personal evolution—where we need to change course. What we discovered was that transferable skills are the real currency. Communication, problem-solving, leadership, creativity—these are the abilities that travel across roles and industries. By pursuing certifications, bootcamps, mentoring, and self-directed learning, we bridged the gap between where we were and where we wanted to be. Every role brings a different set of experiences. Over time, these compound and expand our capabilities. In our case career pivots didn’t weaken us; they sharpened us. The mix of skills we gained along the way has made us better in our current roles. We’ll explore this more deeply in later chapters. It’s also okay to start over. Reinvention is not failure—it’s the spark that often leads to your most meaningful growth.

The rise of remote work, fast-tracked by the pandemic, has reshaped the global workforce. Location is no longer a limitation. Talent can now find opportunity anywhere. Companies are hiring across time zones, and professionals are tapping into roles once out of reach. But with this freedom came new responsibilities. We had to adapt—fast. Virtual interviews, digital onboarding, cross-time-zone teamwork, and asynchronous communication became the norm. Remote work isn’t just about working from home; it demands self-discipline, digital fluency, and results-focused thinking. We built routines, adopted tools like Zoom, Slack, Trello, and Notion, and learned to lead without seeing each other in person. We became more agile and autonomous. Show employers you’re proactive, organized, and comfortable in a virtual environment—it sets you apart.

Do we use key performance indicators (KPIs) just to tick a box—or do we genuinely want people to progress in their careers? This was a question we had to confront. If someone consistently achieves their KPIs, shouldn’t that translate into tangible growth—be it a promotion, more responsibility, or recognition? And if not, what’s the point?

KPIs are meant to be the backbone of organizational progress. They exist to ensure that individual performance aligns with broader business objectives. But what we learned is that KPIs only matter when they are meaningful—when they help guide development, unlock potential, and create momentum for advancement. Understanding our KPIs wasn’t just about hitting targets. It was about understanding why they mattered—how they connected to the company’s mission, and what success would look like if we went beyond the numbers. Regular conversations with our managers about performance gave us clarity. They helped us stay aligned, spot growth opportunities, and stay prepared for the next level of our careers.

But we couldn’t ignore a deeper problem: the disconnect between actual performance and reward—a byproduct of systems that limit high-performance ratings to fixed quotas. Far too often, only a small percentage of employees were allowed to receive top ratings, regardless of how many had actually delivered outstanding work. This quota-based system turned performance reviews into a numbers game, not a merit-based process. It wasn’t just demotivating—it was demoralizing. Some of the most committed, highest-performing people were rated “average” not because they failed, but because of internal calibration pressures. It created confusion, distrust, and frustration.

This manipulation eroded the very purpose of performance management. Bonus eligibility, promotion paths, and even day-to-day engagement suffered. People stopped striving—not because they lacked ambition, but because they didn’t believe the system would reward their efforts fairly.

And yet, we also saw what performance management could be when done right. A great appraisal process includes self-reflection, peer input, and manager feedback that’s honest, constructive, and specific. When goals are clearly set, revisited regularly, and tied to real outcomes—not just checklists—people stay motivated. They feel a sense of ownership and purpose. This kind of system inspires progress, not pressure.

We learned that performance management isn’t something that happens once a year. It’s an ongoing process. A continuous conversation. A tool to help people grow—not just be judged. Regular check-ins and open dialogue create a feedback loop that builds trust and reinforces accountability on both sides.

Ultimately, the real measure of success is not just KPIs completion—it’s engagement. When employees feel valued, heard, and supported in their ambitions, they give more. They stay longer. They become internal advocates and future leaders. And when companies reward real impact—not optics—they build cultures of innovation, trust, and loyalty. Performance should be measured by outcomes and growth, not by forced quotas. If we use KPIs to unlock people’s potential—not box them in—we create a workplace where success is shared, and progress is possible.