The Apollo Group

The Hospitality Foundation of People Leadership

Starting my career in hospitality operations and later working closely with the cruise industry gave me a very practical view of people management. Hospitality is a people business, and success depends on the quality of human interactions. Those experiences taught me that behind every policy, process or business objective are individuals who want to be respected, supported and recognized. Today, after 19 years in HR, I still lead with that mindset. I believe strong leadership comes from being visible, approachable and genuinely listening to employees. People perform at their best when they feel valued and connected to their leaders.

Building Trust across Cultures and Borders

Consistency, communication and trust are essential. Employees should have the same standards, access to information and support regardless of where they are located. At the same time, it is important to respect cultural differences and local realities. I have found that regular communication, clear expectations and accessible leadership help create a sense of belonging across regions.

“Leadership is ultimately about people. Because people follow people.”

Most importantly, people need to feel safe in order to perform at their best. Throughout my career, I have worked hard to build strong teams because my teammates always knew I was their safety net. My current team of 104 professionals supporting global crew operations at Apollo Group knows they can come to me with challenges, ask questions, make mistakes and receive support while finding solutions.

That does not mean avoiding difficult conversations. In fact, they also know they can expect some tough love when needed. Sometimes leadership means saying, “You are capable of better than this,” much like a parent encouraging their child to reach their full potential. I believe the best leaders combine support, accountability and genuine care for their people.

Using Technology without Losing the Human Element

Technology can be extremely valuable in streamlining administrative processes, improving reporting and helping HR teams make datadriven decisions. It can also enhance communication and employee access to information. However, I believe technology should support human interaction, not replace it. In talent acquisition, for example, I am not a strong advocate of one-way recorded video interviews. Recruitment should be an exchange where both parties get to know each other. A candidate’s personality, communication style and demeanor are often just as important as their answers. Technology is most effective when it creates efficiency while still preserving the human element of the employee experience.

From Compensation to Culture

One of the biggest shifts is that newer generations are evaluating employers very differently than we did. Salary remains important, but candidates are also looking closely at company culture, work environment, flexibility, wellbeing, career development and benefits. They want to join organizations where they feel supported and where their values align with the company’s values. HR leaders must be prepared to create employee experiences that go beyond compensation and focus on engagement, development and a positive workplace culture.

Guidance for Aspiring HR Leaders

My advice would be to look beyond the technical aspects of HR and focus on understanding the business as a whole. Strong leaders understand operations, financial objectives and how people strategies support business results. They also build relationships, develop emotional intelligence and learn to influence stakeholders at all levels. Finally, never lose sight of the human side of HR. Processes and technology are important, but leadership is ultimately about people. Because people follow people. The ability to connect with employees, understand their needs and build trust will always be one of the most valuable skills an HR leader can possess.