F10 Hospitality

Culture Lives in Behaviors

Company values only become meaningful when people can see what they look like in practice. In hospitality, that means moving beyond words on a wall and translating values into the behaviors we expect from leaders and team members every day.

For example, if we value hospitality, we need to define what that means in the way we greet guests, support one another during a busy service, communicate under pressure and handle mistakes. If we value teamwork, leaders need to model collaboration rather than simply asking their teams to work together.

I believe development happens when expectations are clear, behaviors are consistently reinforced and people receive regular feedback. Culture is built in those small, everyday interactions, not just during formal training sessions or annual reviews.

Feedback Builds Better Judgment 

Coaching is one of the most important tools we have for developing hospitality leaders. Hospitality is a fast-paced business and some of the best development opportunities happen in real time.

Good coaching isn’t about having all the answers or simply telling someone what they did wrong. It’s about asking questions, creating awareness and helping someone understand why a particular approach worked or didn’t work. The goal is to build someone’s ability to make good decisions independently.

"Culture is built in those small, everyday interactions, not just during formal training sessions or annual reviews."

I also think leaders need to get comfortable giving both positive and constructive feedback. People need to know what they’re doing well, but they also need honest conversations about where they can improve. When feedback becomes a normal part of the relationship rather than something that only happens when there’s a problem, people are much more receptive to it.

Better Leaders Improve Business Performance

Employee development and business performance are directly connected. In hospitality, our product is ultimately delivered by people. When we invest in those people, we improve the guest experience, operational consistency, retention and ultimately the health of the business.

The key is making development practical and connected to business needs. If we’re developing a manager’s leadership skills, for example, we should be able to see that development reflected in better communication, stronger team engagement, improved execution and a more consistent operation.

I also believe development creates leverage. A strong leader doesn’t just perform well individually; they make the people around them better. When you build leaders who can develop their own teams, you create a culture that continues to grow without relying on one person to drive everything.

Consistency Needs Local Adaptation

One of the biggest lessons I’ve learned is that culture can’t be completely standardized. Every team and concept has its own personality, pace, clientele and operational challenges. Trying to force the exact same approach everywhere can actually work against you.

What can be consistent are the fundamentals: how we treat people, how we communicate and the standards we hold ourselves to and how we respond when things don’t go according to plan.

The best cultures I’ve been part of have had a strong sense of identity while still maintaining those shared expectations. Leaders have to understand the people in front of them and adapt their approach without losing sight of the organization’s core values.

Earn Trust before Titles

My advice would be to focus less on getting the title and more on becoming the person people trust to make things better.

Seek out opportunities to mentor someone, lead a project, solve a problem, or take responsibility for something that isn’t necessarily in your job description. Pay attention to how people respond to your leadership and be willing to learn from that feedback.

I would also encourage people to stay curious. The best leaders I’ve encountered are students of their craft. They continue asking questions, learning from others and looking for better ways to develop their teams.

Ultimately, leadership and talent development are about people. If you genuinely care about helping others become more capable, confident and successful, you’re already building the foundation for becoming a strong leader yourself.