In this episode, I would like to address an issue that can make or break a team: how we treat people under pressure.
Large hotels often run their operations with military precision, demanding discipline and a high standard of service. Employees and managers understand these expectations and are prepared to work hard. But hard work and mistreatment are two very different things.
General Managers and Department Heads have a particular responsibility when things are not going well. Throughout my career, I have witnessed people being mistreated at every level. Believe me, it is not about rank. It is about how people handle pressure.
I have seen colleagues insulted during meetings and frontline employees reprimanded disrespectfully in full view of other staff. I have also seen the consequences: declining performance, absenteeism, resignations and people mentally checking out because they feel that nothing they do or say will make a difference. Some leave the hotel industry for good.
So, how do we turn this around?
First, management by example. If you lose your temper and insult people, you cannot expect your supervisors to behave differently. Your team notices how you react to mistakes and whether you apply the same standards to yourself as you do to everyone else.
Good manners and courtesy are not signs of weakness. You can be firm, give clear instructions and hold people accountable without humiliating them. A respectful correction gives someone a chance to improve. A public insult gives them a reason to stop caring. In my experience, courtesy wins far more cooperation than shouting ever will.
When something goes wrong, deal with the immediate operational problem first. Then discuss the mistake calmly and, wherever possible, privately. Was the instruction clear? Was the employee trained? Did they have enough time and the right equipment? Sometimes what looks like a personnel problem is actually an organisation problem.
HR has an important role, too. Training should not focus only on how employees treat guests. Managers and supervisors also need practical training in constructive feedback, conflict management and handling pressure without personal attacks. Real hotel situations and role-playing exercises can make this more useful than another presentation forgotten by the next shift.
Employees need a trusted way to raise concerns, especially when their direct supervisor is the problem. HR and senior management must listen, follow up and apply standards consistently. A manager’s title or operational results should never excuse unacceptable behaviour.
And when a manager crosses the line, an apology matters. Pressure may explain a reaction, but it does not excuse it. Taking responsibility is part of leadership, not a loss of authority.
We work in hospitality. The courtesy we expect our people to show guests should also be the courtesy they receive from us. We cannot remove every pressure from the job, but we can make sure that respect remains.
Free to browse — Explore the full training library →
© HMTS — Stavros Papageorgiou. All rights reserved. Content may not be reproduced, distributed, or used for training purposes without written permission.
0 comments