Published: May 15, 2025
Category: Leadership & Operations
Hospitality leadership is changing, ask any operator and they’ll tell you:
Margins are tighter.
Talent is harder to find - and keep.
Customer expectations are higher than ever.
And digital tools are changing how we work, how we lead, and how we serve.
But here’s the thing:
The venues that thrive aren’t the ones with the trendiest menus or the sleekest tech. They’re the ones that adapt.
Quickly. Thoughtfully. Consistently.
What’s Really Changing in Hospitality?
We’re not just managing shifts and spreadsheets anymore - we’re managing complexity.
Here’s what’s shifting:
1. Digital Expectations Are Rising
Customers now expect QR ordering, real-time updates, and frictionless payment - while still wanting genuine, personal service.
2. Team Culture = Competitive Advantage
In an industry where turnover is high and burnout is real, how you lead is now just as important as what you serve.
3. Sustainability Isn’t Optional
From local sourcing to energy consumption, guests and team members are both watching - and choosing - based on values.
📉 Changing Guest Habits in the UK
Recent shifts in consumer behavior are reshaping the UK’s night-time economy. Younger demographics are opting for earlier outings and shorter nights, impacting traditional hospitality venues. This trend is explored in a recent article by The Guardian:
Understanding these changes is crucial for adapting and staying ahead in the evolving hospitality landscape.
A Systems-First Approach to Hospitality Leadership
Over the years, I’ve come to rely on three pillars that help me lead through the noise:
1. Clarity
Whether I’m launching a new menu, leading a refurb, or onboarding new team members - clarity is the foundation.
- Clear expectations for the shift
- Clear goals for the team
- Clear systems for how things run
Most importantly, clear communication in stressful moments.
It doesn’t need to be perfect - just consistent and honest.
Tool tip: I use a 10-minute daily “ops huddle” to align the team, set priorities, and hear what’s working.
2. Systems
You can’t build high performance on personality alone.
Even the best leaders need systems to reduce stress, cut errors, and empower others to lead.
Some of the systems I review quarterly include:
- Labour-to-sales ratio tracking
- Weekly stock ordering protocols
- Enquiry-to-booking follow-up workflows
- Post-shift debriefs for major events
Systems don’t replace people - they support them.
The goal is never to micromanage - it’s to free up space for creativity, service, and care.
For insights on how digital tools are reshaping the industry, read our take on digital transformation in hospitality
3. Empathy
You can’t lead well if you don’t listen.
And you can’t build trust if you don’t check in.
I ask every new team member:
- “What helps you feel confident during service?”
- “What’s the best team you’ve worked in - and why?”
Their answers shape how I lead.
You don’t need to overcomplicate it.
A 1:1. A check-in. A thank you. It’s the simple stuff - repeated - that makes people feel safe and seen.
Tip: I block out one hour a week to walk the floor and not talk about performance. Just presence.
What This Looks Like in Practice
Here’s how this framework has played out across different venues:
- At The Crown Twickenham, we reduced staff turnover by 25% in six months by launching team mentorship and quarterly reviews.
- Previously during a £1.6M refurb project, we hit deadlines because every department knew the timeline, goals, and why it mattered.
- At The Duke’s Head Putney, we introduced a customer feedback loop via QR scan cards - and built an 8-week rolling improvement cycle based on guest insight.
These weren’t big, flashy moves.
They were clear. Thoughtful. Repeatable.
And they worked.
Our 3-part leadership model thrives when backed by people-first culture — read How to Build a People-First Team Culture for actionable steps.
Why I’m Launching This Blog
There’s a lot of content about hospitality from people looking in.
This blog is from the inside out.
It’s for:
- General Managers growing teams and improving systems
- Operators balancing tradition and innovation
- Hospitality professionals ready to lead beyond the floor
Each post will share real-world ideas, operational tools, leadership stories, and lessons I’ve learned through doing - not just reading.
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