Managing Staff Turnover in Hotels

Accountability Nearly every organization I work with at the moment is focused on some version of creating a "high-performance" culture. Alongside this goal is a push for greater speed of decision-making, efficiency, and accountability. However, a common mistake many organizations make is treating accountability as a binary attribute—individuals are either seen as accountable or not. In reality, accountability is more nuanced. Understanding accountability as a spectrum is critical for cultivating a high-performance culture. The Accountability Ladder illustrates this concept by mapping out various levels at which individuals engage with their responsibilities, ranging from unaware or indifferent to becoming proactive and inspiring others. Those familiar with the Leadership Circle Profile will note that accountability transforms as leaders pivot from an external to an internal locus of control. This move from a Reactive to Creative mindset is a critical prerequisite. Here is a summary of each step on the ladder: Unaware: At this level, individuals are not aware of the issues or their responsibilities. They lack the knowledge necessary to understand what needs to be done. Blaming Others: Individuals recognize the issue but choose to blame others rather than taking any responsibility. They see the problem as someone else's fault. Excuses: At this step, individuals acknowledge the problem but offer excuses for why they can't address or resolve it. They often cite external factors or limitations. Wait and Hope: Individuals here are aware of the problem and hope it gets resolved by itself or that someone else will take care of it. There is recognition but no action. Acknowledge Reality: This is a turning point on the ladder. Individuals acknowledge the reality of the situation and their role in it but have not yet begun to take corrective action. Own It: Individuals take ownership of the problem and accept their responsibility for dealing with it. They start to commit to resolving the issue. Find Solutions: At this step, individuals not only take ownership but also actively seek solutions. They explore various options to resolve the problem. Take Action: Individuals implement the solutions they have identified. They take concrete steps to resolve the issue. Make It Happen: Individuals not only take action but also follow through to ensure that the solutions are effective. They monitor progress and make adjustments as necessary. Inspire Others: Leaders inspire and encourage others to take accountability, creating a proactive problem-solving culture. As a team exercise, try writing the steps of the accountability ladder on a whiteboard and ask: What level of accountability do we see across the organization? What level do we exhibit as a team (to each other and our stakeholders)? And finally, where would I place myself?

A positive work culture is not: - Free fruit ❌ - Ping pong table ❌ - 2 slices of pizza every other Friday ❌ - Work hard/play hard with your team ❌ A positive work culture is: - Doctor's appointment? See you in a couple hours. Don't need to ask my permission. ✔ - Burnt out and want some days off? Sure, no problem. ✔ - Family commitments later? All good, I'll make sure the meeting is recorded and there is a way you can still contribute towards the outcome. ✔ - Woke up unwell? We got you covered, rest up. ✔ A good leader in a positive work culture will not drive you to set hours, they work to set outcomes. A good leader in a positive work culture will make sure you don't need to ask permission to be an adult. If we need to have a tough conversation, it's not because you spent your morning at the dentist once in a while or were sick for a week. The world of working has changed and for those who don't change with it, risk being left behind when it comes to hiring and retaining staff.

I asked the cook why the fridge looked like this. His response? “Because nobody cares. Why should I?” That’s the kind of answer that makes any leader want to snap back. But instead of raising my voice, I leaned in. I asked the manager first: “Who checks this?” Then I went back to the cook: “Why are we okay with this being the standard?” He shrugged again. The truth came out: this wasn’t laziness. It was culture. A culture of “Nobody checks, nobody notices, so why bother.” That’s where most leaders stop. They correct the behavior. They bark the order. They demand results. They walk alway. 👉 But here’s the problem: If people don’t care, you can’t scare them into caring. So we slowed down. We talked about what culture really means. Not the slogans on a wall or the corporate phrases in a handbook. But the real stuff. Culture is what you walk past. Culture is what you accept. Culture is what you decide matters, even when nobody is watching. I told the cook, “This isn’t about the fridge. It’s about pride. It’s about the little things that eventually show up on the big stage..on the guest’s plate.” And then I did what leaders should do. I said- “Let’s fix this together. Even if it means me doing it.” So we did. The cook helped. The manager helped. I helped. And the win wasn’t just a clean fridge. The win was that everyone walked away caring a little more than when we started. That day, we shifted the story from “nobody cares” to “we care together.” And that’s what above surface level operations means, that’s how culture changes, that’s how things improve. No short cuts, no big aha moments. One conversation, one action, one small win at a time. #Leadership #Culture #Accountability #EmotionalIntelligence #ServantLeadership

Culture is everything 🙏🏾 When leaders accept or overlook poor behaviour, they implicitly endorse those actions, potentially eroding the organisation’s values and morale. To build a thriving culture, leaders must actively shape it by refusing to tolerate behaviour that contradicts their values and expectations.
 The best leaders: 
 1. Define and Communicate Core Values: * Articulate Expectations: Clearly define and communicate the organisation’s core values and behavioural expectations. Make these values central to every aspect of the organisation’s operations and culture. * Embed Values in Policies: Integrate these values into your policies, procedures, and performance metrics to ensure they are reflected in daily operations. 
 2. Model the Behaviour You Expect: * Lead by Example: Demonstrate the behaviour you want to see in others. Your actions should reflect the organisation’s values, from how you interact with employees to how you handle challenges. 3. Address Poor Behaviour Promptly: * Act Quickly: Confront and address inappropriate behaviour as soon as it occurs. Delays in addressing issues can lead to a culture of tolerance for misconduct. * Apply Consistent Consequences: Ensure that consequences for poor behaviour are fair, consistent, and aligned with organisational values. This reinforces that there are clear boundaries and expectations.
 4. Foster a Culture of Accountability: * Encourage Self-Regulation: Promote an environment where everyone is encouraged to hold themselves and others accountable for their actions. * Provide Support: Offer resources and support for employees to understand and align with organisational values, helping them navigate challenges and uphold standards.
 5. Seek and Act on Feedback: * Encourage Open Communication: Create channels for employees to provide feedback on behaviour and organisational culture without fear of reprisal. * Respond Constructively: Act on feedback to address and rectify issues. This shows that you value employee input and are committed to maintaining a positive culture.
 6. Celebrate Positive Behaviour: * Recognise and Reward: Acknowledge and reward employees who exemplify the organisation’s values. Celebrating positive behaviour reinforces the desired culture and motivates others to follow suit. * Share Success Stories: Highlight examples of how upholding values has led to positive outcomes, reinforcing the connection between behaviour and organisational success.
 7. Invest in Leadership Development: * Provide Training: Offer training and development opportunities for leaders at all levels to enhance their skills in managing behaviour and fostering a positive culture. 8. Promote Inclusivity and Respect: * Build a Diverse Environment: Create a culture that respects and values diversity. Inclusivity strengthens the organisational fabric and fosters a more collaborative and supportive work environment.

“If everyone owns it, no one does.” Everyone loves a good plan. Everyone wants alignment. Everyone values culture. But when things break, when results fall short, when pressure inevitably grows, the question is always the same: Who owns the outcome? (The answer can't be "everyone!") The future belongs to leaders and teams who step into that question with clarity and courage. Not with blame. Not with excuses. With ownership. Ownership is not about being perfect. It is about being responsible. For the result. For the learnings. For the improvements needed to get to the outcomes even after an initial failure. Too many companies prioritize collaboration, but without the parallel focus on accountability. We blur decision rights. We soften responsibility. We mistake involvement for ownership. But the future rewards those who own the result. Individually. Collectively. Consistently. Here are three ways to build a culture that owns outcomes: 🔹 Declare an owner. If everyone is responsible, no one is. Be explicit about who drives what outcomes from start to finish, and where dependencies (and required ownership) exist to make those outcomes achievable. 🔹 Make success visible. Highlight the people who take responsibility and drive results, even when it is complicated, imperfect, or messy. 🔹 Normalize the mess and the miss. Accountability is not about punishment. It's about learning quickly, adjusting as needed, and continuing to move forward. Own the outcome, even when it falls short. The future will belong to those who not only move fast and think big, but also those who take ownership at every step. Belief. Alignment. Speed. Accountability. That is how we create the future.

Often, we rely on measurable indicators like sales targets, deadlines, and performance metrics to ensure accountability. But we can’t ignore that not everything in business is measurable. It's pretty difficult, for example, to measure if someone is being a good team player, showing initiative, or thinking creatively. So how do we ensure accountability when it’s not as simple as looking at numbers or metrics? In this instance, the focus shifts onto how we lead and the environment we create. 1️⃣ First, accountability starts with trust. When your team knows that you value their work and trust their expertise, they feel more responsible for the outcomes. This culture of trust leads to intrinsic motivation, where people take ownership of tasks, not just because they’re measured, but because they feel a deep sense of responsibility. 2️⃣ Second, clear communication is key. When expectations are clearly agreed, people know what’s expected of them. This helps avoid confusion and sets the stage for accountability, even when no specific metric can capture the outcome. 3️⃣ Third, frequent feedback is critical. Instead of waiting for performance reviews or quarterly reports, develop a coaching culture. As part of coaching, provide regular, constructive feedback on how individuals are doing, especially on tasks that may not have measurable outputs. People should know that their contributions, even those that can’t be quantified, are noticed and appreciated. 4️⃣ Fourthly, check your mindset around 'accountability conversations'. Viewing them as an opportunity to help and support a person, and even improve your relationship, is much more beneficial than thinking about them as a tough conversation. Remember, you are giving people feedback that will help them develop. Even if they don't see it that way at at first... 5️⃣ Lastly, lead by example. When leaders hold themselves accountable- owning up to mistakes, staying committed to promises- it sends a powerful message to the team. Accountability is as much about behavior as it is about results. So yes, measurable indicators are useful, but accountability CAN thrive without them when we check in with our teams- engaging, supporting, and offering feedback- rather than checking up, monitoring or controlling.

If employees dread Mondays, it’s not the weekend they’re sad to leave—it’s the job they’re stuck in.  A fulfilling workplace should energize, not exhaust, its people.  When employees look forward to Mondays, it’s a sign of a healthy, thriving culture.  Why does a positive work culture matter?  ➔ It fosters excitement for the week ahead   ➔ Employees feel valued, respected, and supported   ➔ Collaboration and creativity come naturally   ➔ It reduces burnout and increases retention   ➔ People find purpose, not just paychecks  Here’s how to create a culture employees love:  ➔ Encourage open communication and feedback   ➔ Recognize and celebrate contributions often   ➔ Build flexibility and balance into the workweek   ➔ Align roles with employees’ passions and skills   ➔ Lead with empathy and a focus on well-being  Think about it: How can we create workplaces that people are excited to be part of every Monday?  Let’s work together to make it happen.

Culture is the sum of your daily choices. Your team notices everything. Not the values poster in the hallway. Not the mission statement on your website. They notice how they feel on Sunday night. They notice what happens after someone speaks up. Every company says people matter. But culture shows up in harder moments. When your top performer is brilliant and hard to work with… Do you coach them with clear expectations and a timeline to change Or do you look the other way because they hit their numbers When someone you personally like starts missing deadlines… Do you sit down and reset standards Or do you make excuses for them That is where culture lives. Your team sees: Who gets promoted and why. Who gets feedback and who gets protected. Whether speaking up leads to action or awkward silence. You cannot fake consistency. If you want a healthy culture, here are 7 rules I have learned the hard way: 1/ Address behavior in real time. ↳ If someone interrupts, dismisses ideas, or creates tension in meetings, do not wait for the annual review. Pull them aside that week. Name what you saw. Set a clear expectation for next time. 2/ Tie promotions to values, not just results. ↳ Before promoting someone, ask peers how it feels to work with them. If trust is low, pause the promotion and build a development plan. 3/ Make accountability equal. ↳ Hold your favorites and your highest performers to the same standards as everyone else. Say it out loud in one on ones so there is no confusion. 4/ Reward the right behaviors publicly. ↳ In team meetings, call out collaboration, ownership, and thoughtful risk taking. Be specific about what they did so others know what good looks like. 5/ Protect the people who raise concerns. ↳ When someone flags an issue, thank them. Follow up on what you will do. Close the loop so they see it was worth speaking up. 6/ Own mistakes in front of your team. ↳ If you made a bad call, say it. Share what you learned and what you will do differently. You give others permission to do the same. 7/ Make development part of the job, not an afterthought. ↳ In performance conversations, ask where they want to grow. Give them a stretch assignment with support, not just more work. None of this is flashy. It is a series of small decisions. Repeated daily. The moment you choose convenience over your values, your team feels it. They do not need another culture presentation. They need leaders who are willing to make the hard call. Even when it costs time. Even when it costs revenue. What is one culture decision you have had to make that tested you? Drop it below 👇 ♻ Repost if this helped ✅ Follow Emma King for practical leadership lessons and culture tips

People don’t leave companies. More often, they leave leaders who make them afraid to fail. After more than 30 years in hospitality, one lesson has remained constant: The best hotels are never built by beautiful buildings or luxurious facilities alone. They are built by confident, engaged, and empowered people. Every General Manager, Department Head, and Supervisor has a choice every single day. We can create a culture where employees are afraid to make mistakes, where they hide problems, avoid responsibility, and only do the minimum to protect themselves or We can create a culture where our teams feel safe to ask questions, admit mistakes, share ideas, and learn without fear of humiliation. The second culture always wins. I’ve seen associates who started as room attendants become Executive Housekeepers. Bellmen become Front Office Managers. Commis chefs become Executive Chefs. Not because they never made mistakes—but because someone believed in them when they did. Leadership is not about having all the answers. It’s about asking: “How can I help you become better?” Instead of: “Who should I blame?” The strongest leaders understand that every mistake is a lesson, every challenge is an opportunity, and every team member deserves the chance to grow. In hospitality, our guests remember how we made them feel. Our employees do too. If our people feel respected, trusted, and valued, they will naturally extend that same warmth and care to every guest who walks through our doors. That’s why employee experience always comes before guest experience because inspired employees create memorable guest experiences. As leaders, our responsibility is not simply to drive occupancy, RevPAR, ADR, GOP, or profitability. Our true responsibility is to develop people who will one day become better leaders than we are. That is the legacy that truly matters. Great leaders don’t create followers. They create more leaders. So today, ask yourself: When your team makes a mistake… do they fear your reaction, or do they trust your guidance? The answer to that question defines your leadership more than any KPI ever will. Lead with humility. Coach with patience. Recognise effort. Celebrate growth. Build trust before demanding results. Because people don’t grow where they’re judged. They grow where they’re trusted, supported, and inspired to become the best version of themselves and when our people grow. Hospitality becomes more than a business, it becomes a place where lives are transformed. #Leadership #HospitalityLeadership #PeopleFirst #HotelManagement #LeadershipDevelopment #EmployeeExperience #ServiceExcellence #HospitalityIndustry #CultureMatters #Teamwork #GeneralManager #LeadWithHeart #FutureLeaders #SuccessStartsWithPeople #SimonTan Malaysian Association Of Hotels

Hospitality leaders, stop lying to yourselves. You keep saying culture matters, but when your employees walk into work, it is the same story every day. Burnout, no recognition, zero communication, high turnover, and then you blame it on a talent shortage. That is not a shortage, it is your culture pushing people out. People are leaving you because you are not giving them a reason to stay. And here is the reality you need to hear: if you do not change how you lead, you will lose your team, your reputation, and eventually your business. So how do you fix it? Not with slogans on the wall or HR-approved buzzwords, but with action. 1. Transparency every single day. Employees are not stupid. They know when you are hiding things. Share numbers, share goals, share challenges. If the hotel is struggling, tell them. If the cruise line is breaking records, celebrate it. When people feel trusted with information, they feel valued. 2. Stop with the fake recognition. A once-a-year plaque means nothing. Recognition has to be real time and personal. When a server handles a tough guest, acknowledge it in the moment. When a housekeeper goes above and beyond, make sure everyone knows. Public recognition creates pride, and pride builds culture. 3. Invest in growth. If you are not giving employees a path forward, they will find it elsewhere. Training should not be a one-off workshop. It should be consistent, measurable, and tied to promotions. People want to see a future. If you cannot show them one, they are gone. 4. Listen with intent. Most leaders do not actually listen. They nod their head, wait for their turn to speak, then dismiss ideas because they came from the front line. The best ideas in hospitality do not come from boardrooms, they come from people who face guests every single day. Create channels where employees can share ideas without fear of being ignored. 5. Lead by example. You cannot preach kindness and then blow up at staff behind closed doors. You cannot talk about teamwork while making decisions in isolation. Culture is not what you say, it is what you do. If you are late, disrespectful, or inconsistent, that spreads. If you are visible, humble, and fair, that spreads too. 6. Pay what the role deserves. Stop pretending culture can fix everything if you are not paying fairly. People will not feel valued if they cannot pay their bills. Payroll is not a cost to cut, it is an investment in retention. You lose more money rehiring and retraining than you ever save by underpaying. Here is the punchline. Culture is not soft. You can spend millions on marketing campaigns, but if your employees hate working for you, guests will feel it instantly. On the other hand, when your staff loves showing up every day, the energy is contagious. Guests notice, reviews reflect it, and revenue follows. Treat your people like they matter. Because in the end, they are the only thing standing between your brand and irrelevance.