Our Proudest Time

I’ve never loved and admired hospitality more then what I have over these past few months.

Like most industries, we in hospitality have been hammered throughout the pandemic.  Colleagues of immense quality and character have lost their jobs through no fault of their own, and nobody could begrudge individuals for permanently walking away from their hospitality careers and choosing a less vulnerable sector.  But through all the chaos, setbacks, and uncertainty, what I’ve seen, and what I have been fortunate enough to be part of, has done nothing but strengthen my pride in the hospitality family.

I am proud of the style in which we emerge from some of the toughest weeks of our careers.  Weeks that are so searingly exhausting and bereft of good news that at times you can almost feel the breaking point breathing down our necks.  But somehow, a new day begins and we front back up to work with our personalities and senses of humour intact, and still with the desire to soldier forward.

I am proud to see colleagues pushing aside inner-doubts and vulnerability about COVID-19 to look after guests and each other.  I see the constant strain in their eyes, and the mental and emotional exhaustion, but I see the same people burying these inner-battles for the good of the team.  I know the rational that it is not healthy to keep those inner-battles hidden, but there are times when we need to do just that, and to see colleagues doing this for the benefit of others is genuinely inspiring.

I am proud to see colleagues taking team work to another level by jumping in without hesitation to assist in areas that often they have very little knowledge or skills in.  The performance and end product may not be as good as what we know it could be, but their willingness to contribute invariably carries the day. 

Even MacGyver would be impressed with the resourcefulness of hospitality

I am proud to see colleagues continuously get the job done by using the absolute bare minimum of resources.  Hell we have become so effective at doing this that even MacGyver, the king of making something out of nothing, would give us a nod of approval.

I am proud to see these reduced resources leading us to go beyond our traditional creative boundaries, and finding the buzz in realizing that we can do things that previously may not have been considered.

I am proud of the remarkable lack of complaining.  A colleague spoke recently about how he had his ‘ass handed to him three times in one day’ such was the intensity of the breakfast, lunch, and dinner shift.  There was no moping about. No blaming anybody.  Instead, just an attitude of ‘these are the cards that we have got right now, so let’s just get better, and get on with it.’ 

I am proud of how resilient we are.  For all the pushing of our limits, we as an industry have shown an inner strength that means we are still not even close to breaking.

I am even proud to see the occasional outburst and venting session.  It tells me that despite the pressure, despite the relentless intensity, we still have the expectation that we will perform with excellence, and that we will succeed.

I have no clue what 2021 will bring us.  But what I do know is that for all the brutal hits that the pandemic has smacked us with, as an industry, hospitality has never shone brighter.


The Seven Deadly Sins…of Promoting Employees

How many times have you looked at a manager within your own organization and wondered ‘how the hell did they did they get into that position?’

Notwithstanding that ownership for performance lies primarily with the individual themselves, the answer to this question can frequently be found in the original decision made to promote the employee.   It is during this decision-making process that human resources and senior managers making the final selection are susceptible to the seven deadly sins – not the traditional sins mind you, but a special set of sins, reserved purely for promotions.

Referring to an error in judgement when promoting an employee as a ‘sin’ may sound deadly-sinslike an extreme proposition.  However, the person that is today selected to be promoted may stay in a leadership position for years, even decades; they may be transferred around the world; be moved into increasingly more senior positions; and effect not only the direction of the business, but also the careers of hundreds of employees. Consequently, the importance of that single promotion choice requires decision makers to be a combination of objective and visionary – and free of the following sins.


Performance; individual character; and suitability for the available position.

When a manager chooses to promote an employee despite of significant deficiencies in any, or all of these three categories, they risk neglecting their responsibilities, their team, and their organization.

As an example, I have an ex-colleague who whilst a good person, his performance as a junior manager would be a 4 out of 10, maybe a 5.  This rating is due to the constant personal drama that he brings to the workplace; an inability to develop team members; and a low level of displayed dedication and enjoyment in his actual work.

He is also about to be promoted to a manager position.

With such a negligent decision, nobody wins.  Not the staff, who will have to follow the directions of a lowly skilled manager; not the organization who have given greater responsibilities to the wrong person; and not the soon-to-be promoted individual who will likely lose a key motivation to make required professional improvements.  After all, if they are rewarded with career advancement despite of average performances and minimal managerial suitability, where will their intrinsic motivation to become a better manager come from?


A managers’ biases are one of the most common causes of employees being promoted into positions that they are ill-equipped for.  Consciously or subconsciously, many managers will have their decisions influenced by biases including their personal views towards an employee; skin colour; gender; religion; caste; and nationality.

These biases become particularly evident in locations such as Dubai, where the high percentage of expatriates leads to there being a greater range of demographic differences.  In such locations there is a greater temptation for some managers to form, and protect their cliques.  Often referred to as ‘mafias,’ these cliques can be Egyptian, Australian, Indian, Caucasian – almost anything.  But whatever the demographic, for those outside of these cliques it can make the chances of being promoted dispiritingly low – particularly beyond supervisory/junior management positions.

Now just because a promoted individual has demographic similarities to the decision makers, it does not automatically make them the wrong choice.  I would much prefer the employee best suited for the position be promoted, rather than chasing demographic balance for the sake of having balance.  Nevertheless, managers and entire management teams do need to be conscious of the demographic mix within their leadership groups; be aware of their own individual and collective biases; and to guard closely against having these biases negatively influence the decisions that they take.


Joining the list of promotional sins is when managers have either doubts or support for an employee being considered for promotion, but choose to say nothing.

UnknownThis silence can be caused by many factors, including apathy and intimidation.  But regardless of the reason, to sit back and say nothing when promotions are being discussed is a managerial failure.   By keeping silent whilst an individual is promoted to a position that they are ill-equipped to succeed in, a manager is essentially complicit in a decision that places employees and the business at heightened risk of future negative consequences.

Of course, just providing an opinion does not guarantee that a better decision will be taken, and can also lead to some uncomfortable discussions between managers.  But progressive management groups do not shy away from such discomforts, knowing that open discussions are necessary to create an environment of transparency and accountability for the decisions that are taken.


That’s right, selfless, and not selfish.  This sin is committed when managers fail to consider how the decision will impact their own workload.   They will think about both the business and the team, but do not consider if the candidate is actually going to be of suitable support for themselves.

Before promoting someone within their own team, a manager can avoid this sin by considering each candidate with questions such as:

  • Do they have the capacity to take some of my existing workload off my shoulders?’
  • Will their performance allow me to focus on bigger responsibilities?
  • Will they be independent enough to notrequire excessive attention? Or will I need to constantly manage the way that they manage themselves, the employees, and the business?

By not asking and answering such questions, a manager can unwittingly sacrifice themselves by promoting someone who rather than adding to their support structure, instead adds to their workload.  The promoted employee gains the new job title and increased entitlements, and the manager is left with increased headaches – with no extra benefits.

Longevity Lover

Seeing an employee receive a promotion after many years of service can be a terrific outcome – loyalty of course is usually a positive trait.  But longevity on its own is a sinful reason to promote an employee because if the individual is not suitable for the role, not only do they now have greater responsibility and influence, but their very longevity can result in the organization being stuck with an underperforming manager for years…and years.

This is not to disparage length of service, however having experience does not automatically translate into high levels of performance.  Indeed, on occasions this gained experience is actually the result of an employee wallowing in their own comfort zone for an extended period of time.  When an employee is promoted despite being in such a zone, instead of getting a motivated leader capable of driving their Department forward, businesses may well be stuck with a complacent manager whose best performances were delivered long ago.

The hidden impact of promoting employees based on longevity, is that it can put the thought into employee’s heads that rather than performance and suitability, the key to moving up is just to hang around long enough.  When this mentality develops, an organization can be faced with an increasing number of employees who stay in their position not because they are loyal and high-performing individuals, but because they believe they will eventually be rewarded with promotion.

Tunnel Vision

This sin refers to when managers underestimate, or entirely overlook the potential for the quieter members of their team to gain career progression.

In every business there are a number of employees who are skilled at gaining constant attention from human resources and senior managers.  Sometimes it is because they have a natural charm about them; sometimes it is because they are outstanding performers; and sometimes it is because, well, they bring the boss a coffee each day, and the boss kind of likes that.

But regardless of the reasons for their higher profile, they are not the only employees in the team who should be considered for promotion.  Yes, these employees are likely to express their career ambitions more readily (sometimes a little too readily), but often the best choice is the less obvious employee – the one who makes no fuss, asks for no attention, and just gets on with getting the job done.

So be the manager that has 360 vision of their team, and notice the capabilities of all your employees – the obvious ones, and the quieter, perhaps more humble individuals.


This final sin is where the stated values of a business are contradicted by the promotion of an individual whose behaviours repeatedly go against these same principles.  An example of this would be if honesty is a value of an organization, and an employee proceeds to receive a promotion despite consistently acting in a way that goes against the said value.

For human resources and senior managers, the process of deciding who to promote should include a component of holding each candidate up to the mirror of their company’s values.  If the individual does not reflect these values in their current role, but is nonetheless moved into a more senior position, then the decision makers have essentially undermined the desired pillars of their business.

Additionally, as with some of the previous sins, the act of contradiction sets a dangerously low bar for other employees to follow.  If people can progress within an organization despite working against the values, why would other employees not follow their example?

By avoiding the seven deadly sins when deciding which employees they promote to managerial positions, leaders can position themselves to significantly benefit their company.  But commit any one of them, and they risk burdening their organization with a manager whose responsibilities and influence far outweigh their capabilities.  If this unsuitable manager proceeds to stay with the organization for a long period of time, or worse, continue to rise up the company ladder, it can be enough to send the original decision maker to purgatory…

Arise. Saints of the Hotel Night


Picture it.  It’s 3am in any city or decent-sized town in the world.  The majority of the population is sleeping, or depending on the location, enjoying a social life in their own way.

At the same time there will also be a group of individuals at work, who in general, will be serving the community.  These are the taxi drivers, the nurses, the doctors, the police and firemen and women, the street cleaners, and more of course.  And within hotels, there are people at work as well.  The Front Office Agent, the Room Service Attendant; a lone Chef; the Security Officer; a Duty Manager, an Engineer, and perhaps a Bell Attendant.  This can be a motley crew of individuals who often have little in common other than the dark hours that they share.

An interesting part of hotel life is that this small number of staff will be responsible for a far higher ratio of guests-to-employees than any other shift.  For during the day and early evening when most managers are present along with the majority of line staff, most guests will be out of the hotel either at work, taking in the sites of the location, or moving on to their next destination.  Whereas when the comparatively smaller overnight team is on duty, generally every guest will be in the hotel, enjoying the comfort, or struggling with the discomfort of their hotel bed.

The reasons for overnight employees taking on such responsibility and working these hours are as varied as they are.  Some do it as it can be viewed as necessary to advance a career in particularly Front Office; some do it as they enjoy the solitude of the night; and some do it because, well, because their managers instruct them to do it.  Many will resent the overnight shift and the personal struggles that will come with it, but there is also a small number who genuinely adore such hours of work, and will happily work the shift for years, and sometimes decades.  If you ever have such an individual in your team, do whatever it takes to keep hold of them – for they are priceless in reducing the need for ‘normal’ staff to work the overnights, and should they resign, it can be close to impossible finding a like-minded replacement.

If an overnight employee is fortunate, they will have a good team of colleagues working with them.  Team members that have a similar sense of humour, and an equal desire to get the job done effectively and efficiently.  But if luck is not on their side, then being paired up with colleagues who are quick to irritate them can be a version of hospitality torture.  Sharing duties with frustrating colleagues is tiresome at any time, but when it happens at 3 o’clock in the morning it just seems like some sort of sick joke that will make a person question what they have done to deserve such an outcome.

The habits of the night crew are humourous to be part of, or even to observe.  Walk into the back offices on the overnight shift and you will invariably find a dieticians’ nightmare – a hardcore supply of candies, chocolate, energy drinks, and coffee – basically anything to keep the eyelids open.   The consequence of such a diet is that individuals will have peaks of buzzing physical and mental energy, followed by troughs of such desperate tiredness that serious thought and internal debate will be given to getting a few minutes sleep on any possible surface – a desk, a massage table, an event room floor, even a guest room.

This tiredness can at times cross over into pure deliriousness that will produce both hilarious conversations and moments of stupidity.  One colleague revealed to me that he once stood in front of an elevator for more than a minute becoming openly furious that the doors would not open.  Physically pounding at the elevator, his brain eventually awoke to the realization that he had not actually pressed the button to open the doors.  Yes, the night hours can turn even the most professional of hotel workers into raving fools.

Outside of these humourous moments, there are the darker consequences of performing thimagee overnight shift.  If an individual is a negatively-emotional type; going through a break-up; or enduring other life difficulties; then working the midnight hours provide far too much time to think – and over-thinking at 3am rarely results in rays of positive vibes going through the brain.

Additional to this emotional stress (and most likely contributing to it) is that the body of the overnight worker is often in a state of confusion.  Sleeping patterns will be completely thrown about, and basic eating habits do not apply when working such hours.  If you wake at 20:00 to prepare for your night shift, should you have cereal before commencing your work?  Is that breakfast? Is that dinner? Who knows, just put something in my stomach!  And lunch?  That meal period is a mythical concept for a hotel’s night team.

Through food, hotels can demonstrate the sense of value they have towards their overnight team.  Some will provide leftovers from daytime meals – thank you for working such difficult hours, please enjoy food that was served to your colleagues more than half-a-day earlier.  These companies might as well put a leash on their employees and have them drink water out of a bowl.  But there are others who recognize the importance of providing their team with some form of edible incentive, and will have the Room Service Chef prepare meals from the guest menu.  Now we are talking!

As the night shift comes to an end, things can become desperate.  If the morning shift scheduled to take over has a briefing that goes for an excessive amount of time then although the night person will remain at their post, they will seethe at the injustice of their life.  Whilst if their morning replacement ever sleeps in and is late for their shift, then there will be little point trying to pacify the night person because the news that they will need to stay back longer will invariably transform them into a combustible ball of rage.

Attempts to have a ‘normal’ life away from nights means having a perpetual cycle of tiredness.  On a day off your body is still in night mode, but to stay in this realm means sitting at home until 07:00 going slightly crazy over late-night television and social media.  So instead, the night worker will stay up for as long as possible during their day off – venturing out to a café, a cinema, a beach – anywhere that will help them feel like they are part of society, even if it means sitting there in a state of complete exhaustion.

Because of their hours of work, our saints of the night can be easily forgotten.  By the time most of the HR team and managers arrive for work, the night crew has either gone, or are close to being out the door.  So for management, it is up to you to actively, and sincerely recognize your night team.  Let them know on a regular basis how appreciated they are; how valuable their role is; and choose recognition events at times that are engaging for the overnight team – not for HR or management.  For example, hosting a ‘thank you’ morning tea for overnight employees at 10:00 is punishment rather than intended recognition.

Recognise your overnight team not because you have to, but because it is the right thing to do.  Because at 3 o’clock in the morning when you are fast asleep, there is a small unit of your employees who are sacrificing part of themselves to oversee the safety, comfort, and satisfaction of every single guest you have.