In hospitality, leadership is crucial in determining a hotel's success or failure and a general manager's personality and behavior can either empower employees to excel or stifle their potential, leading to stagnation.

This story explores the contrasting leadership styles of two general managers, Mr. Edward Thompson and Ms. Elena Rivera.

We explore how two general managers interact with their revenue managers and how their different approaches affect their teams and the overall performance of their hotels. It's a story of tradition versus innovation, control versus empowerment, and the significant impact these attitudes have on individuals and organizations. Let the story begin.

Chapter 1: The Two Hotels

In the bustling city of Metroville, two hotels stood just blocks apart: The Imperial Hotel and Hotel Solstice. Both establishments offered luxurious accommodations and vied for the top spot in the competitive market. However, their leadership styles and approaches to revenue management set them on very different paths.

Chapter 2: The Imperial Hotel's Struggle

General Manager - Mr. Edward Thompson
At The Imperial Hotel, General Manager Mr. Edward Thompson ruled with an iron fist. A staunch traditionalist in his late fifties, he believed his decades of experience meant he knew best in all matters. He was authoritarian, dismissive of others' ideas, and rarely trusted his staff to make decisions without his approval.

Authoritarian Leadership

• Micromanagement: Insisted on overseeing even minor decisions.
• Know-It-All Attitude: Dismissed suggestions from staff, believing he had all the answers.
• Lack of Trust: Rarely delegated responsibilities, leading to bottlenecks.
• Poor Treatment of Staff: Often criticized employees publicly, creating a culture of fear.

Revenue Manager - Sarah Collins
Sarah, a talented and dedicated revenue manager, struggled under Mr. Thompson's leadership. Despite her expertise and passion for data-driven strategies, she was reduced to a mere task executor.

Daily Struggles

• Manual Data Compilation: Spent hours collecting data from disparate systems using Excel.
• Routine Reporting: Prepared reports that Mr. Thompson rarely read.
• Limited Authority: Prices are not allowed to be adjusted without explicit approval.
• Long Working Hours: Overworked and underappreciated, with little time for strategic thinking.

Challenges Faced

• Stifled Innovation: Sarah's ideas for adopting modern revenue management tools were consistently shut down.
• Inefficient Processes: Reliance on manual tasks led to errors and missed opportunities.
• Low Morale: The oppressive environment resulted in high staff turnover and low motivation.

Relationship with the GM
Mr. Thompson viewed Sarah as just another employee to command, often disregarding her expertise. When she presented data suggesting a need for strategic changes, he would retort, "I've been in this industry longer than you've been alive. Stick to your spreadsheets and leave the decisions to me."

Chapter 3: Hotel Solstice's Success

General Manager - Ms. Elena Rivera
At Hotel Solstice, the atmosphere was entirely different. General Manager Ms. Elena Rivera, in her early thirties, was a visionary leader who embraced innovation. She believed in empowering her team, fostering collaboration, and was always open to new ideas.

Forward-Thinking Leadership

• Trust in Employees: Encouraged her staff to take the initiative and valued their input.
• Open-Mindedness: Regularly sought advice and welcomed fresh perspectives.
• Supportive Environment: Provided resources and support for professional growth.
• Team Collaboration: Held regular meetings to ensure everyone was aligned and heard.

Revenue Manager - Michael Chen
Michael was a skilled revenue manager who thrived under Ms. Rivera's leadership. With access to the latest tools and the freedom to innovate, he implemented effective revenue strategies.

Empowered Work Environment

• Advanced Tools: Utilized an automated Revenue Management System (RMS) and business intelligence platforms.
• Strategic Focus: Spent time analyzing market trends and customer behavior.
• Autonomy in Decision-Making: Trusted to adjust pricing strategies as needed.
• Work-Life Balance: Maintained reasonable working hours, leading to higher productivity.

Successes Achieved

• Market Leadership: Hotel Solstice became the top-rated hotel in the city within a year.
• Revenue Growth: Achieved a 20% increase in annual revenue through dynamic pricing and targeted promotions.
• High Employee Morale: Staff felt valued and motivated, providing excellent customer service.

Relationship with the GM
Ms. Rivera treated Michael as a strategic partner. She often said, "Your insights drive our success. Let's keep pushing the boundaries together." Their collaborative relationship set the tone for the entire hotel's culture.

The story continues here

Find out which hotel is the most successful (if you do not already guess) and see the impact of the different leadership styles. Is the industry dominated by Mr Thompsons or Ms Riveras?

Anders Johansson - Follow Anders

Founder and CEO @ Demand Calendar | Creating Profitable Hotels