Addressing Internal Criticism from Hotel Middle Managers and Protecting Team Cohesion

Discovering that part of your team—including some middle managers or people in positions of trust—are criticising you in private is a challenge that goes beyond a simple lack of loyalty. These middle managers are the pillars supporting the hotel’s operational and cultural structure. If they, the people who should be among your closest allies, are questioning your leadership behind the scenes, not only is your authority undermined, but the cohesion and effectiveness of the entire team are put at risk. This type of situation requires swift, decisive action to prevent the issue from taking root and seriously affecting the operation. The impact of such criticism, when it comes from middle management, is particularly serious because these individuals have direct influence over other employees. Their dissatisfaction or lack of confidence in leadership can easily filter through and be amplified across their teams, creating a climate of mistrust that can become toxic. In addition, middle managers are responsible for implementing the strategies and policies that you establish as a leader. If they are not aligned with you, they not only risk executing them ineffectively, but may also inadvertently undermine the success of those initiatives.

How to Apply the Strategy: Removing the “Bad Apple”

In any team, especially in an environment as demanding as hospitality, the presence of a “bad apple” can have a devastating impact. This term refers to individuals whose negative behaviour and critical attitude can contaminate those around them, weakening team morale and cohesion. When criticism and disloyalty come from middle managers or people in positions of trust, the potential damage is even greater. That is why it is crucial to use an effective strategy to address and resolve the issue before it spreads.

1. Early Identification of “Bad Apples”

The first part of this strategy is early identification. As a leader, you must remain alert to signs of disloyalty or persistent negativity among middle managers. These signs may include disparaging comments, passive resistance to new initiatives, or a general lack of commitment to the hotel’s goals. Detecting these behaviours early is essential to prevent them from spreading to other members of the team.

2. Direct, Firm Intervention

Once the “bad apple” has been identified, it is important to intervene directly and firmly. The comparison is clear: if a bad apple is not removed or corrected in time, it can spoil the whole basket. In this context, it means that a negative middle manager can adversely influence others, creating a toxic environment that affects productivity and service quality.