Your First 5 Days as a New Hotel General Manager

I would like to share a few key points that I consider fundamental for these first few days. Every hotel is a universe unto itself, and although the framework for these steps is similar, the nuances will always vary. If this process is carried out with the right balance of analysis and action, the results will soon be reflected both in the team and in the guest experience.

Day 1: Listen and Observe

The first day is about being a sponge, absorbing as much information as possible. The key here is to listen without judgement, understand the hotel’s workflows and dynamics, and observe how people and departments interact. This first day lays the foundation for your leadership at the hotel.

• Meet with department heads: Hold brief meetings with each of them, allowing them to share their concerns, challenges and aspirations. They know the pulse of the hotel better than anyone, and they will give you important insights into its strengths and areas for improvement.
• Tour the facilities: From service areas to guest rooms and the spa, walk through every corner and keep your eyes open. Seeing the details in action gives you a tangible understanding of service quality.
• Listen to operational staff: Ask them about their day-to-day work, what they value about the hotel and the areas where they see challenges. Not only will they provide direct insight into the operation, but they will also feel that they have a voice, which is vital to creating an environment of trust.

Day 2: Analyse Performance Indicators

You cannot improve what you do not measure, and the second day should focus on analysing the KPIs (Key Performance Indicators) that define hotel operations. This goes beyond occupancy rates; it is about understanding guest satisfaction metrics, revenue per available room (RevPAR), operating costs and more.

• Review historical data: What have occupancy and guest satisfaction patterns been over recent months? Are there peaks or troughs during certain periods? This analysis makes it possible to identify patterns that may require adjustments.
• Compare with industry benchmarks: According to data from Statista, global RevPAR for luxury hotels averaged USD 85 in 2023, although this may vary by region. Having these benchmarks as a reference helps you place yourself within the market context and set realistic goals.
• Identify opportunities: While improving every aspect of the hotel may be tempting, focusing on specific underperforming areas will deliver a more immediate and tangible impact.

Day 3: Connect with the Hotel’s Culture and Values

Every hotel has its soul, the culture and values that define it and set it apart from others. On this third day, delving into that identity is key. This is where you will discover what truly motivates each team member and how to align them around a shared vision.

• Take part in team meetings: Not to lead them, but to be part of them, see the dynamics and understand how people communicate. Observing the tone and energy will tell you a great deal about the team’s motivation and cohesion.
• Explore service policies: What defines guest service here? You need to understand not only what the manual says, but how it is applied in practice. Personalised service can be the key differentiator.
• Celebrate authenticity: If the hotel is known for its commitment to sustainability, for example, identify ways to reinforce that message. Authenticity attracts and retains both guests and employees.

Day 4: Initial Strategic Planning

By this point, you already have a solid overall picture, and it is time to begin planning, but with small, strategic actions. This fourth day should focus on defining short- and medium-term objectives, always taking into account the team’s voice and the data you have gathered.

• Identify clear, achievable goals: Rather than vague aspirations, focus on concrete goals such as “improve the satisfaction score by 10% within six months.”
• Set priorities: Perhaps enhancing the restaurant experience is a priority, or streamlining check-in time. Being clear about where efforts will be focused will make execution easier.
• Create a follow-up schedule: Establish a routine of regular reviews to assess progress and make adjustments based on results.

Day 5: Communicate the Vision and Build Trust

The final day of this first week should focus on connecting everything you have learned with the team. It is important to communicate your vision in a way that inspires and creates a sense of shared purpose.

• Hold a full team meeting: This is not a time to impose, but to share your vision in a motivating way. Share your observations and how you plan to work side by side with the team to achieve common goals.
• Invite collaboration: Encourage everyone to share their ideas and improvement proposals. One phrase that always works: "The hotel is neither mine nor yours; it is ours. If we work together, our successes will be shared."
• Align expectations: Make sure everyone understands the priorities and knows what to expect from you and what you expect from them. This creates a sense of shared responsibility and makes the team feel included.

The reality is that true impact is not achieved in five days; this is only the beginning. In my own words: "A hotel is like an ecosystem: to thrive, every element must align around a common purpose." The essence of this first week lies in establishing a solid foundation of trust and knowledge. A well-balanced approach between empathy and strategy ensures that the weeks, months and years ahead are full of potential. In this industry, success is measured not only in numbers, but in the quality of the experience we offer.