Are You Playing to Win—or Just Trying Not to Lose? Building a Culture of Success
Albert BarraFebruary 10, 2025 · 5 min read
THE IDEA
When I read Arnold Schwarzenegger’s line, “I wasn’t there to compete. I was there to win,” its clarity and conviction stood out. It is not just a mindset for sport—it is a philosophy that separates hotels that thrive from those that merely survive. Winning builds confidence, momentum and growth. Losing breeds doubt, damages morale and can set failure in motion.
The real danger is not losing from time to time; it is normalising mediocrity. In hospitality, that mindset appears in low standards, limited innovation and a culture where “good enough” is accepted. A hotel that plays to win does not settle for filling rooms—it strives to stand out, build guest loyalty and continually elevate the guest experience.
When I read Arnold Schwarzenegger’s statement: “I wasn’t there to compete. I was there to win”, I was struck by its bluntness and clarity. It is not merely a mindset for sports or action films; it is a philosophy that distinguishes hotels that thrive from those that barely survive. In hospitality, as in business and in life, it is not enough to be part of the game: you have to play to win.
And winning is not simply about achieving a single goal, but about creating an organisational culture that consistently drives excellence. Winning builds confidence, momentum and growth. Losing creates doubt, destroys morale and breeds failure. The concern is not losing from time to time, because we learn from defeat. The problem arises when losing becomes the norm, expectations are lowered and mediocrity becomes acceptable.
I have encountered hotels trapped in this spiral of complacency, where complacency is disguised as realism and inertia is justified with phrases such as “we have always done it this way”. The real danger is not a bad month or a challenging low season; the real danger is a mindset that normalises mediocrity and removes the possibility of aspiring to something greater.
In business, success is often measured in numbers: revenue, occupancy, operating margin, RevPAR, EBITDA. But a common mistake among hotel leaders is failing to clearly define what winning means for their team. How can they play to win if they do not even know what victory means?
The best hotel teams not only have well-defined financial goals; they also measure success in terms of guest experience, brand reputation, loyalty and internal culture. They focus on differentiating themselves in the market and delivering incomparable value, rather than being just another hotel that “does just enough to stay afloat”.
If your team does not have a clear definition of what success means, it will inevitably fall into mediocrity. And if you do not set high standards, your team will operate for survival rather than leadership.
While a winning mindset is essential, wanting victory is not enough; you must design a strategy that makes it possible. Whether in sports, politics or business, the key to winning is allocating resources intelligently and designing a system that maximises performance.
A Harvard University study known as The Evergreen Project analysed 160 companies over a decade and found that those with a strong strategy outperformed “losing” companies by 332% in sales and 304% in operating income. The difference lay in the clarity of their strategy and their focus on developing sustainable competitive advantages.
In hospitality, a winning strategy is not based solely on filling rooms; it is about creating differentiation that makes guests want to return and pay more for the experience. How is this achieved? Through a clear strategic model built on three pillars:
Context: Analyse the market, demand patterns and competition. It is not about copying what others do, but about identifying opportunities where the hotel can stand out.
Competencies: Identify what the hotel is genuinely good at. Not every property can be a luxury hotel, but it can specialise in delivering impeccable service, signature cuisine or a uniquely personalised experience.
Capabilities: Have the right team, technology and processes in place to execute the strategy flawlessly. A great vision is of little use without the means to bring it to life.
The problem for many hotels is that they spend more time putting out fires than designing winning strategies. A study by Wiita and Leonard found that high-performing teams invest 54% more of their time in setting strategic direction, while low-performing teams spend 83% more time reacting to day-to-day problems.
This difference is crucial. If your team is constantly resolving last-minute issues instead of anticipating them, you are missing the opportunity to win.
The question is: Is your team investing enough time in strategic thinking, or is it merely surviving from week to week?
David Novak, former CEO of Yum! Brands—the parent company of KFC, Pizza Hut and Taco Bell—observed: “We focused more on celebrating wins than punishing failures. We spread winning ideas. We analysed how our competitors were winning and made sure we kept improving year after year”.
This mindset makes the difference between a hotel that simply exists and one that dominates its market. Some key principles for developing a winning culture in a hotel include:
Continuously raise standards: It is not enough to be satisfied with current results. The question must always be: How can we do it better?
Learn from success and replicate it: Celebrating achievements is not merely motivational; it is a strategy for identifying what works and scaling it.
Respond quickly to opportunities and threats: If a competitor is gaining market share, you need to understand why and adapt quickly.
Do not accept mediocrity: Excellence is non-negotiable. A team that accepts “good enough” will never achieve success.
A winning mindset in hospitality is neither arrogance nor overconfidence; it is the conviction that success is possible through effort, strategy and a culture focused on continuous improvement.
The business equivalent of the sporting motto “Win or go home” is simple: “Win or go bust”. There is no middle ground in such a competitive sector.
If you feel that your hotel is not winning, it is time to review your strategy. Ask your team: How do we define victory? What makes us unique? How can we play to win in our market? If there are no clear answers, the good news is that there is still time to change course.
Success is not a matter of luck; it is the result of making the right decisions, again and again. Playing to win is not an option. It is the only way to secure the future of the business.
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