There has been a visible and genuine shift in the hotel industry in recent years. A rare combination of circumstances, including but not limited to the financial crisis, has conspired to make today’s General Manager very different from their predecessors. While, in previous years, the role was primarily guest-facing, most of today’s General Managers’ responsibilities are carried out behind the scenes and behind closed doors.

In truth, the image many people hold of a General Manager as a super-hotelier working and directing from the lobby has become outdated. This somewhat romantic image comes from an era of simpler corporate structures than those of today.

Today, General Managers must juggle a wider range of responsibilities and, as major brands dominate the market, their role is becoming more that of a leader than an old-fashioned boss.

If someone can manage several tasks while keeping a smile on their face, they may have the skills to work as a hotel General Manager. General Managers oversee every function within a hotel, from valet parking and laundry to the quality of restaurant service. Their job is to keep the property running smoothly, all while addressing challenges with a patient and pleasant attitude that keeps guests satisfied and employees motivated.

What does it take to become a Hotel General Manager?

Clearly, one of the most important responsibilities of a General Manager is setting the company’s objectives. The best General Managers set goals that drive the team to strive to achieve them. This does not mean that goals must be aggressive or so difficult that they discourage or fail to motivate anyone; rather, they should ensure that no one forgets how fierce the competition is and that there is something worth striving for.

High standards are, of course, driven by highly demanding goals. Similarly, like the best sports coaches, university professors or orchestra conductors, good General Managers set a personal example through the hours they work, their clear commitment to success and the consistent quality of their efforts. It is what is commonly known as “leading by example”.

They must also understand the intricate details of their business or function—not only the bigger picture, but the business from the inside out, right down to the staff canteen.

The best General Managers set the bar high and create deadlines to ensure things get done. Above all, they are impossible to satisfy. As soon as a department reaches a standard, they raise expectations and start again.

Key points for becoming this kind of General Manager

• Hotel General Managers wear many hats, so they must be able to multitask. They oversee food quality, guest relations, the front desk, finance, housekeeping, maintenance, training and team development. They must be able to organise and follow up on projects, schedules and people. Their organisational skills are especially important in larger hotels, where operations are more complex.
• Hotel General Managers are true problem-solving professionals. They must be able to think of creative and practical solutions to problems in a fast-paced environment. They need the ability to apply common sense reasoning to complete their tasks. Hotel managers must know how to interpret financial information and statistical reports. They also need to be able to make decisions based on a combination of company reports and their own professional experience and ideas.
• They should not be embarrassed to admit that they do not know everything. Knowledge comes from years of experience. More and more answers come with time. Sometimes, admitting a lack of knowledge in front of staff is not viewed negatively.
• Of course, they must still maintain a certain degree of distance from the hotel team, but they should also make sure they take an interest in getting to know them personally. Companies that treat team members like family achieve higher productivity and much better workplace morale.
• No hotel manager can succeed without being decisive. They can never allow overthinking or hesitation to stand in the way of a clear, sensible decision. Sometimes, it is about taking a risk. But the manager bears ultimate responsibility for preventing or resolving a crisis and must accept the consequences if they fall short.
• The hospitality industry is evolving every day. There is no need to fear change. Times are changing, and it must be embraced. If employees see that you are adopting change rather than resisting it, they will follow your example.
• Top-tier managers with a strong vision are always looking for a better way to carry out tasks or adopting a more compelling approach. They are enthusiastic about change, curious about what is happening in the hospitality world and able to keep up with the latest industry news. They must understand new trends and industry developments that could affect their hotel.
• Teaching is part of your role as a hotel General Manager. Sharing what you know with your team will not only foster a sense of empowerment in your hotel. In fact, it will make your role as General Manager much easier, as you are equipping them with the knowledge and skills they can use to do their jobs without your constant support.
• Coaching is essential for a General Manager: it provides the core skills and playbook that make a team consistently successful. Good General Managers do the same. They know that sustained superior performance cannot be built on one-off improvements such as restructurings, major cost cuts or reorganisations. Of course, they will take such radical measures if they find themselves in a situation where they are necessary. But their priority is to avoid that kind of situation. They do so by focusing on the six key responsibilities that form the foundation of every General Manager’s role:
  • creating a positive work environment
  • setting the strategy
  • allocating resources
  • developing managers
  • developing the organisation
  • overseeing operations.

What should General Managers do?

First and foremost, it is risky to place someone in a General Manager role when they do not know the business or the people involved, simply because they are a successful “manager” or come from a family involved in the business.

Unless the business is easy to learn, it will be very difficult for the new General Manager to learn quickly enough to develop a sound roadmap. And unless the situation involves only a few people, it will be difficult to build a strong enough network quickly enough to implement the strategy.

Especially in large and complex hotels, the professional development of the team must be a high priority. Many companies today say that developing their own executives is important.

It is important for the General Manager to be able to think about strategy and how to implement it, consider short- and long-term plans and, regardless of the timeframe, address financial, product, market and organisational issues. In short, good General Managers make an impact on their hotels in six important ways.

1. They develop a distinctive working environment
2. They lead strategic thinking in an innovative way
3. They manage company resources productively
4. They lead the people development process
5. They build a dynamic organisation
6. They oversee day-to-day operations.

Individually, none of these things is entirely new or unique. But successful General Managers are better at seeing the interrelationships between these six areas, setting priorities and making the right things happen. As a result, their activities in these areas form a coherent and consistent pattern that moves the business forward.

These six responsibilities do not tell the whole story, of course. Leadership skills, personal style and the General Manager’s experience are important pieces of the equation. But focusing effort on these six areas will help any General Manager become more effective. And that should mean making the right things happen faster and more often, which is what all General Managers want to achieve.