When Your Hotel Team Isn’t Performing: Look at Leadership First

There are days when everything seems to go wrong at the hotel. Delays at check-in, complaints about rooms not being ready, tensions within the kitchen team, and you, at the end of the day, left with that feeling we have all experienced: “this team just isn’t up to the job”. It is frustrating. Because you assume that they are trained, motivated and know what is expected of them. But the results do not come.

The first thing that usually comes to mind is to attribute it to a lack of commitment or individual responsibility. We think that if everyone did what they were supposed to do, everything would run smoothly. But after years in hotel management, I have learned that reality is more complex. And often, the problem is not so much with the team, but with us as leaders.

When results are mediocre, we need to look in the mirror before looking at the team. We need to ask ourselves whether we have done everything within our power to enable them to perform at their best. Because, in my experience, a team that is not up to the job is often a reflection of leadership that has failed to unlock its potential.

Leadership: the key to transforming team performance

The first thing I learned is that criticism and poor results are mirrors reflecting our shortcomings as managers. I remember receiving a devastating review about the disorganisation at breakfast. My first reaction was to get angry with the staff.

But after taking a deep breath, I asked myself:

• Had I reviewed the kitchen procedures after the staffing changes?
• Did every team member know exactly their role and responsibility during that critical time slot?
• Had we run drills to strengthen coordination during periods of high occupancy?

I had to admit that I had failed to set them up for success. And that led me to adopt a series of practices that, over time, showed me that no team is inherently bad; it may simply be poorly led:

1. Treat criticism as a roadmap for improvement:

Every guest complaint or negative comment is a compass pointing to where there is a weakness in our processes or management. The temptation to blame the team is human, but the real value lies in using that criticism as a clue to improve the system.

2. Break the cycle of negative thinking:

When things go wrong, we fall into a spiral of destructive thoughts: “Nothing works; this team is useless”. That only makes the situation worse. In those moments, it helps to break the problem down into specific parts: is it an organisational issue? A communication issue? A lack of training in a particular area? Identifying the real source makes it possible to act effectively.

3. Assess and adapt your leadership style:

Every team is different. What worked with last year’s staff may not work with the current team. Some questions I often ask myself are:

• • Am I approachable, or do I give the impression that I only get involved when something goes wrong?
  • Do I communicate objectives clearly, or do I only give broad instructions?
  • Do I acknowledge small successes, or only point out mistakes?

Leadership in hospitality is not about hovering over the team, but standing alongside them. On the busiest days, simply helping a waiter clear a table can be the most powerful motivational message.

4. Co-create goals with the team:

I have seen the best results when the team feels that the goals are theirs too. It is no longer about “following the manager’s orders”, but about achieving together goals they helped define:

• • Each department head sets micro-goals with their team.
  • Every week, we jointly review progress and obstacles.
  • When there is success, it belongs to the team, not the manager.

That shift from imposing to building together is the true driver of performance.

5. Focus on solutions, not blame:

The instinctive reaction to a mistake is to ask “Who failed?”. But real change comes when the question becomes “How do we solve it?”. When the team sees that the focus is on improving rather than punishing, they are more willing to contribute ideas and become more engaged.

6. Reinforce what works well:

Positive reinforcement is the most underused tool in hospitality. We focus so much on correcting mistakes that we forget to recognise everyday achievements:

• • “Today, the housekeeping was perfect; thank you for the effort.”
  • “Check-in went very smoothly; the teamwork really showed.”

It may seem simple, but when a team feels valued, productivity soars.

7. Review processes continuously:

Hospitality is dynamic. What worked six months ago may no longer be efficient today. That is why:

• • I regularly assess operating procedures with the team.
  • I listen to their suggestions because they are on the front line every day and often spot what is not working before I do.
  • I test small changes and, if they improve results, I formalise them.

8. Train the team continuously:

Thinking that initial training is enough is a common mistake. Ongoing training in processes, guest service and problem-solving is what keeps the operation running smoothly and prevents operational setbacks.

9. Develop middle managers:

You cannot be everywhere, but you can develop shift leaders and supervisors who replicate your approach. When they too think in terms of solutions and continuous improvement, you multiply your management capacity.

10. Nurture the team environment:

Nothing kills performance faster than a toxic environment. If you notice constant tensions or rivalries, take action. Speak with each party, listen, mediate and rebuild trust. A motivated team performs; a divided team drags the hotel towards failure.

When the team works, the hotel shines

I have been through crises in which I was convinced that the team was not up to the job. But in the end, I discovered that the key was not them, but how I managed their capabilities, expectations and confidence.

When you ensure that every team member feels their effort is recognised, their ideas matter and their leader is there to help them succeed, everything changes:

• Guests notice it in the warmth of the service.
• Results improve without the need for pressure.
• You enjoy your work more too.

In recent years, I have learned that teams that seem not to be up to the job almost always conceal potential that has yet to be discovered. What appeared to be a lack of commitment often turned out to be a matter of unclear expectations, outdated processes or simply a team that did not feel heard. When we, as hotel leaders, understand that our role is not to judge, but to unlock that potential, change begins to happen almost naturally.

It is true that there are situations in which some employees genuinely are not the right fit, whether due to a lack of attitude or because their vision does not align with that of the project. But before making drastic decisions, it is worth exploring every avenue to understand the root cause of poor performance. Very often, what appeared to be someone who “wasn’t up to the job” turns out to be someone who simply needed more clarity, more support, or to feel that their work matters.

If there is one thing that has worked for me, it is giving visibility to small wins and celebrating progress, however modest it may be. In hospitality, where the pressure is constant and mistakes are visible to everyone, recognising work well done is the fuel that keeps the team going. A motivated, confident team can turn a bad day into a memorable experience for guests, and that is the ultimate goal.

So, the next time you feel that your team is not up to the task, I invite you to ask yourself a more valuable question: What can I do to help them get there?. Because when that realisation happens, when they feel that you are there to help them shine, the result is not just a team that is up to the task. It is a hotel that begins to stand out and a leader who ultimately grows alongside them too.