9 Key Principles for Turning Around a Hotel Without Fixating on Culture
In the hotel industry, it is common to hear that when a hotel is underperforming, “the culture is broken”. Yet this perception is misguided and limiting. A hotel’s culture cannot be fixed by decree or through motivational speeches. It is transformed and evolves over time as a reflection of consistent decisions, structures and processes.
The challenge, therefore, is not to repair a culture, but to identify the root causes affecting it: inconsistent decisions, lack of strategic clarity, outdated processes or poor communication. Culture is a reflection of the sum of these factors, not the problem itself. Whenever I have faced the task of revitalising a struggling hotel, it has become clear that focusing solely on “fixing the culture” is a trap. What truly makes a difference is working on processes, communication, structure and strategy, allowing the culture to regenerate naturally. A hotel does not fail because of its essence or its values; it fails because of poor decisions and weak execution. The key is to address precisely what can be corrected: structures, processes and strategies. Culture will then begin to reflect the positive change. Turning around a struggling hotel is not complicated, but it is complex. There are no magic solutions or immediate changes. It is a multilayered process in which sound decisions and coordinated actions create progressive impact. The most common mistake is trying to find someone to blame: “the culture is broken”, “the people are not the right fit”. Yet the real solution lies in breaking down the problems and addressing the key operational and strategic factors.
Nine key principles for turning around a hotel without obsessing over culture
1. People are not the problem; they are the key to the solution
The existing team is your best resource for reversing a complex situation. It is a mistake to assume that “people are the problem”. The key is to involve and listen to employees, understanding their perspectives before making drastic decisions.
2. You cannot cut costs and expect excellence
Reducing costs is necessary at certain times, but cutting essential resources often makes problems worse. The focus should be on eliminating inefficiencies and preserving critical resources: training, the guest experience and service quality.
3. Treat root causes, not symptoms
Avoid implementing superficial solutions or passing management fads. A simple example: it is not enough to say, “We will improve internal communication.” Where is it actually failing? In the channels, the frequency or the clarity of the messages?
4. Do not listen only to the loudest voices
Every organisation has vocal individuals who can monopolise attention. It is essential to seek input from the whole team, especially those who do not usually speak up but contribute through their daily work.
5. Do not blame the strategy; analyse its execution
Sometimes the entire strategy is questioned when the real problem is poor implementation. Before changing direction, review where the bottlenecks are and how the current vision is being executed.
6. Resist the instinct to restructure
Changing the organisational structure is not an immediate solution to deep-rooted problems. The structure should change only when it enables greater agility, better execution and an improved guest experience.
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7. Break out of the internal bubble and seek the truth from guests
Do not confine yourself to internal diagnoses. The most valuable feedback comes from guests. Analyse their comments, identify patterns and adjust processes based on what they actually perceive.
8. Avoid copying the competition without in-depth analysis
Drawing inspiration from the market is useful, but imitating without understanding the context can blur a hotel’s identity. Prioritise differentiation through an authentic, distinctive value proposition.
9. Lead with values, not slogans
A hotel’s values must be reflected in concrete actions. Statements displayed on the lobby wall are not enough. Values are demonstrated in daily decisions: from how a conflict is resolved to how employees are trained.
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