In recent years, those of us who lead hotels have found ourselves immersed in a sea of uncertainty: economic pressures, social and political dilemmas, technological transformations that burst onto the scene uninvited, and global tensions affecting market confidence and, consequently, our guests’ travel decisions. In this environment, every step we take feels more like a crossroads than a straightforward operational choice.

Day-to-day life in hospitality requires us to make decisions for which there is no clear playbook. Cutting costs, adjusting staffing levels, repositioning a product, communicating unpopular decisions… each of these actions can have implications that go far beyond the figures in a profit and loss statement. This is where a manager’s personal values become the only reliable compass.

We often talk about company culture or corporate values, but we rarely reflect on the principles that, as individuals, guide the way we lead. The truth is that when decisions are tough and results are not guaranteed, it is these deeply held principles that make the difference between a purely tactical move and leadership that leaves a lasting mark.

In my experience, values are not discovered on days of full occupancy and satisfied guests, but in times of crisis. In hospitality, as in life, values are put to the test when we must close a hotel department due to lack of demand, announce redundancies in the middle of a difficult season, or decide whether to raise rates knowing that part of our market will no longer be able to afford us. It is in those moments that we understand that leading is not just about managing, but also about acting with integrity.

It is not about having a list of attractive words hanging on an office wall. Saying “integrity”, “honesty” or “family” is easy. What is truly complex is translating those values into actionable, universal statements such as: “Always face things head-on”, “Build relationships based on trust”, or “Treat others with empathy”. These are clear guidelines that enable us to act consistently both in the boardroom and in the hotel lobby.

Values as a driver of strategic decisions

When values become a framework for action, they can justify decisions that may seem risky in the short term but prove strategically sound over the long term.

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• Prioritise the community over immediate profit. Just as a major US retailer did when it decided to stop selling a legal yet controversial product after a national tragedy, hotels can make decisions that protect the safety and trust of our guests, even if they affect revenue. History shows that such decisions strengthen the brand and build long-term loyalty.

• Communicate with empathy and transparency. During the pandemic, several hotel chains facing mass redundancies chose to handle them through open letters, extended benefits and outplacement support. While no one celebrated these measures, teams recognised the humanity of the leaders who implemented them. According to a Harvard Business Review study, leaders who remain anchored in their personal values during such situations significantly reduce stress levels and increase perceptions of trust.

• Be consistent across all areas of the business. If one of your values is “building trust”, it is not enough to apply it to guest interactions. It must also guide relationships with suppliers, housekeeping staff and financial partners. That consistency is what, over time, builds reputation and strategic strength.

To identify and consolidate your values, I recommend a practical exercise: write down your answers to six key questions, such as: At what moments in my professional life have I felt most committed? What behaviours in others do I find intolerable? How do I want my teams to remember me when I am no longer in charge? These reflections reveal patterns which, when grouped together, become three or four core values.

I will close with three lessons that have served as a compass for me in hospitality:

1. Not all values carry equal weight. In every decision, one takes precedence over the others. Recognising the “guiding value” in each situation allows us to act with greater clarity and avoid contradictions.

2. Values are contagious. When a manager acts consistently, their team mirrors that behaviour. Guests immediately perceive it in the authenticity of the service.

3. Profitability can wait; trust cannot. A guest may forgive a service error, but will hardly forgive feeling deceived or manipulated. By contrast, when they see decisions being made from clear principles, even the most painful ones, they are likely to respond with loyalty.