Here's how you can navigate common conflicts in the day-to-day operations of a hospitality business.

Let me share a unique story from my time as F&B Manager at a five-star resort with 65% returning guests. One guest started complaining from day one, despite efforts from all managers to appease him. On the fifth day, he called me to the reception and recounted his grievances. I acknowledged his complaints and expressed surprise given our high return rate. I suggested he choose another hotel, and I would arrange his transfer, explaining it wasn’t enjoyable for him or our other guests, and that I wanted him to enjoy the remaining days of his holidays. Surprisingly, he declined, admitting he was actually happy with our hotel. After that, he never complained again and we had several pleasant chats during his stay.

During my first week at a luxury hotel in Brussels, the Maitre D' of the breakfast team expressed his frustration. He had been struggling with inefficient interim staff and was promised that I, the new F&B Manager, would solve his problems. He asked, "What are you going to do about it?" I replied, "I'll put someone in charge who can command respect and guide the team to deliver organized service. You are that person, you are my solution. Do you think we put the wrong solution in place?" The following weeks, his attitude changed completely, and we transformed the breakfast service. For the next four years, we worked together effectively, turning challenges into opportunities for excellence.

On my first day as F&B Manager at a luxury resort, breakfast was chaotic: guests queued outside, staff overwhelmed, and the Maitre D' clearing tables frantically. I jumped in to help, and after service, saw the staff exhausted and disorganized. I asked if this was normal; they confirmed it was. I challenged them to improve, explaining that needing my help signaled failure on all sides. Over the next two years, I promoted continuous improvement, teaching the staff to make small daily changes and measure impacts. The Maitre D' learned to coach rather than just serve, transforming chaos into smooth, efficient service. The week that followed I stopped jumping in the breakfast service and was met with smiling guest and a proud breakfast Team.

If you are in management in the tourism industry, conflicts will be an integral part of your job. While there's a big difference in how you deal with customer complaints versus colleagues' complaints, some principles remain the same: - Prioritize Complaints and solve the most urgent issues first. - Assure complainers that you understand their concerns and work on them. - Offer more than two options to resolve their problems, giving them a sense of control and choice. - Always maintain calm and professional behaviour. - After resolving a complaint, follow up with the person to ensure they are satisfied with the outcome. - Sometimes people just need your attention when they are complaining. Show how valued they are. Etc.

At a luxury hotel I once managed, I noticed the staff's motivation was low, leading to average service. To uncover the root cause, I used our Mystery Guest budget to hire a Mystery Employee. This person worked as an observation trainee in all outlets for a week, providing invaluable insights. The main issue was weak middle management. They didn't realize their responsibility to address problems, allowing their staff to perform under better conditions rather than suffer daily frustrations. Countless minor incidents sapped the staff's enthusiasm, making them lose their smiles and passion for their work. This experience was a turning point, revealing the need for stronger, more proactive leadership.