Why Corporate Leadership Doesn’t Work for Hospitality - Do This Instead.

When was the last time your were able to, in the middle of a busy shift, to get the consensus of your people to make a decision?

This just doesn’t happen - so I have a questions for you: Is hospitality in a leadership crisis?

Are we struggling to engage, retain and develop the right people in the right places?

Is it because we are getting our approach to leadership wrong?

Now before we get too far into this, I want to be clear that the traditional leadership strategy and tactics many of us are aware of are still needed and effective at a senior level.

For example, your head office will still run and operate in a similar way to other corporate entities, although im not getting into the effectiveness of those strategies today, what concerns me is that we try to lead our hospitality sites in a similar way - and fail.

We all know that leadership in hospitality requires a unique set of skills and a nuanced approach, which is completely different from one location to another.

But far too often, the strategies borrowed from the corporate world fall short in the hospitality industry.

It’s no secret that hospitality is extremely fast-paced, people-centric, and driven by dynamic, real-time interactions - who relates to that?

But corporate leadership models—rooted in hierarchical, top-down decision-making—often lack the flexibility and dynamism to address the unique challenges and needs of your hospitality business on the front-line.

Let’s explore why the corporate leadership approach doesn’t work for hospitality, and instead, how adopting principles inspired by other situations can make all the difference.

Corporate vs. Hospitality Leadership: Where the Disconnect Lies

Corporate leadership tends to focus on long-term planning, clear hierarchical structures and very distinct targets.

While this works in sectors with more predictable environments, it falls short on the front lines in hospitality, where the day-to-day unpredictability makes quick decision-making and autonomy a necessity.

The traditional corporate playbook, which emphasises rigid chains of command and formal approvals, can be counterproductive in a restaurant, hotel, or event setting.

The hospitality industry operates in real-time, with constant customer interaction, tight schedules, and high (and rapidly changing) expectations which often means frontline employees and mid-level managers need to make slit second decisions to keep operations running smoothly and meet your customers needs.

In essence they need to be empowered.

This is where traditional corporate leadership models struggle.

Leaders far removed from the front-line can slow down decision-making, creating bottlenecks that negatively impact both service delivery and staff morale.

In contrast, decentralised leadership that is agile and responsive, where employees themselves can pivot quickly to solve problems is an extremely effective way to run your locations.

It is the reliance on someone else to make a decision which stifles our need for autonomy and adaptability.

Military-Inspired approach to Leadership for Hospitality

One approach to leadership that offers valuable insights for hospitality is the military.

In the military they operate around a model of decentralised command which means that leaders and personel at every level must understand the broader mission objectives and have the authority to make decisions without waiting for orders from higher up - particularly where a rapid resolution is beneficial.

This is crucial in combat situations where delays well and truly cost lives, but the principle is equally relevant in hospitality, where delays can cost time, money, and customer satisfaction.

As we touched on earlier, in hospitality, decentralised command translates into empowering your frontline staff—servers, bartenders, receptionists, and housekeeping staff—to make decisions that benefit the customer and keep operations running smoothly.

This is the approach that we implement with the businesses we work with, which with the right guidelines and safeguards in place, drives great success for those businesses and positively influences their culture too.

Instead of waiting for approval from managers for every single issue or challenge, these employees are trusted to act in alignment with the organisation’s values, mission and vision.

They are all driving towards the same goal.

This not only speeds up service but also increases the engagement of your employees and creates accountability too.  Mid-level managers, such as shift supervisors and department heads, should also be given the autonomy to resolve issues, allocate resources, and adjust plans in real-time that work for their specific location.

These leaders are closest to the action, so they are best positioned to make the most informed decisions that benefit the entire operation - never forget that.

A rigid corporate hierarchy slows this whole process down. By adopting decentralised command, hospitality leaders can create an environment where everyone is empowered to lead and create exceptional, memorable customer experiences.

Planning Before Execution: A Key to Operational Success

Another crucial lesson from military leadership is the importance of detailed planning, briefings and rehearsals.

In the military, every mission is meticulously planned, with contingencies considered and roles clearly defined.

Hospitality leaders can adopt a similar approach through pre-shift briefings and strategy sessions outside of their normal shifts.

Before every shift, managers should gather their teams to discuss the day's objectives, potential challenges, and strategies for overcoming them.

Essentially you are leading at a time where there isn’t huge pressures on your and your people - you are giving yourself the space to lead.

This is about creating a shared understanding of the broader mission. A well-prepared team is less likely to be caught off guard when unexpected issues arise—whether it's a sudden influx of guests, a failure in the kitchen, or dealing with VIP’s

Equally important is the practice of after-action reviews (or debriefs), a standard military process.

After every major shift or event, hospitality teams should review what went well, what didn’t, and what can be improved.

This fosters a culture of continuous improvement and ensures that lessons learned are applied to future operations. Many hospitality businesses neglect this step, rushing from one shift to the next without stopping to reflect, and this is where opportunities for growth are missed.

This is a key step that can truly transform your business and fuels the drive close to your goals.

General Managers as Field Commanders

Hospitality leaders must think of themselves as field commanders, not corporate executives (don’t worry, that doesn’t mean you aren’t an executive any more).

But instead, as a field commander, you are present, you understand the operational details, and are ready to make decisions in real time (or at least support your direct reports).

A good field leaders knows their teams well, trust their ability to perform, and provides the resources and support necessary to succeed.

Rather than focusing solely on reports, metrics, and boardroom discussions, hospitality leaders need to be hands-on, walking the floor, talking to guests, and staying engaged with the frontline teams.

This creates a culture where leadership is visible and accessible, empowering employees to take initiative and contribute to the overall mission - and you know my views on that.

Be seen, be approachable and support your people above anything else.

Shifting to ‘Tactical’ Leadership in Hospitality

The traditional corporate leadership model doesn’t fit the hospitality industry’s fast-paced, customer-driven nature, yet we still try to apply it to that industry in a way that doesn’t work for it’s needs.

Hospitality requires leaders who can think tactically, empower their teams, and adapt to the unexpected. By embracing military-inspired principles like decentralised command, thorough planning, and disciplined teamwork, hospitality organisations can thrive in ways that rigid corporate structures simply don’t allow.

To draw a comparison, the hospitality industry is a battlefield of its own kind, and to win, leaders must be prepared to lead like commanders on the ground—decisive, adaptable, and deeply connected to their teams.

If you want this for your leaders and teams, then I would love to help you and your people adapt this approach and create a highly dynamic, high performance team to achieve your goals.

If you are inspired in the same way, then let’s have a chat.  Drop me a DM and let’s find some time for a virtual coffee.