In the hospitality industry, we talk a lot about standards and service. Relationships are at the heart of every successful event, every smooth check-in and every five-star rating.
As hotel leaders, our ability to build and sustain strong business relationships is not just a soft skill—it’s a strategic imperative.
Relationships are Revenue
Strong supplier relationships don’t just ensure timely deliveries—they unlock better pricing, innovation, and even financial flexibility. If you trust a supplier, they may extend terms or give priority to new products. That’s not just convenience—it’s competitive advantage.
Relationships with your customers are also the most powerful tool you can use for marketing. A loyal guest doesn’t just return—they refer. They are advocates. They will forgive an occasional slip-up. In a world of rising acquisition costs, your best strategy is to retain customers.
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Leaders should treat suppliers and guests like long-term business partners. Build rapport, show your appreciation, and communicate effectively. Consistency and care are the keys to loyalty.
Communication is Your Leadership Currency
Effective communication isn’t about talking more—it’s about listening better. Leaders who build trust use active listening, emotional awareness and nonverbal signals. When your team feels heard they will perform. When your partners are respected, they will deliver.
Real-world example: A department head who resolves staff concerns directly—without gossip or delay—builds a culture of accountability and respect. This culture is evident in the way guests are treated, team morale and performance.
Leaders should model clear, respectful communication that is responsive. You set the tone.
Proactivity is Power
Waiting for problems to arise is not leadership—it’s damage control. Hotel managers who are proactive are the best. The best hotel managers are proactive. They anticipate their needs. They follow-up on requests without being asked.
Whether it’s checking in with a supplier, congratulating a partner on a milestone, or updating a guest database with personal preferences—these small actions build big trust.
Action for Leaders – Schedule regular touchpoints between key stakeholders. Don’t wait for the quarterly review—lead the conversation.
Negotiation is Not a Battle—It’s A Bridge
Negotiation isn’t about winning—it’s about aligning. When it’s done right, it creates value and strengthens relationships. This means having clear goals, actively listening, and looking for outcomes that are beneficial to both parties.
Leaders should train their teams in the art of negotiation that puts long-term relationships above short-term gains. A good deal made today should be felt as good as a deal made tomorrow.
Honor Agreements Like Your Reputation Depends on It—Because It Does
Your word is the brand you represent in hospitality. You cannot compromise on upholding agreements, acting ethically, or staying within your area of authority. Breaching trust—whether with a guest, a vendor, or a colleague—costs more than money. It costs you credibility.
Review the understanding of your team members’ responsibilities. Ensure everyone knows what they’re empowered to do—and when to escalate.
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