The Role of Culture and Leadership in Improving Well-Being in the Hospitality Industry

Written by Matthew Cameron - Head of Communications and Culture

The hospitality industry stands at a crossroads. An industry built on service smiles, and the synthesis of unforgettable experiences shouldn't also be synonymous with tales of burnout, high turnover, and mental health crises. 

Yet, beneath the surface of impeccable service and exquisite decor lies an industry with alarmingly high rates of ill mental health and often low levels of employee retention. This conundrum has sparked a profound and introspective query among industry circles: What changes can we make to ensure our team feels appreciated, fulfilled, and well? 

I'm thrilled to explore this topic next week as I join Timothy R. Andrews on stage at the Better Hospitality Conference to discuss enhancing well-being in the hospitality sector. 

My story 

Beyond the statistical quagmire, lies human stories —anecdotes and reflections that breathe life into the conversation. Mine is one such narrative. 

Back in 2019, I was at my lowest. 

Days dragged by as I commuted to a job that, unknowingly, was sapping my will to live. A feeling of desolation consumed me, and my resolve to continue waned. My stark episode with ill mental health and suicidal ideation revealed the insidious influence that a working environment can have on personal stability and contentment. 

I share this story not to scold the industry but to help guide towards a way ahead. It's a narrative emphasizing the vital shift from seeing well-being efforts as merely ‘benefits’ to embedding them as the essential and unwavering duties of every individual holding a position in the industry. 

Shaping the Environment 

The critical concern at hand is not just the economic implications of high staff turnover but the vibrant culture that is intrinsic to the hospitality experience, and the leadership that moulds both. Each new hire shapes the existing fabric of a business, altering it subtly or significantly.

Any recruitment company in the space of hospitality understands this intimate correlation. A candidate is not simply a resume; they are a potential architect of a company’s culture, a steward of its vision. 

The interview process is not a mere formality but a tone-setter for an individual's employment experience, and ultimately, a contributor to the well-being they will either enjoy or endure in their role. 

A Personal Rallying Cry 

The narrative shifts dramatically when we weave personal stories into the professional discourse. The story I shared is not unique, but incites urgency for a change in perspective. It underscores the critical self-reflection required within the hospitality industry. My experience serves as a poignant reminder that the elements that make up the work environment are formidable arbiters of mental well-being. 

There is an evident dissonance when well-being initiatives stop at the door of the office; the stress, anxiety, and discontentment within the workplace are often the source of, rather than a reaction to, the malaise that affects employees outside of working hours. 

Vision for a Revival 

The soul of the hospitality industry is in its people. A renewed focus on culture and leadership is the lifeline we need to grab onto. It’s time to initiate a dialogue that incorporates the struggles and aspirations of the employees alongside the operational and financial concerns of the business. 

Creating inclusive, empowering work environments built on trust, open communication, and recognition, will imbue our staff with the gusto and well-being that ultimately translates into exceptional service and longevity. It's in this synergy that we find the lush terrain of the industry's future - blooming with the well-being of both patrons and providers.