Brave Leadership in Hospitality - Why Vision, Not Just Management, Wins
Hospitality is full of good managers. People who keep costs in check, handle rotas, and ensure the fire alarm system is up to date. But good managers don’t build £5M businesses. Great leaders do.
Over nearly 10 years as GM at Balmer Lawn Hotel, I helped grow the business from £2M to £5M+ turnover, doubled our profit margins, increased weddings from 20 to 92 per year, and helped us win over 20 industry awards. But none of that came from ticking boxes. It came from leading with intent.
Now, through TLC, I support other owners, operators and leadership teams to do the same - to lead, not just manage.
Here’s what I’ve learned about brave leadership, and why the best hospitality businesses demand it:
1. Bravery means facing the hard truths early.
When I start with a new client, the first thing I do is take a deep dive into the operation. Where’s the rot? What’s leaking money, morale, or both? Too often, leaders stick to what’s comfortable - ignoring the underperforming F&B outlet, or hoping that middling wedding conversions will magically improve.
But ignoring pain points compounds them. Great leaders confront them - early and decisively. That might mean restructuring a senior team. Ending an outdated partnership. Or investing in a bold new project, like we did post-COVID with a new outdoor kitchen and bar concept that generated six-figure returns.
2. Culture eats spreadsheets for breakfast.
We ran the hotel with 97% staff retention before the pandemic, and kept 85%+ long-service rates even after Brexit and COVID. Why? Because we treated people like people - not just resources.
We offered ILM Level 3/5/7 and degree-level CPD. We created real career progression, mentorship, and recognition schemes. Our staff knew they mattered. And they showed it - in every guest interaction, in every review, and in our P&L.
TLC now helps clients create that culture. From building leadership frameworks to launching team-wide training pathways, we align your people with your purpose.
3. Your vision must always be bigger than your current reality.
Good managers keep the wheels turning. Great leaders look to the horizon. I’ve worked on capex development plans worth over £2M - transforming buildings, launching microbreweries, commissioning wedding pavilions, and rebranding entire estates. Why? Because standing still in hospitality is the same as falling behind.
At TLC, we bring that long-term thinking to every project. Whether it’s developing new revenue streams, repositioning a property, or planning national award strategies, we help leaders build something that lasts.
Because leadership isn’t about reacting. It’s about designing the future of your business - and making it happen, one smart decision at a time.
If you're ready to lead with intent - not just manage what’s in front of you - TLC can help. Let's build something extraordinary, together.
