The Most Admirable Hotel General Manager I Know
The Most Admirable Hotel General Manager I Know
This story is about how authenticity taught me that leadership begins with understanding who you are.
Throughout my career, I have encountered many leaders who tried to imitate others.
The successful ones rarely did.
The strongest leaders usually possess a deep understanding of who they are.
They then build upon that foundation, not by replacing their strengths, but by complementing them.
The most memorable Hotel General Manager I know taught me a lesson I continue to carry today.
People do not follow perfection. They follow authenticity.
And authenticity becomes more powerful when combined with curiosity and a willingness to keep learning.
Over the years, I have worked with many Hotel General Managers.
Some were commercially brilliant. Some were operationally exceptional.
Some were charismatic. Some were disciplined.
Some were feared. Some were respected.
One in particular remains in my memory.
Not because he was the most analytical, or achieved the best KPIs.
And certainly not because he was the most demanding.
In many ways, he is my opposite. His teams genuinely love him.
Not merely respect him. They love him.
There is a difference.
He is approachable, patient, and genuinely interested in people.
He remembers names, families, birthdays, concerns, and successes.
People naturally want to do well for him.
I admire that. Because – even if our worldview is the same – I could not do it the way he does.
My instinct has always been different. I gravitate toward structure, numbers, expectations, analysis, and systems.
When faced with a problem, I look for causes.
He looks for people first.
Yet over time, something interesting happened.
He became increasingly curious about the commercial and operational logic behind the business.
Not because he wanted to become more analytical, but because he wanted to become more effective.
He started asking different questions.
Questions about profitability. Questions about assumptions.
Questions about consequences. Questions about why things worked the way they did.
And then he did something important. He did not abandon who he was.
He incorporated what he learned into who he already was.
The result was remarkable.
The warmth remained. The humanity remained.
The connection with his teams remained.
But now there was additional clarity, additional discipline, and additional understanding.
Eventually he was promoted.
The promotion surprised nobody. Least of all me.
What impressed me was not the promotion itself.
It was his evolution. He did not become somebody else.
He became more complete.
Perhaps more.
He taught me that leadership is not merely about achieving better numbers.
It is about becoming the best version of yourself.
The numbers are often a consequence rather than the objective.
His path happened to be different from mine. And that was precisely why it was valuable.
Thank you for reading my story.
This story is part of a series—”The Banana Republic Hotel and What It Taught Me About Myself”—in which I share lessons learned throughout my professional and personal journey and how those experiences have shaped my thinking and led me to develop my own principles.
If you enjoyed reading the story and have the appetite to read another one, you are invited to visit G&A’s website, in particular its INSIGHTS page, where you can find all stories.
Alternatively, click here to be taken to the next story.
I hope it has provided some food for thought, encouraged curiosity, and inspired you to keep learning.
Curiosity, humility, and continuous learning remain among the most valuable tools we possess.
Terminology for non-hoteliers:
- SOP: Standard Operating Procedure – a documented process describing how a task should be performed to ensure consistency, quality, and compliance.
- KPIs: Key Performance Indicators – measurable indicators used to monitor performance and progress against objectives.
- ADR: Average Daily Rate – the average room rate paid by guests.
- RevPAR: Revenue per Available Room – a measure combining occupancy and room rate to assess hotel revenue performance.
- Occupancy: The percentage of available rooms that are occupied.
- DOF: Double Occupancy Factor – the average number of guests staying in each occupied room. A DOF of 1.0 means every occupied room has one guest; 2.0 means every occupied room has two guests.
- AGC: Average Guest Check – the average amount spent by each guest in a restaurant, bar, or other food and beverage outlet.
- CRS: Central Reservation System – the central booking system that manages a hotel’s room inventory, rates, and reservations across all sales channels.
- PMS: Property Management System – the software used to manage reservations, guest accounts, and hotel operations.
- OTA: Online Travel Agency – websites such as Booking.com or Expedia that sell hotel rooms on behalf of hotels.
- GDS: Global Distribution System – a worldwide booking network used by travel agents and corporate travel departments to reserve hotel rooms, flights, and other travel services.
- CRM: Customer Relationship Management – systems and processes used to manage guest relationships and marketing.
- F&B: Food & Beverage Department – all restaurant, bar, banquet, room service, and catering operations within a hotel.
- Half-Board: A hotel meal plan that includes breakfast and one additional meal each day, usually dinner. Drinks other than those specifically included are generally charged separately.
- MICE: Meetings, Incentives, Conferences and Events – the hotel business related to corporate meetings, conferences, exhibitions, and incentive travel.
- ERP: Enterprise Resource Planning – an integrated software system that connects key business functions such as finance, procurement, inventory, human resources, sales, and reporting into a single platform.
- USALI: Uniform System of Accounts for the Lodging Industry – the internationally recognised accounting standard used by hotels to measure and compare financial performance.
- GOP: Gross Operating Profit – the operating profit generated by the hotel before management fees, rent, financing costs, depreciation, taxes, and other non-operating expenses.
- EBITDA: Earnings Before Interest, Taxes, Depreciation and Amortisation – a widely used measure of an organisation’s operating profitability.
- COS: Cost of Sales – the direct cost of producing the goods sold, such as food, beverages, or merchandise, expressed as an amount or percentage of revenue.
- FTE: Full-Time Equivalent – a standard measure of staffing that converts part-time and seasonal employees into the equivalent number of full-time employees.
About the Author
Raoul Gransier is a Senior International Adviser and owner-focused hotelier with more than 30 years of operational and advisory experience in hospitality, tourism, governance, and performance improvement.
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