Habits of Highly Effective Hoteliers

I’ve always had a deep connection with technology.

After graduating from university, I found myself working in the tech industry—Uber was one of my notable stops.

The fast-paced nature of the tech world, the constant innovation, and the power to disrupt industries with digital solutions ignited something in me.

But as passionate as I was about technology, there was another part of me that was equally important: my family’s hotel business in southern Morocco. Hospitality ran through my veins as much as marketing and technology did, and eventually, I felt the pull to return to my roots.

You see, I come from a family of hoteliers, a legacy that stretches back decades. We own a chain of boutique hotels nestled in the serene, sun-drenched landscapes of southern Morocco.

For years, I had been immersed in the world of algorithms, digital marketing strategies, and AI-driven productivity tools. But there was always a part of me that knew one day I would blend these two worlds—hospitality and technology.

After working in the tech world for several years, I made the decision to return to the hotel business and bring with me everything I’d learned from the digital world. It wasn’t an easy transition—hotels are a world of their own, with their own rhythms and complexities.

However, I found that the teachings and habits I had learned over the years, combined with my tech expertise, gave me the foundation I needed to thrive in the hospitality industry.

This is why I’m writing this on Mentor Hotelier —to share how certain principles, drawn from my own experience, helped transform not just my personal life, but our family’s hotel business as well.

Be Proactive: Take responsibility for your life

The first lesson that truly resonated with me during one of our toughest periods was the importance of being proactive—taking control of your life and business, no matter the circumstances.

When the COVID-19 pandemic hit, the global tourism industry came to a grinding halt, and our hotels were no exception. It would have been easy to give in to fear and blame the unprecedented situation for the sharp decline in bookings. But instead, we focused on what we could control.

We shifted our strategy quickly, focusing our efforts on local tourism since international travel was off the table. We created special packages for the domestic market, offering enticing deals for local travelers who needed a change of scenery during lockdowns and restrictions.

Additionally, we began working closely with local authorities to develop plans and protocols that made our hotels safe and welcoming for guests, reinforcing trust and safety.

Another lifeline we found during this period came through our partnerships with film productions. The vast, picturesque landscapes of southern Morocco became a desirable location for filmmakers who were still able to work within the confines of COVID restrictions.

We provided accommodation and logistical support for these film crews, giving us a much-needed revenue stream when typical tourism was at its lowest.

By being proactive and expanding our Circle of Influence—focusing on what we could still affect—we were able to keep our doors open during one of the most challenging periods in modern history. Instead of letting circumstances dictate our fate, we found new ways to thrive, ensuring that our hotels remained operational and ready for recovery.

Begin with the End in Mind: Define your personal mission

Next, I found enormous value in the principle of beginning with the end in mind.

This wasn’t just about setting financial targets; it was about envisioning the kind of experience we wanted to provide to every guest. I sat down with my family, and we wrote our mission statement—not just a formal document, but a heartfelt declaration of who we wanted to be in the hospitality world.

We envisioned our hotels as sanctuaries for travelers, a place where people could disconnect from their fast-paced lives and immerse themselves in culture, comfort, and calm. With this mission at the forefront of everything we did, decision-making became clearer. Every new initiative—whether it was an investment in smart room technology or creating more personalized guest experiences—was tied to this vision.

Put First Things First: Prioritize what's most important

Another habit that was transformative in our operations was putting first things first.

Running a hotel, especially a chain of them, means you’re constantly bombarded with urgent issues—guest complaints, staffing shortages, maintenance emergencies. It’s easy to get lost in the chaos of the day-to-day.

But I learned to prioritize long-term initiatives that would prevent these fires from even starting in the first place.

We introduced new training programs for our staff focused on improving guest interactions. I made a weekly habit of reviewing long-term projects, ensuring we were not just reacting to problems, but proactively improving our services.

For example, I introduced AI-driven customer service tools, automating certain guest interactions, which helped us maintain a high level of service even during peak seasons.

Think Win-Win: Seek mutual benefit in all interactions

The concept of win-win also transformed how we engaged with our partners and staff. I realized that success didn’t have to be a zero-sum game. When working with local suppliers, I moved away from hard bargaining to focusing on relationships.

Instead of always pushing for the lowest price, we worked on creating long-term agreements that benefited both sides—ensuring high-quality products for our hotels while supporting local businesses. This shift in mindset built trust, and in return, our suppliers often went out of their way to accommodate us during high demand seasons.

Seek First to Understand, Then to Be Understood: Practice empathic listening

The lesson of seeking first to understand, then to be understood was a game changer in managing our teams. Early on, I found myself frustrated with staff turnover and low morale. But instead of pushing harder with my own agenda, I decided to listen—really listen—to what our employees had to say. I began hosting regular meetings, not to dictate, but to understand their challenges. What I discovered was that many of the issues stemmed from a lack of clear communication and support. By empathizing and addressing their concerns—whether it was improving their work conditions or offering more flexible schedules—our staff’s satisfaction and retention improved significantly.

Synergize: Combine strengths for creative cooperation

Lastly, the principle of synergy has been key in fostering creativity within our team. By valuing diverse perspectives and encouraging collaboration between departments, we’ve been able to come up with innovative solutions that I never would have arrived at on my own. Whether it’s combining the insights of our digital marketing team with the ideas of our on-the-ground hospitality staff, or working with local artisans to create unique guest experiences, we’ve tapped into the power of collective creativity.

Sharpen the Saw: Continuously renew yourself in all dimensions

This brings me to my final reflection: sharpening the saw. In a world as fast-paced as ours, especially when managing multiple hotels, it’s easy to burn out. That’s why I’ve made a commitment to not just improving our business, but also renewing myself—mentally, physically, and spiritually.

This allows me to stay focused, resilient, and, most importantly, aligned with our mission. Regularly taking time out to recharge has not only made me more effective, but also allowed me to inspire and lead my team from a place of strength and clarity.

In sharing this story with the Mentor Hotelier community, I hope to encourage fellow hoteliers to reflect on these principles and how they can bring about change, not just within your business, but within your life.

Whether it’s through adopting proactive habits, focusing on win-win partnerships, or simply taking the time to renew yourself, the lessons I’ve learned have shaped our hotels’ success and my own personal growth. And I believe they can do the same for you.

Want to Be Part of Mentor Hotelier? Here Are Ways You Can Help:

• Join the Mentor Hotelier Community: Subscribe to our newsletter and join a vibrant community where you’ll learn innovative strategies and discover the latest digital tools to improve your hotel’s productivity and streamline the workflow of your entire team.

• Every Successful Hotel Has a Story to Tell: I understand the challenges of managing a hotel—I come from a family of hoteliers. So every week, I interview hoteliers and managers, from boutique hotels to large chains, to share their stories and insights with our community. Would you be open to a quick chat to share your experience?

• Group Consultations with Fellow Hoteliers: Join our group consultation sessions, where we gather periodically as a community of hoteliers. These private, small-group consultations allow us to share challenges, insights, and strategies, working together to find tailored solutions for your hotel.

• Collaborative Team Training and Implementation: As part of the Mentor Hotelier community, we work together to create resources that help train your teams and implement the latest tools. Whether it's for improving operations or enhancing guest experiences, our collective efforts ensure everyone benefits from shared knowledge and support.