Before I get into the subject, I like to say thank you for reading. I can imagine, how much mail, messages, and advertising cross your screens daily. So, sharing some of your time to read my articles means a lot to me !
We live in extraordinary times; not necessarily better. The past 10 years, the world has become noisier than ever before. News feeds roar. Influencers shout. “Thought leaders” flash badges and try to sell their courses. Thirty years ago, the internet promised ease. Yes, a lot of things got easier. But Simplicity? Not a chance. It is obvious, that the change that is coming is bigger than even the arrival of the internet in the 1990s.
Back then, we had simple options, what to watch, read, or hear—TV, newspapers, books. The flow was steady, measured, and easy to navigate. We did not carry smartphones and there were no social media. That is the difference , the chatter comes from all sides and is now algorithm-driven. “Boomers and Gen Xers,” – still standing, have an edge and a hard-earned comfort. They built their careers when a handshake meant trust, not a hashtag and are able to survive a day without phone or GPS.
Many of them, young managers in the 1970s and 1980s where pioneers. They opened hotels in “hardship locations”, like Dubai (…yes Dubai), Kinshasa, Sharm El Sheikh or Madagascar—far from headquarters. They made decisions often alone, unsure of the outcome, they owned their wins and mistakes. Freedom was raw and unstructured, but vital for solutions. Sometimes decision making was like a gamble.
Today the game is different. Managers use manuals, systems and processe, drafted by Boomers, fine-tuned by Gen Xers. Now younger, often sharper minds have taken the wheel and navigate a much more complex world. They use those scripts but often do not understand the their practical implications. For them it is crucial to know yesterday’s challenges and sometimes simple solutions without access to “Team-Talk, Zoom, Google and now Deep Seek.
Two years ago, Patrick, a colleague and friend, a Senior VP in a well known American company, called. “Helmut, did you see that New York Times piece? ‘Goodbye to Daily Room Cleaning?’ ” — I had. “It’s everywhere,” he said. “Shareholders chase endless improvement, unreal experiences—but try to cut out the basics. Daily room cleaning? Left to customers to decide. Fine, in the budget segment but now it is crawling into the higher segments. Some of my guests do not ask for soap or towels. Instead of just calling, they walk down and ask the receptionists, almost begging. Marketing claims younger travelers want no frills—but outlandish experiences, whatever that means. Basics are not frills. They’re the foundation.”
I nodded. “Same story everywhere. No turndown service. Bottled water? Mostly gone or with a price tag. Depending on the geography it varies of course. Ammenities in Asia and the Middle East are sophisticated and plenty, even in the three star segment, but come to Europe or the States and you will not find the same. Far from it.” I commented.
“Cleaning the room – only if you ask. Smiles? …Scripted and when you call the hotel you are met by a bot. Even Hyatt is using them now.” Patrick sighed. “Helmut, this isn’t a phase. It’s intentional and based on directives. Shareholders first. Was very clearly discussed at the Tysons shareholder meeting last year. Guests second. The old ways fade and one look at the chart tells it all.”
He told me about the night, when he was stranded in D.C., with a layover at a Marriott. The driver ignored his luggage. Not even an indication to help. When arriving, the lobby was bland and overcrowded with lay over guests and… the vending machines showed more personality than the multi-skilled bus driver-check-in person, he pointed out with some sarcasm in his voice.
I shared my stay in Sedona with him. Lobby—immaculate, great looks, yet no ambiance, no background music, flawless but also lifeless. Smiles rehearsed. Interactions scripted. No spark. “Patrick,” I said, “we ran hotels differently. We hired for attitudes and spark, not obedience. We walked the floors, spent time in the lobby and restaurants and knew guests by name. I made it a point in my Dubai hotel to spent at least 2 hours during check out time in the lobby, meeting guests and keeping an eye on the action. In the afternoon another hour more or less for the Check In to get to know guests.”
Management presence was culture and it was not optional. And let’s not forget, we had a Corporate Office with identical values. Regional Directors, C.O.Os or C.E.Os; they were like friends, they provided support. – Try to find a General Manager in a hotel today; better plan an appointment.” – I know there are still exceptions, but the trend is clear.
His voice dropped. “Now, somewhere in many boardrooms the word is:, hospitality must come with a price tag, profitability is being pushed. “Helmut, since you’re in the mentoring business, you should write about it. Although we are on our retreat, the next generation should know what it was like. I see so many kids starting with enthusiasm and pride, and six months- or a year later, they leave—disenchanted. Burn-Out, they call it these days. It’s sad, really. Tell them—not just about our past but about their true potential, their futures.”
He was right. The past holds lessons but no playbook for tomorrow. The pandemic accelerated change. Now AI will slice deeper—cutting many jobs, but also creating many ew ones. For young hoteliers, the question is this: What will the future look like and what kind of professional will you be?
Trained to care for people and not afraid to use common sense—or to manage systems? Will they build their careers around fostering relationships with guests or focus on data points? Both segments can be of interest. Both segments will require very different skillsets. Hotels are turning into logistics chains. Brands like B&B Hotels, Formula 1, Ginger, La Quinta, Embassy Suites, Holiday Inn Express, and Ibis? Efficient and cheap, yes, but for the experience, I am sorry to say, but some Supermarkets can do better.
Built for budget, throughput, not thoughtfulness.
And of course, we have those brands and quality operators that not only believe in genuine hospitality but thrive on it. The brands invest in people, culture, and service that matter. Those are the places where passion thrives. But even here, technology and a spreadsheet mentality is advancing. The days when Horst Schulze advised owners not to expect a certain percentage point of profit are gone. Hoteliers now need to think clearly about which of these options best fits their career plans. (The details are in my book The Perfect Hotel Career.) Choose wisely: between a hospitality vending machine with a loyalty app —or a hotel company that is emotional, human, adventurous, and beautiful—one with heart and a story to tell.
There is no right or wrong—only the place where one performs best. A career must be built where passion and objectives lead, not where processes bind. Planning should start early. If unsure where to begin, one should seek a quality mentor. Not a LinkedIn guru with slides and courses for sale, but someone who has walked hotel floors at midnight, handled overbooked lobbies, and still knows how eight hours of making beds or washing dishes during dinner service truly feel.
Next week I will adress some of the fundamentally important question, I am encountering again and again. They all have to do with A.I. How to take advantage of A.I. and what kind of A.I. to use for my career planning.
Until then I wish You a good week!
Helmut
