Leadership Without Limits: Why Hospitality Should Embrace Experience

The hospitality industry’s hiring practices reveal a curious contradiction: while the world’s most complex organizations—countries—are often led by individuals in their 60s, 70s, or even 80s, hotels frequently prioritize younger professionals for General Manager roles. This raises an important question: Are we undervaluing the role of experience in hospitality leadership?

The Case for Experience in Leadership

Political leaders like Xi Jinping (71), Sergio Mattarella (83), and Donald Trump (78) are entrusted with responsibilities impacting millions. Their leadership is shaped by decades of navigating challenges, managing crises, and making pivotal decisions. Why, then, is there hesitancy in applying this same trust to older professionals in hospitality?

Hospitality management, like governance, requires strategic vision, operational expertise, and an ability to adapt in dynamic environments. Older leaders often excel in these areas, leveraging years of experience to:

• Enhance Decision-Making: Drawing on extensive past experiences, seasoned managers can make more informed and balanced decisions.
• Mentor Emerging Talent: Older leaders are uniquely positioned to guide younger staff, passing on knowledge and fostering future leaders.
• Navigate Crises: Whether it’s managing global events, natural disasters, or PR challenges, experience equips leaders with the tools to stay calm and decisive under pressure.

Ageism in Hospitality

The bias toward younger General Managers may stem from stereotypes linking youth with energy, adaptability, and tech-savviness. However, this overlooks the complementary strengths of older professionals, such as stability, nuanced understanding of human behavior, and long-term vision.

Ageism not only limits opportunities for experienced leaders but also deprives organizations of a depth of knowledge that can drive innovation and resilience. In fact, blending youthful dynamism with seasoned expertise could yield the most effective leadership teams.

Reimagining Leadership in Hospitality

Rather than focusing solely on age, the industry should prioritize capabilities, leadership style, and cultural fit. For instance:

1. Evaluating Potential: Assess candidates based on their track record of performance and ability to inspire teams, regardless of their age.
2. Creating Mentorship Opportunities: Pairing younger leaders with older mentors can build symbiotic relationships that benefit organizations as a whole.
3. Championing Diversity: Encourage age diversity as part of broader inclusivity initiatives to foster innovation through diverse perspectives.

The Way Forward

The hospitality industry’s future depends on its ability to adapt not just to technological advancements and shifting guest expectations, but also to evolving workforce dynamics. Valuing experience alongside fresh perspectives will strengthen leadership teams and enhance organizational success.

By moving past age biases and embracing leaders of all generations, the hospitality sector can reflect its commitment to inclusivity and excellence—qualities that mirror the diversity of its global clientele. It’s time to redefine leadership not by years lived, but by the value brought to the table.