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Why Hospitality Leaders Struggle to Know Where to Start

Understanding what’s really happening on your team before taking action.


Leadership conversations in action

On any given day, hospitality leaders are constantly trying to maintain standard operations, anticipate guests’ needs while ensuring their teams are equipped with the necessary resources and support to complete their daily tasks. While this may sound as if this is all there is to being a leader in such a vibrant, high-demand, high-touch industry, they often deal with other challenges, such as staff shortages, operational pressure, and team dynamics all at the same time. 


With so many priorities on hand, it makes it even more difficult for leaders to lead with emotional intelligence and solve all the issues at the same time. This is why leaders struggle to know where to start. This doesn’t mean leaders lack the knowledge to prioritize these issues, but they lack clarity on what to tackle first. 


From a leader’s perspective, you might see on a shift that there is tension in the housekeeping department because two housekeeping staff quit, and three others called out sick on a very busy day when many guests are arriving. While passing the front desk, you may notice that team members are disengaged when checking in guests, and throughout the day, more and more issues start building up. Situations like these often lead to reactive decision-making. They may not be able to take the time to assess the situation. This can result in frustration among teams and employees.


In many cases, hospitality leadership is complex because the issues are layered, interconnected, and not easily diagnosed. This kind of leadership can lead to stress not only for leaders but also for their teams. When stress is not addressed, it starts to show up in different ways, such as burnout, absenteeism, and inconsistent performance. What helps is not jumping straight into action, but taking a step back to understand what is actually happening.


This means identifying the real issue and deciding what actions are needed. This is the approach I use in my work through the ROWE Leadership Dialogue framework. It focuses on reflecting on the situation, understanding what is happening, working through possible options, and then identifying the best way forward.


So, maybe the issue is not doing more. Maybe it is knowing what to tackle first. What is often needed most is the space to think before acting. 



One place to start is by asking: 


  • What is the one issue that is having the biggest impact on my team right now? 

  • How is this issue affecting performance and overall guest satisfaction?

  • What resources are available to address it?

  • How quickly can it be resolved if action is taken?


This is the kind of work I focus on in the Hospitality Leadership Lab, where leaders bring real situations and take the time to work through them in a structured and practical way. It is an environment where leaders can share practical solutions to everyday challenges and leave with more confidence to address the issue immediately with their team.


I would be curious to learn how you tackle challenges when nothing feels urgent on its own, but everything needs attention to improve team performance and outcomes.


We encourage knowledge sharing and thoughtful dialogue.


Join the conversation by sharing your perspective in the comments below.


If this feels familiar and you are trying to figure out what to focus on first, I am starting a small Hospitality Leadership Lab session on April 8. There is no payment or commitment required for this first session.


This is a space for leaders to bring real situations and take the time to think through them before taking action.



Or reach out if you have questions.


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About the Author


Dr. Keneika A. Rowe, CHE, CHIA

Hospitality Leadership & Workforce Development Consultant | Founder, GlobalSD Training & Consulting Services


Dr. Rowe is a hospitality educator and leadership and workforce development consultant. She is the founder of GlobalSD Training & Consulting Services and partners with hospitality professionals to strengthen leadership capabilities, improve organizational culture, and build sustainable workforce systems that support long-term success. With a background in hospitality operations, higher education, and management research, her work focuses on a practical, hands-on, and people-centered approach that promotes leadership and workforce development. She frequently writes on leadership, workforce development, sustainability, and emerging hospitality trends. She is also the founder of the Hospitality Leadership Lab, where leaders come together to work through real workplace challenges and exchange practical solutions.

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