Failing to plan = planning to fail


Succession planning is a critical component of any industry’s longevity and vitality. It’s the blueprint for ensuring the expertise, values, and experiences of today’s leaders are passed on to the leaders of tomorrow. This concept holds even greater significance in hospitality. As someone who has witnessed firsthand the intricacies of the hotel business from a young age, I understand the importance of nurturing the next generation of hoteliers.

My parents moved to the U.S. in the 1980s and opened their first hotel in Corbin, KY, and later relocated to Daytona Beach, FL, creating an ownership situation that would need an eventual resolution once my parents decided to step away from daily operations.

I’ve worn many hats in the hotel business – from renting and cleaning rooms to delving into the intricacies of hotel management. These experiences have afforded me a unique perspective and the ability to relate to hoteliers at all levels of the business. However, success in the hotel industry demands more than just experience. It requires guidance, encouragement, and a network of like-minded professionals with a passion for hospitality. That’s why I encourage hoteliers considering this path to develop a succession plan that ensures the continued success of everything they’ve built and facilitates a smooth transition as they reduce their operational role.

I encourage family-owned hotels to focus on five factors to secure a smooth transition to the next generation:

  1. Establish a Well-Defined Succession Plan: This plan should outline who will take over leadership roles in the hotel, the timeline for the transition, and the criteria or qualifications for family members to assume these positions. Having a clear roadmap ensures everyone is on the same page and reduces uncertainty during the transition.
  2. Effective Communication Within the Family: Open and honest discussions about roles, responsibilities, and expectations help prevent conflicts and misunderstandings. Regular family meetings to address concerns, share updates, and make joint decisions can foster a sense of unity and collaboration.
  3. Professional Development: Ensure the next generation receives the necessary education, training, and experience to excel in their roles. This step may involve encouraging family members to pursue relevant degrees or certifications, gaining experience in various hotel departments, and participating in industry-related training programs. Building their skills and expertise will boost their confidence and competence in leadership positions.
  4. External Expertise: Seek guidance from external advisors or consultants with experience in family business transitions and the hospitality industry. These experts can provide objective insights, mediate disputes, and offer strategic advice. They also can help with financial and legal aspects, such as estate planning and tax implications.
  5. Gradual Transition: Rather than an abrupt change, consider a phased approach to the transition. This gradual shift of responsibilities allows the next generation to learn and grow into their roles while benefiting from the mentorship and guidance of the current generation. It can also help mitigate the risk of disruption to the hotel’s operations.

Additionally, it’s essential to address any potential challenges or conflicts early on and proactively work toward solutions. The path to a successful and sustainable hotel industry lies in our ability to nurture tomorrow’s leaders today. Let’s continue to build a legacy of excellence in the hospitality business by ensuring we’ve positioned our businesses for long-term success, well after we’ve passed control to the next generation.


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