It is clear that our hotel General Managers (GMs) are the key drivers when it comes to delivering excellence in business performance for our owners, so that is why at Aimbridge EMEA we believe in supporting and nurturing our talent, as well as empowering them to drive success in their role and across the team, too.

Here, with the help of some of our General Managers from across our portfolio, we take a look at how the role is evolving, highlighting the role our GMs play in the business and why, ultimately, a career in hospitality can be so rewarding.

• James Conaghan (JC) GM of Novotel/Adagio Leicester. James has been a GM for the last 27 years, securing his first post at just 24 years of age. Prior to this role he held Cluster GM roles for Jupiter Hotels and Choice Hotels, Menzies Hotels and Forte Hotels.
• Paula Stuart (PS) is GM of AC by Marriott in Belfast. Paula has worked as a GM since 2011, initially with the Hilton brand.
• John Lambourne-Richardson (JLR) has been a GM for the last 36 years and is currently in the role at Hampton by Hilton Stockton-on-Tees. He has also been GM at HIEX Folkestone, Macdonald Winchester, Macdonald Mudeford, Forte Salisbury, Forte Yeovil and Forte Posthouses.
• Paul Wood (PW) is GM at the Hampton by Hilton Edinburgh West End. He has been a GM for the last 18 years mostly with Hilton properties throughout Scotland, including overseeing three new openings. He has been a GM with Aimbridge for nine years.
• Tim Sparrow (TS) has been the GM of Aloft Birmingham Eastside & The Eastside Rooms since October 2023. He has been a GM since 2017 starting at Ansty Hall in Coventry.

Ever changing role

PS: The pace at which we are progressing with technology has changed dramatically and the information that we have at our fingertips still astounds me. When I started out in the hospitality business 25 years ago and compare it to now, how the industry has moved on is astounding. The desire to meet and exceed guest expectations doesn’t change, but how you do this has changed and that for me is why this is the best industry to be part of.

PW: Technology has been the biggest and most positive change that I have encountered in recent years. The ability to reach out to our guests through various platforms has dramatically improved our communication with them. I came from a time when we would post out brochures to guests in the hope they would book! Now we can communicate at the touch of a button which is just fantastic.

TS: The GM role has changed even in my relatively short time as GM. What employees want from an employer is changing and this was expedited by the COVID pandemic. It’s important we keep connected with the wishes and wants of the team and recognise where we can make things better for both employee and employer.

JC: I agree. The amount of legislation which seems to get longer every day and of course the ever- changing advancements in technology.

JLR: I’d concur with my colleague here. The rapid increase in computerisation, technology and everyone’s favourite, particularly when it comes to customer relations, the rise of social media!

Best part of the job

PS: The people I have the pleasure to work alongside and the guests we welcome daily. I love interacting with people, I find it a huge privilege that guests choose to stay/dine at the AC by Marriott, Belfast, and that our team choose to work at our hotel and grow their career with us. The fast pace of the operation which brings something new every day is something I thoroughly enjoy.

JC: I agree, seeing your team develop and become the leaders of the future is fantastic but also sharing their success and celebrating all our achievements as a team always brings me joy.

JLR: Every day as a GM is completely different so you never know what the day will bring as there is always something new to deal with which I do enjoy. I also like setting targets and achieving them, as well as supporting the development of talented members of the team and seeing them grow.

PW: The unpredictability of being a GM is what appeals to me – it always keeps me on my toes! I couldn’t work in an environment where every day feels like Groundhog Day

TS: Some old cliches here but they are true for me when I think about my job and what I enjoy. There is something different happening every day which keeps things fresh, as well as working with some amazingly talented people who care about what they do and finally working in an amazing venue in the amazing city of Birmingham.

Challenges to overcome

PS: Probably balancing priorities, from financial management and guest satisfaction, to talent management within the team and keeping abreast of industry changes.  Post Covid – staffing. Skilled staff, particularly those in culinary & senior service roles, continue to prove difficult to find. Retention is the new Recruitment.

JC: Working through and overcoming problems is a key part of a GM role and with that is ensuring you keep every stakeholder happy – employees, management company, brand and owners.

JLR: Rising costs that you have little to no control over has become an increasing issue in the last couple of years. And humans – both employees and guests – always prevent a challenge but good communication and leading from the top is key to success here.

PW: Keeping up with the times can be hard. The world is changing so quickly, and we need to ensure we adapt with it. Recruitment has its challenges too with many people moving away from hospitality in favour of perhaps higher paid and stay at home careers.

TS: The continued cost increases that are affecting all hospitality businesses (which I see no short-term change in) and finding ways to maintain profit is the biggest challenge I am finding at the moment.

Looking ahead

PS: The world of travel is changing, the focus on sustainability is something that we as leaders should play our part in. Marriott has various commitments, and I am delighted to play a part in achieving that. Working with AI is also something we will be embracing in the future, which all excites me greatly.

JC: The role is evolving as I speak! But I do think the fundamentals of the role do not change. You look after your team and ensure they have the support and tools to do their job to the best of their ability and you will have happy guests and sales and profit will follow.

JLR: More technology, I don’t think we have reached the peak of the advancements made in the past three to four decades as yet.

PW: I also think the fundamentals will stay the same however, as the world changes, we need to change with it, so we have to keep up.

TS: Customers will always be our number one focus – and I consider the team primarily as my customers, as well as guests. However, the increased role of tech in the business needs to be embraced. I’m delighted to say that as a ‘people person’, new technology will not replace employees but allow us to be more efficient and deliver a better service.

Top tips for being a GM

PS: Don’t set unrealistic targets for yourself. Make a plan but allow time to be in the moment to enjoy the journey. Build a great team around you, empower them, watch them grow. Ensure you experience all departments if you can, so you can better understand them when decisions need to be made. Most of all, have fun. 

JC: Give your team the empowerment to flourish and at the same time hold them accountable for ensuring they deliver.

JLR: Stay true to your beliefs. Have integrity and never let that dissipate. Communicate at all levels regularly and be an active listener.

PW: Have a passion and a belief in what you do and follow your dream. It will involve a lot of hard work, but it will be worth it in the end. The rewards can be high and the satisfaction you get from running a successful hotel will make you smile on a regular basis.

TS: Enjoy what you do and take pride in what you do. If you can’t do both of these, then the role is not for you. Be truthful with yourself and others and remember that honesty is always the best policy. Question everything and don’t forget to smile!