Hotel Guest Experience Tips

You can’t teach someone to care, but you can show them what caring looks like. I loved reading “Unreasonable Hospitality" by Will Guidara. It’s packed with stories and practical examples from his career, particularly at Eleven Madison Park, where he transformed the restaurant through a culture of exceptional hospitality, demonstrating how to go above and beyond to make every moment memorable. Every business can be in the hospitality industry. My favorite takeaways from the book: 1. Lead with actions, not words - show your team what genuine care looks like through your actions 2. Empower your team - give them autonomy to make decisions that enhance the customer experience 3. Personalize the experience - small, thoughtful gestures can leave a lasting impact 4. Celebrate moments - recognize and celebrate both guest and team milestones 5. Cultivate continuous improvement - use setbacks as opportunities to improve and commit to excellence I loved the stories illustrating where Will and his team would go above and beyond for their guests like: -Organizing a spontaneous sledding trip for a family visiting from Spain who had never seen snow before. -Filling a private dining room with sand for a couple who had to cancel their beach vacation, giving them a beach-like atmosphere and an even more memorable experience. -Personalizing a menu for one regular guest who was a huge fan of a particular musician, with each dish named after one of the artist’s songs. The insight here is that it’s not about the spectacle but about authentic and thoughtful actions that make guests feel special and valued. For anyone looking to elevate customer and employee experience, "Unreasonable Hospitality" is a blueprint for how to turn ordinary interactions into memorable experiences through genuine care and leading by example. #customerexperience #leadership #management

Let's go >>>>> Beyond the Guest Hospitality is not about buildings, beachfronts, or branded bathrobes. It’s about people. And it’s time we stop pretending otherwise. You want to improve guest satisfaction? Start before the guest ever arrives. Start with your team. Because happy, empowered employees create exceptional guest experiences. Miserable, overworked, underpaid ones? They kill them. This industry loves to say, “The guest is always right.” Here’s what I say: If your team is always miserable, your guest experience is already wrong. You can spend millions renovating rooms and designing spa menus, but if your staff is burnt out, disconnected, or terrified of management, none of it will matter. Guests can feel tension. They can feel when smiles are forced. You think you’re hiding it? You’re not. Let me give it to you straight — here's the tactical shift: 🔹 Invest in internal culture like you invest in marketing. That means team-building that’s not corny, actual conflict resolution training, open-door leadership, and treating staff feedback like guest feedback. 🔹 Pay people like they matter. Stop using “passion for hospitality” as an excuse to underpay. Passion doesn’t cover rent. If you want world-class service, give them world-class compensation. 🔹 Promote from within. You want loyalty? Show a clear path. Housekeepers can become managers. Receptionists can run departments. But only if leadership is smart enough to recognize potential over résumés. 🔹 Leadership needs to be visible. Not just in memos, but in the lobby, in the staff cafeteria, in the real day-to-day. You want to know what’s broken? Go see for yourself. Ask your team. Then listen. 🔹 Mental health is not a buzzword. Create space for people to breathe. Enforce breaks. Shut down toxic behavior. Hospitality is emotional labor — if you're not acknowledging that, you're already behind. This is how you build a brand from the inside out. Because here’s the truth: guest experience is just employee experience, passed down the chain. If you build a culture your staff brags about, your guests will feel it — without you ever saying a word. Let’s stop talking about “guest-first” and start talking about people-first. That’s how you win. 📸 This was last year aboard Holland America Line in the galley with the team. This was such a fun sailing with CHRIS PALMER and Ryan Baird. --- I’m Scott Eddy, keynote speaker, social media strategist, and the #15 hospitality influencer in the world. I help hotels, cruise lines, and destinations tell stories that drive revenue and lasting results, through strategy, content, and unforgettable photo shoots. If the way I look at the world of hospitality works for you, and you want to have a conversation about working together, let’s chat: scott@mrscotteddy.com.

It seemed like a simple question. Why did so many people get it wrong? In 1951, Solomon Asch devised an experiment to test the effects of social pressure on behavior. Subjects were told it was a visual acuity test. They were placed in a room with several other people and asked to identify the matching line in a series of simple tests. Unbeknownst to the subject, the others in the room were actually Asch's assistants and had been instructed to give wrong answers. For instance, they answered "C" for the example below. Everyone said their answer out loud. The subject was seated so they would be one of the last to respond. The results were stunning: * 36.8% of answers were wrong * 75% of subjects gave at least one wrong answer People gave wrong answers for two main reasons: 1. The group responses made them question themselves. 2. They felt uncomfortable going against the group. Asch's experiment proved the power of social pressure on our behavior. You can see this at work in customer service teams. A strong service culture creates positive social pressure. Employees naturally want to deliver great service. 1. They question themselves if they do the wrong thing. 2. It feels uncomfortable to provide poor service. Negative cultures do the opposite. Employees are afraid to be customer advocates. They feel ostracized for delivering great service. Bottom line: Service culture encourages employees to do the right thing. How can you set a positive example?

When I worked in hotels, I quickly learned that when a guest was truly upset, level 10 mad, about something seemingly small (no lounge chair at the pool, no ocean-view table, no room left in a snorkeling lesson), it was never just about that one thing. I called it the three-door rule: 🚪 Door One: The immediate complaint. The thing they’re upset about right now. 🚪 Door Two: The earlier disruption. Maybe their flight was delayed, their luggage got lost, or their room wasn’t ready when they arrived. 🚪 Door Three: The real reason. The thing that started the downward spiral. Maybe they’ve been stressed for weeks. Maybe this trip was supposed to be perfect, and nothing has gone right. Here’s the key, if you truly listen, empathize, and do everything in your power to help them, Doors Two and Three start to fade away. Their frustration isn’t just about the lounge chair, it’s about feeling unseen, unheard, or like their vacation (or moment) is slipping away. Exceptional customer service, in any industry—is about being committed to unpacking the real issue. If you can do that, you’re not just solving a problem; you’re turning a bad experience into a great one.

Six Senses just lost its CEO. Hospitality may have lost its best champion. Neil Jacobs didn’t just scale a brand. He revived a truth too many in hospitality forgot: ✨ Hotels aren’t built on rooms and revenue. They’re built on people. Skilled GMs. Proud teams. Cultures that care. Under his leadership, Six Senses achieved something rare: Emotional continuity from first click to final farewell. Every moment whispered: "We thought of you." A jasmine-scented room. A handwritten welcome note. A staff member remembering your name. Not from a CRM, but from memory. That’s how they justify $1,500+ ADRs. When you deliver real emotion, guests don’t calculate. They remember how it felt. Most hotels can’t say the same. Since COVID: 🔹 Skeleton crews replacing seasoned teams 🔹 Managers doing triple shifts, not mentoring 🔹 Guest experience buried beneath spreadsheets Picture this: You’re standing in the lobby at 7:15 AM. There’s a sign: ‘Breakfast available at the café.’ You paid $450 for the room. The muffin is extra. These aren’t isolated annoyances. They’re early warnings. If this is what $450 feels like now, what will $900 feel like in 2030? We need a shift in mindset: - Fewer staff requires higher emotional intelligence - Change focus from RevPAR to lifetime value - Fewer generic ops, more crafted touchpoints - Less back-office weight, more front-stage brilliance GMs are the new Chief Experience Officers. Give them the tech. The freedom. The mandate to lead like it. 💡 If your P&L can’t fund joy, it's not ready for the future. This isn’t just a hiring issue. It’s a business model problem. We’re looking at 5-star assets delivering 2-star experiences. If not today, by 2030. Design for emotion. Or risk being forgotten. If you were lucky enough to have stayed at one of the properties, what's your favorite Six Senses moment? #GuestExperience #HotelLeadership #Hypercommerce #HospitalityTransformation #DesignForEmotion #GMShortage #FutureOfHotels Guestcentric

Service vs. Hospitality: What’s the Difference? As a Hotel Director onboard a cruise ship, I’ve had the privilege of witnessing thousands of guest interactions, each one a chance to either deliver a task or create a memory. Over the years, one lesson has become crystal clear to me: there’s a profound difference between service and hospitality. Service gets the job done. Hospitality leaves a mark. And understanding the distinction between the two is what separates good experiences from unforgettable ones. Recently, I came across an article that really stuck with me, it was about the difference between service and hospitality. I was so impressed by how clearly and simply it explained the two concepts. The distinction was made in such an elegant and straightforward way that it really resonated with me. Here are five key truths I’ve learned that continue to guide my leadership and our onboard culture: 1. Service is transactional. Hospitality is personal. Service is checking in a guest efficiently and professionally. Hospitality is recognizing that same guest from their last voyage, calling them by name, and welcoming them like an old friend. It’s not just about process—it’s about presence. 2. Service is following steps. Hospitality is anticipating needs. Yes, a guest should receive their meal on time. But what if we could offer their favorite wine before they even mention it? Hospitality is about going beyond the checklist—it’s about reading the moment and showing we care enough to notice. 3. Service is reactive. Hospitality is proactive. Service responds to a complaint with a solution. Hospitality works behind the scenes to ensure that complaint never happens in the first place. By understanding guest expectations and staying one step ahead, we create peace of mind before issues arise. 4. Service is standardized. Hospitality is emotional. Service ensures the room is spotless. Hospitality adds a handwritten note or arranges a guest’s favorite flowers. The former is expected. The latter touches the heart. 5. Service is an expectation. Hospitality is what makes a brand unforgettable. Any hotel—or ship—can offer service. But it’s the feeling of genuine hospitality that guests carry with them, long after they disembark. It’s what makes them return. It’s what they tell their friends about. Why It Matters In the world of luxury travel, speed and efficiency are no longer enough. Guests crave authenticity. They seek connection. And that’s where hospitality shines. When we, as hoteliers and service professionals, embrace hospitality as a mindset, not just a department, we elevate every interaction. We create not just satisfaction, but loyalty. Not just moments, but memories. As someone who lives and leads in a floating hotel, I’ve come to see that hospitality isn’t a skill, it’s a choice. One we make every day. One that turns service into something so much greater. And that’s what makes all the difference. Celebrity Cruises

"Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard." -Danny Meyer Born in St. Louis, Missouri, Meyer was influenced early by his culinary travels. He studied political science at Trinity College, but his passion for food and service led him to the hospitality industry. Meyer opened his first restaurant, Union Square Cafe, in 1985, known for its exceptional service and inviting atmosphere, a concept he terms "enlightened hospitality." Now, Danny Meyer is a renowned American restaurateur and the CEO of Union Square Hospitality Group. His portfolio includes famous New York City restaurants like Union Square Cafe and Gramercy Tavern, as well as the popular fast-casual chain Shake Shack. Here are Meyer’s 6 Rules of Enlightened Hospitality behind his enduring success: 1. Put Employees First "The road to success is paved with mistakes well handled." ↳ Prioritize the well-being and happiness of your team. Satisfied employees lead to satisfied customers. 2. Focus on Hospitality, Not Just Service "Service is the technical delivery of a product. Hospitality is how the delivery of that product makes its recipient feel." ↳ Go beyond mere service. Create a memorable and personalized experience for every guest. 3. Hire for Emotional Skills (51 Percenters) "You can teach any skill, but you can't teach a smile." ↳ Invest in people who naturally radiate warmth and kindness. These individuals are essential to cultivating a welcoming atmosphere. 4. Collect the Dots "Understanding your guests' needs is about collecting as many dots as possible." ↳ Gather and use information about your guests to enhance their experiences. The more you know, the better you can serve. 5. Write the Last Chapter "Great service is about writing a great last chapter, even if the first few chapters weren’t so great." ↳ Ensure every guest interaction ends positively, turning even unsatisfactory experiences into opportunities for loyalty. 6. Constant Gentle Pressure "Once you set the standards, maintaining them becomes a matter of pushing gently but steadily." ↳ Continuously uphold high standards with consistent, gentle reminders and practices that encourage excellence every day. These principles are applicable to anyone in a service-oriented business. Integrating these into your company can dramatically enhance how customers perceive and interact with your brand. Want to learn more? Then I recommend reading his book "Setting the Table". What do you think of Meyer's rules? Share your thoughts in the comments. 💬 #HospitalityIndustry #GuestExperience #Leadership #ServiceExcellence HotelTechReport.com | The Leading Authority on Hotel Technology Follow me for more hotel software and technology insights.

“The Power of Lateral Service and Servant Leadership in Luxury Hospitality” In the world of luxury hospitality, every detail matters. Guests expect not just excellence but an experience that is seamless, personalized, and memorable. Achieving this level of service goes beyond protocols and procedures; it requires a deep commitment to lateral service and servant leadership. Lateral service means that every team member, regardless of their role or department, steps up to meet the needs of the guest or the team. It's about breaking down silos and ensuring that everyone is empowered to act in the best interest of the guest. This flexibility and collaboration create a more cohesive and responsive service environment. Servant leadership complements this by shifting the focus from traditional hierarchical leadership to one where leaders prioritize the growth, well-being, and empowerment of their teams. In this model, leaders serve first. They listen, support, and remove obstacles, enabling their teams to perform at their best. In luxury hospitality, where every guest interaction must be flawless, the combination of lateral service and servant leadership can transform a good experience into an extraordinary one. It builds a culture of care, respect, and excellence, where every team member feels valued and motivated to contribute their best. This culture not only enhances guest satisfaction but also drives employee engagement, retention, and innovation. This approach isn’t just for luxury hospitality—it’s a blueprint for any business aiming to achieve excellence. When leaders serve their teams, and teams serve each other laterally, the entire organization becomes more agile, resilient, and capable of delivering exceptional value to its customers. In the end, the real luxury in any business is the commitment to service—both to customers and to each other. When that commitment is rooted in lateral service and servant leadership, it creates an environment where everyone thrives, and excellence becomes the standard. CB #leadership #servantleadership #lateralservice #luxuryhospitality #team #teamwork #talent #people #peoplefirst

I’ve been having a lot of conversations with clients that need help with creating VIP experiences on tighter budgets. Sound familiar? I’m going to share some strategies for “smart luxury” so you can create more of those win-win premium experiences while keeping you on-budget and driving the results you want! But first…I love this quote: “Luxury means just giving more; hospitality means being more thoughtful”. Powerful, huh? But what does that mean? Example #1: Rather than spending $100 more on caviar for every attendee, investing in an “event concierge” who will sending a personalized email to every attendee before a special dinner to ask them if they have any special requests, share with them who they can expect to meet, the format, how much you’re looking forward to making personalized intros to them...  Why does this work? If you take the time to invest in getting to know your attendees and showing you’re invested in their personal experience, they are more likely to show up, be engaged, remember to take the action you want them to take after the event. Example 2: Rather than providing fancy but generic gifts, do a little time “researching” guests and personalize a welcome amenity to set the tone for the event. I once bought-out a hotel for an event, and they sent up a “blind tasting” wine experience to my room when I arrived since I had recently passed the Court Master Sommelier exam. They had researched that about me. It was so fun to have a playful moment where I got to taste wine and guess what they had selected for me (it was a Robert Sinsky pinot gris and yes, I still remember 10 years later because it was so personalized and unique!) Why does this work? That bottle of wine cost them roughly $30, but the thoughtfulness that they put into covering the bottle, printing out a blind tasting test from the Court master sommelier site, and delivering it with some nuts/olives and a fun note made such an impact on me, I’ve shared this story so many times! They could have instead sent up a $150 bottle of champagne, but I probably wouldn’t have opened it and also probably wouldn’t have remembered it from all the other bottles of champagne I’ve received. Fancier isn’t always better and thoughtfulness counts! Example 3: Listen and respond. I was once managing a Google Executive event and I noticed in our event app’s chat one attendee was complaining that he was really craving his afternoon Diet Coke fix. So I went to the nearest vending machine, and bought one to hand deliver to him. That Google client was so surprised/delighted that we had delivered what he was craving in the moment, that he booked a meeting with our SVP afterwards, and we closed a major deal! Hospitality is about making your guests comfortable, anticipating their needs, and then delivering a personalized and delightful experience. It can involve luxurious treats, but doesn’t need to. All it takes is time, intentionality and good old fashioned hospitality.

Here are 7 habits that set top-performing GMs apart – ↓↓↓ 1. They spend time where guests are. The best GMs walk the floor daily. → They watch check-ins and see where guests hesitate. → They observe breakfast service to spot errors before complaints happen. → They sit in the lobby and see the hotel through a guest’s eyes. Key Idea: A problem noticed early is a problem that never escalates. 2. They listen to complaints that never get raised. Most unhappy guests don’t leave bad reviews – they just don’t come back. → If guests keep asking, “How long will it take?” – your check-in is too slow. → If they keep requesting extra pillows – you might need better default options. → If they hesitate before ordering room service – maybe pricing or selection is off. Key Idea: Real feedback isn’t just in surveys. It’s in guest behaviour. 3. They train staff to solve problems, not escalate them. “Let me check with my manager” = guest frustration. The best hotels empower staff to: → Comp a coffee if service was slow. → Offer a late checkout without a debate. → Fix a mistake without needing five approvals. Key Idea: Speed beats hierarchy when it comes to great service. 4. They fix small frustrations before they become big problems. A slow elevator. An unclear parking sign. A room that’s “almost” ready. Most guest frustrations aren’t surprises – they’re patterns. → The best GMs look for patterns before guests complain. → They fix service gaps before they hit a review site. Key Idea: Preemptive action > Reaction 5. They measure what actually moves the needle. Guest experience isn’t just about review scores. Smart GMs track: → Time to resolve guest issues – not just complaints logged. → % of repeat guests – not just occupancy rates. → Service response times – not just satisfaction scores. Key Idea: Data is useless unless it leads to better decisions. 6. They steal great ideas from outside the industry. The best hotels aren’t just learning from other hotels. → Luxury brands teach them about guest personalization. → Airlines teach them about operational efficiency. → Retail giants teach them about loyalty and upsells. Key Idea: Great service is great service – no matter the industry. 7. They create consistency – not just moments of greatness. A one-time wow moment won’t fix a stay full of friction. → A smooth check-in, every time, beats an occasional VIP upgrade. → Room service arriving on time matters more than free desserts. → A problem-free stay is more memorable than a surprise perk. Guests don’t return for one amazing moment. They return because they trust every moment will be seamless. Great hotels are built on small things done right, over and over again.