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Hospitality has always been an industry where people learn through experience. Many of today’s leaders progressed by taking on new responsibilities, solving problems as they arose and learning through the realities of hotel operations.
That pathway remains invaluable. But the demands placed on hotel leaders have evolved. Running a successful hotel today requires far more than operational excellence. Leaders are expected to think strategically, build high-performing cultures, navigate economic uncertainty, embrace technological change and retain talented people in an increasingly competitive market. First-hand experience remains the foundation of great leadership, but it is no longer enough on its own.
If we want the next generation of hospitality leaders to thrive, we need to think differently about how we prepare them. Structured, accessible development gives talented people the opportunity to broaden their thinking, strengthen their leadership skills and build the confidence needed to lead increasingly complex organisations.
I have seen the value of that investment first-hand.
In 2015, I was fortunate to receive a Master Innholders’ Innholder Scholarship, a fully funded opportunity that allowed me to step away from the day-to-day demands of hotel operations and focus on developing as a leader. It broadened my commercial understanding, challenged my thinking and introduced me to a network of peers that continues to influence me today.
Now, as General Manager at Hilton London Paddington and Chair of the Innholder Scholars, I have the privilege of seeing that same impact continue for new generations of hospitality professionals.
The outcomes speak for themselves. Across the three most recent cohorts of Scholars, 70% have progressed into senior or executive leadership positions, with many taking on broader operational responsibility after completing the programme. Importantly, every scholar from those cohorts remains working within hospitality, highlighting the important role structured development can play in long-term retention.
One of the biggest lessons I took from my own scholarship was the value of creating time to step away from the day-to-day and think differently. In hospitality, it is very easy to get caught up in the immediate demands in front of you, and before you know it, the time to reflect, learn and think more strategically has passed.
That transition from focusing on solving the problem in front of you to thinking more about the bigger picture is something many leaders experience as they progress through their careers, but don’t always have the space to properly develop without structured training and development.
Karen de Koning MIH IS, General Manager at Grove of Narberth and a 2021 Innholder Scholar, describes this as one of the biggest shifts the scholarship encouraged her to make.
“The training I received through my scholarship taught me to think more strategically, and to do the same for my team. Without that space, it is hard to see the bigger picture,” explains Karen.
She also reflects on how having that opportunity to step back helped her recognise her own progress and continue developing as a leader.
“Having that framework was invaluable. It helped to reaffirm my learnings, validate my achievements, and gave me the confidence to keep growing.”
This is a lesson our industry should not overlook. More responsibility is expected as we progress in our careers, but that should not come with fewer opportunities to reflect and develop.
Early in my own career, I realised how easy it is to view problems purely through the lens of your own property or experience. It can take a step outside of that environment to really challenge your assumptions.
David Morgan Hewitt MIH MI IS, Chair of The Goring and one of the first Innholder Scholars, experienced this first-hand when he attended the programme in 1997 alongside hoteliers from around the world.
“I was 35 years old when I went to Cornell as part of my scholarship, and in many ways I was very green at the time,” he recalls.
“What stood out most was the value of those different perspectives. Working alongside such a diverse group of hoteliers challenged assumptions and reinforced the importance of listening and staying open to alternative approaches.”
That ability to step outside your own environment was valuable to David back in 1997, and it is arguably even more valuable to aspiring hoteliers today. It is easy to become focused on your own way of doing things, but leadership improves when you are exposed to different perspectives and ideas.
As leaders gain experience, another important transition takes place, one that involves moving beyond simply absorbing knowledge from others. Good training and development give people the ability to trust in their own judgement more, helping them find their own voice and lead with confidence.
Samantha Rieu IS, General Manager at 11 Cadogan Gardens and a 2024 Innholder Scholar, describes this shift clearly in her own leadership journey:
“The training I received reinforced that I do know my craft, that my perspectives are valuable, and that others appreciate and learn from them. That confidence has been instrumental as I’ve stepped into more senior leadership roles.”
For Samantha, that confidence has also shaped how she operates day to day, particularly in how she engages with colleagues and the wider industry.
“Many of us can feel quite isolated within our individual properties,” she explains. “Opportunities like the Innholder Scholarships bring us together, allowing ideas to be shared, challenges to be discussed, and meaningful connections to be built.”
Hospitality will always be an industry where experience matters. Nothing replaces the lessons learned from running busy hotels, leading teams through challenges and delivering exceptional guest experiences.
As roles become more complex and expectations on leaders continue to grow, it’s clear though that strategy, connection and confidence are becoming essential parts of effective leadership. Hospitality will always rely on people progressing through experience and stepping into leadership roles as they grow. But supporting that journey in a more structured and connected way is what ensures the industry continues to develop strong, capable leaders for the future.
Hospitality has always been an industry where people learn through experience. Many of today’s leaders progressed by taking on new responsibilities, solving problems as they arose and learning through the realities of hotel operations.
That pathway remains invaluable. But the demands placed on hotel leaders have evolved. Running a successful hotel today requires far more than operational excellence. Leaders are expected to think strategically, build high-performing cultures, navigate economic uncertainty, embrace technological change and retain talented people in an increasingly competitive market. First-hand experience remains the foundation of great leadership, but it is no longer enough on its own.
If we want the next generation of hospitality leaders to thrive, we need to think differently about how we prepare them. Structured, accessible development gives talented people the opportunity to broaden their thinking, strengthen their leadership skills and build the confidence needed to lead increasingly complex organisations.
I have seen the value of that investment first-hand.
In 2015, I was fortunate to receive a Master Innholders’ Innholder Scholarship, a fully funded opportunity that allowed me to step away from the day-to-day demands of hotel operations and focus on developing as a leader. It broadened my commercial understanding, challenged my thinking and introduced me to a network of peers that continues to influence me today.
Now, as General Manager at Hilton London Paddington and Chair of the Innholder Scholars, I have the privilege of seeing that same impact continue for new generations of hospitality professionals.
The outcomes speak for themselves. Across the three most recent cohorts of Scholars, 70% have progressed into senior or executive leadership positions, with many taking on broader operational responsibility after completing the programme. Importantly, every scholar from those cohorts remains working within hospitality, highlighting the important role structured development can play in long-term retention.
One of the biggest lessons I took from my own scholarship was the value of creating time to step away from the day-to-day and think differently. In hospitality, it is very easy to get caught up in the immediate demands in front of you, and before you know it, the time to reflect, learn and think more strategically has passed.
That transition from focusing on solving the problem in front of you to thinking more about the bigger picture is something many leaders experience as they progress through their careers, but don’t always have the space to properly develop without structured training and development.
Karen de Koning MIH IS, General Manager at Grove of Narberth and a 2021 Innholder Scholar, describes this as one of the biggest shifts the scholarship encouraged her to make.
“The training I received through my scholarship taught me to think more strategically, and to do the same for my team. Without that space, it is hard to see the bigger picture,” explains Karen.
She also reflects on how having that opportunity to step back helped her recognise her own progress and continue developing as a leader.
“Having that framework was invaluable. It helped to reaffirm my learnings, validate my achievements, and gave me the confidence to keep growing.”
This is a lesson our industry should not overlook. More responsibility is expected as we progress in our careers, but that should not come with fewer opportunities to reflect and develop.
Early in my own career, I realised how easy it is to view problems purely through the lens of your own property or experience. It can take a step outside of that environment to really challenge your assumptions.
David Morgan Hewitt MIH MI IS, Chair of The Goring and one of the first Innholder Scholars, experienced this first-hand when he attended the programme in 1997 alongside hoteliers from around the world.
“I was 35 years old when I went to Cornell as part of my scholarship, and in many ways I was very green at the time,” he recalls.
“What stood out most was the value of those different perspectives. Working alongside such a diverse group of hoteliers challenged assumptions and reinforced the importance of listening and staying open to alternative approaches.”
That ability to step outside your own environment was valuable to David back in 1997, and it is arguably even more valuable to aspiring hoteliers today. It is easy to become focused on your own way of doing things, but leadership improves when you are exposed to different perspectives and ideas.
As leaders gain experience, another important transition takes place, one that involves moving beyond simply absorbing knowledge from others. Good training and development give people the ability to trust in their own judgement more, helping them find their own voice and lead with confidence.
Samantha Rieu IS, General Manager at 11 Cadogan Gardens and a 2024 Innholder Scholar, describes this shift clearly in her own leadership journey:
“The training I received reinforced that I do know my craft, that my perspectives are valuable, and that others appreciate and learn from them. That confidence has been instrumental as I’ve stepped into more senior leadership roles.”
For Samantha, that confidence has also shaped how she operates day to day, particularly in how she engages with colleagues and the wider industry.
“Many of us can feel quite isolated within our individual properties,” she explains. “Opportunities like the Innholder Scholarships bring us together, allowing ideas to be shared, challenges to be discussed, and meaningful connections to be built.”
Hospitality will always be an industry where experience matters. Nothing replaces the lessons learned from running busy hotels, leading teams through challenges and delivering exceptional guest experiences.
As roles become more complex and expectations on leaders continue to grow, it’s clear though that strategy, connection and confidence are becoming essential parts of effective leadership. Hospitality will always rely on people progressing through experience and stepping into leadership roles as they grow. But supporting that journey in a more structured and connected way is what ensures the industry continues to develop strong, capable leaders for the future.
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It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy.
The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making
The point of using Lorem Ipsum is that it has a more-or-less normal distribution of letters, as opposed to using ‘Content here, content here’, making it look like readable English. Many desktop publishing packages and web page editors now use Lorem Ipsum as their default model text, and a search for ‘lorem ipsum’ will uncover many web sites still in their infancy.
It is a long established fact that a reader will be distracted by the readable content of a page when looking at its layout. The point of using Lorem Ipsum is that it has a more-or-less normal distribution
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