In the hotel industry, success often hinges on how quickly and effectively teams can respond to change. From handling unexpected guest needs to adjusting to shifting demand, agility has become the watchword for leaders trying to balance service with profitability.
In our latest Hot Topics session, “From Check-in to Checkout: The Key to Operational Agility and Guest Satisfaction,” in partnership with Axonify, industry executives explored what operational agility truly entails in the hospitality industry.
Moderated by Glenn Haussman, founder/host, No Vacancy Live podcast, the panel included Melissa Burghardt, CEO, Axonify; James Carroll, president/CEO, Crestline Hotels & Resorts; Jessica Lee, global officer, talent acquisition + associate development, Marriott International; and Eric Rubino, COO/principal, Extreme Hospitality.
For Carroll, agility begins with freeing staff from the back office and enabling them to deliver a high-quality guest experience.
“Operational agility, to me, means making sure our employees aren’t stuck behind a desk or buried in reports,” he said. “They should be out in the hotel, interacting with guests, engaging with their teams and seeing what’s happening firsthand. If everyone’s heads are down in spreadsheets, there’s no agility.”
That reality is compounded by the daily pressure to balance customer focus with administrative responsibilities. As Haussman pointed out, “In an ideal world, we’d love for everyone to be out front with guests. But how do you balance that with all the other work required?”
Rubino offered technology as an answer to that question. By equipping staff with the right tools, operators can minimize the burden of paperwork and keep employees focused on what matters most.
“We want teams focused on the guest or the issue right in front of them—not bogged down with a budget presentation two weeks away,” he said. “Even at the front desk, empowerment and tech enable associates to adapt quickly. That agility in the moment makes the biggest impact on the guest experience.”
The conversation turned toward talent and culture, where Lee emphasized that agility is as much about behavior as it is about systems. She reached back to the company’s roots to illustrate the point:
“Mr. Marriott had 12 rules of success, and many apply directly to operational agility—‘see and be seen,’ ‘communicate by listening’ and, most importantly, ‘err on the side of taking action,’ she said. “We need to set that expectation from the start: This is what the job is, and this is how you succeed.”
Carroll reinforced the link between culture and empowerment. For him, agility only works when staff are trusted to act decisively without waiting for approval from the top.
“You can’t expect employees to be agile if only the GM can comp a room or give points,” he said. “You have to trust your team to make decisions. Otherwise, agility doesn’t matter.”
That culture of empowerment, Lee added, has long been codified at Ritz-Carlton, where employees are authorized to spend up to $2,000 to resolve a guest issue on the spot.
For Burghardt, empowerment and confidence are inseparable. She described a simple truth that resonated across the discussion.
“The guest experience can never exceed the team experience,” she said. “Agility comes from adaptability, and adaptability comes from confidence. Our focus is on making sure employees feel role-ready and equipped to react to whatever comes their way.”
Rubino agreed, stressing that confidence grows when employees know leadership will back them up.
“If employees are afraid they’ll get in trouble for making a decision, they’ll freeze,” he pointed out. “Even if they make the wrong call, it should be a coaching moment. What matters is that they know leadership supports them in taking action.”
Training plays a vital role in preparing teams to act with that confidence. Lee noted that traditional classroom training often fails to stick, adding, “Learning must be quick, accessible and in the flow of work. No one should have to dig through a binder during a guest interaction. That way, associates can handle unique situations without leaving the guest waiting.”
Burghardt explained how Axonify incorporates microlearning into the daily routine, making training almost invisible while keeping employees sharp.
“We use short, personalized bursts that fit into the day,” she offered. “It might start with a quick game to reset from life into work, followed by a quiz or a leaderboard challenge. People don’t even realize they’re learning. It’s personalized and adaptive, grounded in brain science, and it keeps teams sharp without pulling them away from their work.”
Carroll underscored the importance of starting with the right people in the first place. Training and empowerment matter, but a natural fit can’t be overlooked.
“You can train and give tools, but if someone isn’t naturally suited to a role, they’ll struggle,” he said. “Hiring should include understanding personality and natural strengths so people are set up for success. With the right person in the right job, plus great training and leadership, they’ll thrive.”
Look for more coverage of this Hot Topics session in the November issue of Hotel Business.
Download the audio version from the No Vacancy podcast channel where you get your shows.
