For Gilbert Ian Dalida, a Certified Hospitality Professional and founder of Pompeo and Luming’s Inn in Tagkawayan, managing people isn’t about having all the answers—it’s about knowing when to listen.
“In hospitality, emotions can run high. Guests may have concerns. Staff may feel overwhelmed. The worst thing a leader can do is jump in with assumptions,” he shares in his interview with Financial Adviser PH. “Listening first has saved me from making many avoidable mistakes.”
Gilbert believes that most workplace problems don’t start from incompetence or bad intentions—they stem from miscommunication, unmet expectations, or unspoken concerns. “People want to be heard, not dismissed. If you create space for honest conversation, many issues resolve themselves.”
When handling conflict within the team, Gilbert starts with a simple step: active listening. “I sit down with the person privately, without judgment. I ask questions, but more importantly, I stay quiet long enough to hear what’s underneath their words.”
This approach, he says, fosters trust and transparency. “You’d be surprised how often people just need to feel acknowledged. Once they know you’re truly listening, they become more open to solutions.”
But listening isn’t only about resolving issues—it’s also about preventing them. Gilbert makes it a point to check in regularly with his team, not just during busy days but especially when things seem to be going smoothly. “That’s when people are more relaxed, and you hear what really matters to them—ideas, frustrations, even personal goals. Those insights help me lead better.”
Part of building a healthy team culture, he adds, is ensuring that everyone feels safe to speak up. “You can’t expect people to be engaged if they’re afraid to express themselves. Leadership means creating that environment of mutual respect.”
Gilbert also emphasizes the importance of pairing listening with clear expectations and consistent feedback. “It’s not enough to be approachable—you also need to communicate boundaries, standards, and responsibilities. But those conversations go a lot better when your team knows they’ve been heard.”
Over the years, this people-first approach has helped him not only manage staff effectively but also maintain high service standards. “Great guest experiences start with a great team. And great teams are built on communication, not control.”
His advice to hospitality leaders? Slow down and listen. “In our industry, we’re trained to act fast. But when it comes to managing people, the fastest way to resolution is sometimes through patience, presence, and a genuine willingness to understand.”
