Leadership in hospitality today looks very different from what it used to be. The industry is more fast-paced, more diverse, and more emotionally demanding—requiring leaders who can connect, communicate, and inspire across cultures, personalities, and experiences.
For John Arrden Octaviano, Certified Hospitality Professional (CHP), effective leadership is defined by emotional intelligence, inclusiveness, and the ability to guide people through change.
He describes the shift clearly:
“In the modern-day service and hospitality environment of fast pace and customer-centricity, leadership involves a special mix of qualities not only to propel performance but to promote inclusiveness, agility, and high emotional intelligence levels.”
For him, leadership is no longer about control or authority. It’s about creating an environment where people feel valued, understood, and motivated to deliver great service.
Managing Difficult Team Members Through Calm, Empathy, and Listening
Hospitality is people-driven, which means conflict is unavoidable. John Arrden doesn’t believe in heavy-handed approaches or quick judgments. Instead, he relies on emotional intelligence and listening.
He explains, “Managing difficult people or resolving workplace conflict, particularly in service and hospitality, is a matter of staying calm, empathetic, and solution-focused, with good communication and emotional intelligence at the core. One of the most powerful tools a leader can have at their disposal is being open and willing to listen.”
This approach helps him de-escalate issues before they become bigger problems, allowing team members to feel heard rather than dismissed. It also builds trust—something essential in a high-pressure industry.
Inspiring Better Performance Through Purpose and Appreciation
Motivation in hospitality is not just about instructions—it’s about helping teams understand the purpose behind the work. For John Arrden, inspiration comes from recognizing people’s contributions and reminding them that the way they serve guests shapes their careers and future opportunities.
He puts it this way:
“Motivating a staff to provide superior service and performance begins with purpose-based leadership, appreciation, and an intimate knowledge of how your actions not only affect the guest experience but also the long-term prospects of your employees.”
This belief is especially important for young hospitality professionals who are still learning the industry. He knows that proper guidance can define their trajectory.
A Democratic Leadership Style Built on Inclusion and Feedback
John Arrden views leadership as a shared responsibility. Instead of making decisions alone, he invites input from students, colleagues, and multicultural teams to create richer, more effective solutions.
He shares, “I am mostly a democratic, and over time, my approach has become even more participative, inclusive, and feedback-based. Initially, when I entered into a leadership position, I was more inclined towards formal, task-based management… I knew that ultimate team success and development occur when individuals feel heard, respected, and engaged in the process.”
As he worked more with multicultural teams in academia and hospitality, he realized that listening opens doors to insights he would otherwise miss—and it makes people feel valued.
Leadership Lessons Learned Through Challenges
Real leadership is tested in difficult moments, and John Arrden believes that how leaders respond to adversity is what truly defines them.
He reflects, “Some of the biggest leadership lessons I’ve learned are that true leadership shows up not only during good times but especially during challenges. Staying calm, communicating honestly, and supporting the team through tough situations builds trust and resilience.”
He also emphasizes creating a culture where mistakes are treated as learning opportunities instead of failures—something that builds confidence rather than fear.
Balancing Results With Employee Well-Being
In an industry known for demanding workloads, John Arrden prioritizes fairness, positivity, and well-distributed responsibilities.
He explains, “Finding a balance between business objectives and employee wellness begins with equity and positivity. I ensure that work is distributed evenly so nobody feels overwhelmed… I foster a fun and supportive place to work where team members feel comfortable, engaged, and valued.”
His approach protects both productivity and morale—a balance hospitality teams often struggle to achieve.
The Toughest Leadership Decision That Shaped His Future
Every leader makes choices that define their career. For John Arrden, the hardest decision was stepping back from leadership to pursue long-term growth.
He shares, “The hardest choice I’ve ever had to make as a leader was resigning from my leadership role to seek a master’s degree… I loved my team and the work we were accomplishing. But I understood that continuing my education would advance my skills and enable me to serve even better in the future.”
This decision reflects the maturity of a leader who understands that long-term development sometimes requires short-term sacrifice.
A Modern Leadership Approach Built on Emotional Intelligence
John Arrden’s leadership story highlights what modern hospitality really demands: empathy, inclusiveness, calmness, and a willingness to listen. His experiences show that great service begins with great leaders—those who bring people together and elevate the way teams work.
