When Mychale Williams, Certified Hospitality Professional (CHP), stepped into leadership roles across both the tourism industry and the academe, she didn’t follow the typical command-and-control playbook. She built his approach around something far simpler—and much harder to practice: empathy.
“Empathy, adaptability, and integrity are the leadership traits I find most critical today,” he said. “In the industry, they help me connect with people and navigate change. In the academe, they guide how I mentor and inspire future professionals.”
Her ability to lead teams in two very different environments—fast-paced service operations and structured academic settings—comes from the same core philosophy: people perform when they feel understood and valued.
Why she leads by listening
For Mychale, great leadership starts long before decisions are made. It starts with listening.
“In the industry, I manage conflict by listening first and finding solutions that keep service standards intact,” she shared. “In the academe, I apply the same approach to guide students through differences.”
He learned early on that conflict isn’t just a problem to fix—it’s an opportunity to deepen understanding.
“Whether with colleagues or learners, I’ve found that empathy and open communication turn challenges into opportunities for growth,” she said.
Instead of shutting difficult people down, he gets them to reflect, rethink, and reset. It’s a style that has earned him trust in both workplaces.
Why showing up matters more than showing authority
Some leaders rely on a title. Mychale relies on consistency.
“I inspire my team by leading through example, showing that genuine care for guests defines great service,” she explained. “With students, I do the same—empowering them, recognizing their efforts, and guiding them to see the bigger purpose of their work.”
He learned that influence doesn’t come from being the loudest voice—it comes from being the most dependable one.
“When people feel valued and motivated, they deliver their best,” she said. That applies as much in a hospitality operation as it does in a classroom full of students preparing for their careers.
How collaboration replaced control
Mychale admits her leadership style has changed significantly over the years.
“My management style is collaborative,” she said. “I believe in guiding people while giving them the space to contribute their own ideas.”
Early in her career, she leaned on being hands-on and directive, but experience taught him that a team grows faster when a leader steps back strategically rather than managing every detail.
“Over time, I’ve learned the value of trust, empowerment, and open communication,” she shared. “This shift has strengthened team performance and built a more positive, motivated environment.”
Balancing people and performance
Leadership isn’t just about inspiring people—it’s also about balancing results with well-being.
“I believe balancing organizational goals and employee well-being starts with communication and empathy,” she said. “When people feel heard and supported, they’re more motivated to achieve results.”
He doesn’t see well-being as an extra. She sees it as the engine that keeps performance sustainable.
“A healthy, motivated team will always deliver stronger outcomes,” she added.
Why tough decisions still revolve around values
In both industry and academe, leaders face decisions that aren’t always popular. For Mychale, the hardest ones were the choices that forced him to prioritize long-term growth over short-term comfort.
“The toughest decisions I’ve made as a leader involved balancing immediate results with long-term growth,” she said. “I’ve learned that choosing people’s development and well-being ultimately leads to stronger outcomes.”
Her approach is simple: choose what builds people, not what breaks them.
A leadership identity built on service
At the core of Mychale’s leadership philosophy is a belief that might sound counterintuitive in a results-driven world: leadership is service.
Her consistency across two career tracks—industry and academe—comes from treating every person as someone to guide, not manage.
Empathy isn’t a soft skill for her; it’s a strategic advantage. Collaboration isn’t a trend; it’s her foundation. And listening isn’t an option; it’s the starting point.
In a field defined by human connection, Mychale shows that great leadership isn’t about being in charge—it’s about being someone people trust enough to follow.
