For Fernando De La Torre, Certified Hospitality Professional and Certified Tourism Professional, leadership in hospitality isn’t about authority, credentials, or title. It’s about how you treat people—especially in moments when pressure, conflict, or uncertainty start to test a team’s foundation.
With years of experience in both the hospitality industry and academia, Fernando has shaped a leadership philosophy built on empathy, fairness, and values-driven decision-making. The result is a style that’s calm, consistent, and grounded in purpose—something he says today’s hospitality world needs now more than ever.
He leads with empathy, resilience, and vision—not just direction
Early in his leadership journey, Fernando realized that hospitality requires a special kind of leader—someone who listens, understands, and guides teams through change. He puts it this way:
“Empathy, resilience, communication, and visionary thinking matter most. In this industry, leadership means serving first, guiding with values, and inspiring others to deliver excellence.”
To him, leadership begins with service. A leader isn’t someone who stands above the team, but someone who stands with them.
He handles conflict by listening first—then coaching, not punishing
Working with diverse personalities taught Fernando that people often behave the way they do because no one has taken time to understand them. Instead of reacting to mistakes, he slows down.
“I deal with conflict with patience and fairness. Listening first is essential. I see conflicts as opportunities to understand people better and to build stronger teams. Instead of punishing mistakes, I focus on coaching and mentoring so growth can happen.”
This approach is rare in an industry known for fast-paced operations and rigid service standards. But Fernando believes that when teams feel heard, they work with more confidence and less fear.
He inspires his team by modeling the standards he expects
For Fernando, leadership credibility comes from showing—not telling. His students and colleagues follow his lead because they see the consistency in his actions.
“I inspire my team by modeling the behavior I want to see. When people feel valued and supported, they naturally deliver exceptional service.”
Whether he is designing curriculum, mentoring new faculty, or engaging with industry partners, he makes sure his actions align with the values he teaches.
His leadership style evolved from task-driven to people-driven
Fernando didn’t start out as the leader he is today. Early in his career, he was more focused on efficiency, output, and structure. But experience—and the responsibility of guiding students—changed his approach.
“My style is transformational leadership. I started as more task-oriented, but over the years, I shifted toward being people-oriented—empowering others, valuing their input, and balancing goals with well-being.”
This shift made him a more flexible leader, one who sees each team member not just as a role to fill, but as a person with potential.
The leadership lessons that shaped him: service, integrity, and valuing people
Fernando’s leadership philosophy is rooted in three beliefs that became the backbone of his career.
“Leadership is service. Integrity is non-negotiable. People are the greatest asset.”
These lessons guide his decisions in every setting—from classrooms to meetings to mentorship sessions.
To him, integrity is what earns trust. Service is what earns respect. And valuing people is what keeps teams motivated long-term.
He balances goals and well-being by being fair and transparent
In hospitality and education, deadlines and expectations never disappear. But Fernando believes leaders should never achieve results at the expense of people.
He relies on fairness and open discussions to align priorities, saying that goals must strengthen—not harm—the people delivering them. For him, a healthy team always outperforms a stressed one.
His toughest leadership moment came down to choosing values over talent
One decision stays with him: letting go of someone highly skilled but misaligned with their organization’s values.
“One of the toughest decisions was letting go of someone who had the skills but not the values aligned with our mission. It reminded me that talent is important, but character is the foundation of trust in leadership and service.”
That moment reinforced his belief that skills can be taught, but character cannot be compromised—not in an industry built on trust, empathy, and service.
A leadership style built for a people-first industry
Fernando’s approach to leadership reflects the realities of modern hospitality: teams thrive when leaders lead with care, consistency, and conviction. His story proves that great leadership isn’t about having all the answers—it’s about showing integrity, empowering people, and standing firm on values even when the decisions are difficult.
To him, service will always be the heart of hospitality. And leadership, at its core, is simply service in action.
