In hospitality, most professionals learn quickly that service is the easy part—leading people is the real challenge. For Marjorie Jane Zamudio, Certified Hospitality Professional, stepping into leadership required more than technical experience. It demanded empathy, integrity, and the ability to make tough decisions even when they’re uncomfortable.
Coming from a service-driven career, she built her leadership identity around one principle: people perform better when they feel understood, but they grow faster when guided with fairness.
“My decisions always come from a valid and rational point,” she said. “I’m kind most of the time, but my kindness has a place in the system and for the right reasons.”
Why empathy needs structure—and structure needs empathy
Unlike leaders who rely on authority or strict control, Marjorie leads by setting clear standards while keeping communication open. She listens first, weighs the situation, and responds based on principles, not emotions or personal preferences.
“I stick to facts and I’m not easily swayed by biases,” she explained. “People know that my decisions come from fairness, not from impulse.”
Her approach shows something many leaders struggle to balance: the ability to be firm without being harsh, and empathetic without being lenient.
Motivation begins with consistency, not pressure
Through the years, Marjorie learned that inspiring exceptional performance isn’t about demanding excellence—it’s about modeling it.
“I constantly show up for the team. They know I’m someone they can rely on,” she said. “If we’re made to give the extra mile to our clients, I give the same to them.”
Her consistency created a culture where people feel supported enough to perform well, but also accountable enough to maintain standards. When a leader shows up with energy and professionalism, the team mirrors it.
A leadership style shaped by service—and motherhood
Her leadership used to lean more toward strictness. But as she evolved professionally—and personally—she discovered that effective leadership isn’t about being feared. It’s about being respected.
“I was strict before,” she admitted, “but motherhood gave me a touch of softness.”
That shift helped her evolve a balanced style: transformational and servant leadership. She leads by being present, by doing the work she expects from others, and by ensuring that every decision is something she can stand behind.
“I don’t release decisions or memoranda that my team won’t see me doing myself,” she said. That credibility builds trust—something no title can guarantee.
The hardest part: knowing when to draw the line
Leadership becomes most difficult not during smooth operations, but when someone on the team crosses a boundary.
Marjorie learned that the toughest moments aren’t about letting people go—it’s deciding when enough chances have already been given.
“It’s a tough place to be in to finally decide when you’ve given enough chances,” she shared. “Friendships at work make it harder, but at the end of the day, we’re professionals.”
She recalled calling out a colleague who spoke rudely to another team member. The person didn’t speak to her for a month. But for Marjorie, protecting team culture mattered more than avoiding discomfort.
“At work, we’re professionals on top of everything else,” she said. “Respect cannot be optional.”
Integrity over popularity
Some leaders aim to please everyone. Marjorie learned that being effective means accepting that not everyone will agree with you—and leadership becomes clearer once you stop chasing approval.
She realized that doing the right thing, even when unpopular, is what builds a credible leader. And credibility is far more valuable than temporary approval.
“Being a leader comes with decisions people won’t always want to hear,” she said. “But they’re the decisions that need to be made.”
A leadership philosophy grounded in values
Marjorie’s journey proves that hospitality leadership isn’t just about managing operations—it’s about shaping people, supporting their growth, and knowing when to challenge them.
Her blend of empathy, fairness, integrity, and firmness reflects a modern leadership model: one that values people without compromising standards.
She shows that great leaders don’t choose between kindness and accountability. They learn how to use both—at the right time, for the right reasons, and always with the team’s best interest at heart.
