Caesars Entertainment

Adam Herrod

The decisions I make are influenced by the younger version of myself, who once stood behind the front desk, new to hospitality. Those experiences shaped my desire to become the kind of leader a young hospitality professional could respect. My priority is creating consistency for my team. When employees have the right tools, training, and support, they can perform confidently, improving the guest experience.

I remember starting at Hampton Inn, where there were nights when I was the only person at the hotel. I learned the value of strong preparation. Later, I worked with Brandon Davis, our General Manager. He ensured I was prepared, giving me confidence and knowledge to make decisions that elevated the guest experience. I learned that guest experiences come from teams that are prepared, supported, and committed to excellence. Those experiences continue to shape my approach to hotel operations.

Leading Hotel Teams through Care, Culture, and Accountability

One of my favorite quotes is from Sean McVay, coach of the Los Angeles Rams, “People do not care how much you know until they know how much you care.” I believe in getting to know the person before focusing solely on the employee. Understanding who someone is helps me lead and communicate more effectively because everyone learns, responds, and is motivated differently.

When people know you genuinely care about them and the operation, they are more receptive to expectations and accountability. I also believe in establishing a strong culture first. Culture creates consistency, and consistency is one of the clearest measures of performance. If the culture is undisciplined, the operation will reflect it. Communication is essential to that culture. I want people to feel comfortable asking why and understand how their responsibilities contribute to the larger operational plan. Earlier in my career, I experienced what it was like to receive tasks without understanding their purpose. That taught me the importance of providing context and answering the “why.”

Creating that environment strengthens teamwork, builds trust, and gives employees greater ownership.

Service should also be non-negotiable. Guests may visit to relax and celebrate, while others may be traveling for business, visiting a sick loved one, or facing difficult circumstances. The way we deliver service can have a lasting impact. For me, effective leadership comes down to caring about people, building a strong culture, communicating the “why,” holding people accountable, and never compromising on service excellence.

That commitment to listening and improvement also shapes how hotel leaders respond to changing guest expectations.

I place tremendous value on reviewing guest feedback and speaking directly with customers about their experiences. Guest feedback is one of the most valuable tools available to hotel leaders and should challenge us to examine every aspect of the operation. My experience as a hotel guest has shaped how I view service. One effective way to create an exceptional guest experience is to put yourself in the guest’s shoes. From arrival to checkout, we should ask what guests see, smell, hear, and feel, and how we can make it better.

Looking at the operation through the guest’s eyes helps leaders make decisions that encourage guests to return. It is also important to understand the market. Competitors may excel where there are opportunities to improve. Leaders should acknowledge those gaps, study what others are doing well, and act on those lessons.

Guests bring previous travel experiences with them, shaping expectations for future stays. The challenge is to understand those expectations and consistently deliver experiences that meet and exceed them. Ultimately, great hotel operations come down to staying connected to guests, listening to their feedback, understanding the market, and continuously improving.

Leading Hotel Operations with Openness, Trust, and Adaptability

One of the most important lessons I have learned is to remain open-minded and recognize when something is not working. When a problem emerges, it is better to identify it early, address it directly, and make the necessary adjustments.

Earlier in my career, I believed strong leadership meant making every decision myself and getting every decision right. I eventually learned that effective leadership also means relying on the experience and expertise of the people around me.

Some of the most valuable members of my team are those who have been in the building for years and have experienced different seasons of the operation. They can identify potential challenges, explain what has worked in the past, and offer perspectives I may not have considered. I have also learned that acknowledging what I do not know is not a weakness. It demonstrates maturity and confidence. I am comfortable saying, “I don’t know, but I’ll find the right answer.” That mindset encourages others to share their knowledge and contribute to better decisions.

Not every decision will work out, and that is okay. When something is not working, leaders must be willing to pivot rather than let pride or stubbornness keep them committed to an original idea. Ultimately, leadership is built on trust. When the team knows decisions are based on what is best for the operation, the guest, and the team rather than personal bias, they are more likely to trust the leadership.

That same willingness to learn, adapt, and rely on others is essential for hospitality professionals seeking to grow into leadership roles. My advice is simple: ask questions, remain curious, and find a mentor you can relate to professionally and personally. Hospitality often requires long hours and personal sacrifices. Having a mentor who can provide guidance based on both professional and personal experiences is invaluable.

I have been fortunate to work with dynamic leaders who welcomed me into their offices, shared their knowledge, and allowed me to learn about the industry, leadership, and life. Those perspectives have played a significant role in shaping my career. I also encourage professionals to never stop learning. Ask questions, listen to those around you, and take every opportunity to learn from people who have already traveled the path you are pursuing. You do not have to know all the answers; sometimes the greatest growth comes from being willing to learn.

Finally, when you become successful, make yourself available to the next generation of hospitality professionals. Share your knowledge, experiences, and lessons learned. Leadership is not only about managing an operation; it is also about developing the people who will lead the industry in the future. Investing in those coming behind us and giving them the knowledge and guidance they need to succeed is one of the most important responsibilities of leadership.