The soul of any organization is reflected in its leadership. My recent stays at two 5-star properties brought this principle to life in ways that every leader – whether in hospitality or any other field – should take to heart.
Last weekend, I spent two days at Time Square Resort & Spa in Bhuj-Kutch – touted as the newest jewel in Kutch’s hospitality crown. The property has all the trappings: glossy interiors, expansive grounds and a “5-star” status. Yet, there was a glaring gap in what truly matters – guest experience.
I am curious about the systems that create (or fail to create) excellence. I wanted to understand the leadership’s philosophy on customer experience. So, I requested a brief conversation with the General Manager. On the first day, my request was met by a subordinate, sent in the GM’s stead. I politely reiterated my desire to speak with the chief in command, assuming he might be genuinely occupied. The next day, a senior manager again relayed my request to the GM. The result was the same: silence. Perhaps he had more “pressing” tasks than engaging with a guest or maybe he simply didn’t see guest engagement as his job. Either way, the message was clear: customer voices here don’t travel up the chain.
This apathy stood in stark contrast to a memorable stay I had a few years ago at Taj Green Cove Resort & Spa, Kovalam. There, after a minor room card issue, an unassuming gentleman approached us during evening high tea. “Hello, I’m Mathew Thomas, General Manager here. Hope you’re enjoying your stay. May I know your name?” Not only did he recall our room number, but he was completely briefed about the small issue – and confirmed it had been resolved satisfactorily.
Our subsequent conversation, which lasted over half an hour, wasn’t just pleasant – it was a lesson in management. He spoke about empowering his team to make decisions, to resolve issues instantly and to ensure every guest felt the distinct “Taj experience.”
What became crystal clear to me is this: The difference between mediocrity and excellence starts at the top. If a GM won’t interact meaningfully with customers, can anyone expect the frontline team to? Leaders set the tone. The fish, as they say, rots from the head.
Ironically, at Time Square I saw many “seniors” parading in suits, but almost none engaging with guests. At Taj, Mathew Thomas wore no suit when he met us – he wore humility, presence and a genuine desire to serve. The result? Happy guests who return time and again.
The lesson for leaders in any industry is stark: True excellence is a matter of attitude, not attire. While facilities and marketing create first impressions, it is leadership that defines lasting reputation.
To the management at Time Square and any leader reading this: A 5-star rating isn’t earned through grand architecture or by paying influencers to sing songs in your praise. The most valuable real estate in your business isn’t the grand lobby; it’s the space you occupy in your customer’s mind. And that is earned, one conversation at a time. It is a fragile, intangible asset built from a thousand positive micro-interactions. Five stars is a feeling – a guest’s sense that they are valued and understood. That requires visible, authentic engagement from the very top.
To build a truly exceptional brand, leaders must be willing to leave the comfort of their offices, listen to the unfiltered truth from their customers and prove that their most important title is not General Manager, but Chief Advocate for the customer.
If you want a five-star brand (and not just a 5-star certificate), start by leading from the front – and remember, no amount of polish can compensate for the absence of purpose or presence at the top.