When I entered the world of hospitality, I was told to “leave the baggage at the door,” be “on,” smile and keep personal struggles hidden. That mindset dominated our industry back then. Today, I see a different expectation from many associates, who recognize the importance of their own mental well-being.
Studies indicate that half to two-thirds of our population has experienced at least one episode of overwhelming stress or trauma. This reality demands a new kind of leadership. As leaders, we must recognize this baggage—our own and our team’s—and support individuals rather than shame them for their experiences and responses. Doing so builds stronger teams and organizations.
I recently heard about a young associate who was harassed by an older guest. She felt “powerless and dehumanized,” but worried she was overreacting. This is a typical trauma response: individuals may doubt their instincts and think they’re overdramatizing the situation.
Training hotel leaders in trauma-informed leadership isn’t just a feel-good initiative. It’s essential for creating environments where guest service and team performance thrive. Here’s how to bring it to your property and create a psychologically safe environment:
- Acknowledge humanity at work. Let go of the “don’t bring any issues to work” norm. As leaders, we must recognize that many associates are engaging in emotional labor to deliver an exceptional guest experience. Creating space for openness and understanding, such as providing time to decompress after a challenging guest encounter, is crucial.
- Reflect on your own baggage. Examine the beliefs that shaped you and be open to changing your perspective. If your default stance is “what’s wrong with them,” reframe it to: “what might someone have experienced that’s creating this response?”
- Avoid making assumptions. Understanding that not everyone thinks like you is one of the hallmarks of a trauma-informed leader. When an associate reacts strongly or withdraws, respond with curiosity, not judgment. This subtle mindset adjustment can change an interaction and help someone feel seen.
- Validate and protect. If someone shares an incident or difficult encounter, help them feel heard and supported. Avoid asking, “Are you overreacting?” Instead, affirm their experience: “That sounds dehumanizing, and your reaction makes sense.”
Ultimately, trauma-informed leadership means leading with empathy, vulnerability and compassion, rather than relying solely on process and procedure. It asks us to slow down, ask better questions and act with care.
Our industry is about people. Let’s make our workplaces places where every associate can bring their full selves, and where our leadership choices make them stronger, not more fragile.
Dr. Jennifer Belk White, Ed.D., SPHR, CHT, is the vice president of Human Resources for General Hotels Corporation. She is on the board of directors of the Council of Hotel and Restaurant Trainers (CHART).
This article was originally published in the September edition of Hotel Management magazine. Subscribe here.