Every year, I place hospitality leaders into their first true C-suite seat — Chief Marketing Officer, Chief Operating Officer, General Manager of a multi-property portfolio. The ones who succeed from day one all share one similar trait: They understand that what got them promoted will not be what makes them thrive in their new role.

The truth is, the move to the executive level is the hardest transition in a career, and the one most professionals are the least prepared for. 

You were promoted because you were an exceptional operator, a sharp strategist, or the person who could always be counted on to solve the problem in front of you. Now you have to build on that expertise and shift not just your mindset, but how you spend your time.

Wondering what advice I share with new executives I help place? Here it is, laid bare. 

Stop Doing and Start Delegating

Whether you’re now overseeing 30 people or 300, you no longer have the bandwidth to do tactical work. Instead, you have the responsibility to oversee it well. That distinction trips up more new executives than any other. As a fixer, your instinct may be to jump in and settle something yourself because you know you can do it faster or better. 

It’s time to retire that instinct. 

In its place, build systems: clear check-ins with your direct reports, defined decision rights, and reporting that keeps you genuinely informed without requiring you to be in the room for every decision. 

In the first month, you may not feel that delegation is saving you any time. Your Senior Managers may be checking in five times a day, wanting to ensure they’re not making any colossal mistakes. But six months in, those same Senior Managers will know when to loop you in and when to push forward. 

And that’s when you will get more time to focus on the big picture (which is what you were hired to do).

Audit Your Calendar

Your calendar is the most honest record of your priorities, and it needs to look different than it did in your last role. If you're still sitting in the same recurring meetings you attended as a Senior Director, ask yourself whether your presence is adding value or simply adding comfort. And then, go back to the delegation rule. 

In the C-suite, your calendar should allow real space for strategy, forward-looking projections, and the cross-functional relationships that lead to successful new initiatives. And you should also leave room for developing your team, whether it be through last-minute check-ins when they’re stressed or coaching them for their next role. 

All in all, remember that if your calendar still resembles your old job… you're likely still doing your old job.

Build Relationships First

This is the guidance executives resist most, and the one I insist on: give yourself permission not to fix anything in the first 90 days, even when you're certain you already know the answer. I find this is especially helpful if you’re new to the company, though long-tenured employees can benefit from a decision pause, too. 

In that 90 days, spend time listening to your direct reports, to peers in other departments, to vendors, to the interns who often see more than anyone gives them credit for. By stepping back, you’re more likely to identify a deeper sense of the business and its sticky issues; the politics and the culture; the unwritten rules and those who will be hesitant to change them. 

That understanding doesn't have to dictate your decisions once you're ready to make them. (You weren’t hired to preserve the status quo.) But it will help you frame your decisions in a way that maintains trust and goodwill, whether your direction is a small change in operations or a big swing no one saw coming.

Ready to Move Into the C-Suite?

Remember, your experience and expertise is in high demand as the hospitality industry shifts and grows. If you’re looking to widen your lens and challenge yourself with your first executive role, get in touch today. I’d love to help you find the right fit (and set you up for success once you’re hired). 

Reach out today to get in touch.