Is Your Hotel Management Company Leading with Heart? | By Whitney Altizer

As a hotel management company, we intentionally promote physical, mental, nutritional, and social well-being because healthy people build healthy hotels. Our commitment is simple, but bold: to cultivate a culture of health, connection, and shared success across all of our hotels.

Property ownership is one of the most significant investments an entrepreneur can make. Choosing the right management company to operate that asset is just as critical. Beyond financial discipline, operational rigor, and brand alignment, there is one defining differentiator between good hotel companies and great ones: heart.

February is often called the month of love. It’s a season centered on connection, care, and what truly matters. Love might not be the language most often used in business, but in hospitality, heart is not optional. It’s fundamental because hospitality is, and always will be, a people business. It cannot thrive without empathy. It cannot scale without trust. And it cannot deliver meaningful guest experiences without teams who feel supported, valued, and energized.

A management company with heart understands that culture is not a slogan; it’s a system.

The link between employee well-being and performance is no longer anecdotal. Gallup research shows that highly engaged teams deliver 21% higher profitability, 41% lower absenteeism, and up to 59% less turnover. In an industry where turnover can exceed 70%, culture-driven retention isn’t a “nice to have.” It’s a competitive advantage.

When employees are supported emotionally, physically, and financially, they show up differently. They notice details. They anticipate needs. They create experiences guests remember long after checkout. That kind of authenticity can’t be scripted; it has to be felt.

True hospitality doesn’t start at the front desk. It starts behind the scenes, with balance, belonging, and purpose. It shows up in stronger teams, higher engagement, deeper community ties, and ultimately, better business outcomes.

What Heart Looks Like in Hospitality Today

A hotel management company with heart goes far beyond traditional HR functions. It invests in the whole person, recognizing that exceptional service is the byproduct of supported people.

Leading with heart means operating with:

• Empathy-driven management that listens, adapts, and leads with intention
• Wellness initiatives that support mental, physical, and emotional health
• Financial education and tools that build stability and confidence
• Continuous training and development at every career stage
• Clear pathways for growth and leadership advancement
• Intentional connection within teams and across the organization
• Active community involvement that reflects shared values

Harvard Business Review research confirms that organizations rooted in empathy experience lower burnout, higher innovation, and stronger loyalty. Kindness in leadership isn’t soft, it’s strategic.

Too often, boardrooms dismiss these ideas with, “It’s just business.” In hospitality, that mindset misses the point entirely.

Hotels are where life happens. Guests celebrate milestones, recover from long journeys, gather with loved ones, and sometimes seek comfort during difficult moments. Employees show up every day to serve people—not transactions. Leading without heart ignores the very foundation of our industry.

Operational excellence and compassion are not competing priorities. They’re complementary. Systems matter. Metrics matter. But so does checking in on a struggling team member. So does celebrating personal wins. So does creating an environment where people feel seen, safe, and supported.

The Owner Advantage

For hotel owners, choosing a management company with heart isn’t just a cultural decision; it’s a performance strategy.

Organizations that prioritize people consistently outperform their peers. Companies with strong learning cultures are 52% more productive, and those that invest in employee development see profit margins up to 24% higher than those that don’t. Reduced turnover alone can save owners hundreds of thousands of dollars annually.

Beyond the numbers, there’s brand equity. Guests feel the difference when a hotel is run by a team that genuinely cares and that feeling drives loyalty, repeat stays, stronger reviews, and long-term asset value.

February reminds us that heart—expressed through care, respect, and commitment—still matters. In hospitality, it matters more than ever.

Owners looking for long-term success should ask a deeper question: Does this management company lead with heart?

When employees are supported, guests are cared for. When people feel valued, performance follows. And when heart leads, hospitality becomes what it was always meant to be—human.

About The Author

As Senior Vice President, Chief Commercial Officer, Whitney Altizer leverages decades of experience in marketing, sales, and revenue management to provide integrated solutions and lead new initiatives. Whitney joined NHG in 2004 as director of sales and marketing at the Holiday Inn Blacksburg, VA. Her love of people and ability to drive revenue earned her a promotion to corporate director of sales. In this role, she found a passion for channel management and worked her way to director of revenue management and digital marketing. She led teams, elevated account management for the company’s stakeholders through successful data and analytic efforts and implemented key strategies to increase overall revenue. Before joining NHG, Whitney held various positions in hospitality, including working as a manager with Darden Restaurant Group. She has a Bachelor of Science in business administration with a specialty in hospitality and tourism from Virginia Tech. Forever a diehard Hokie fan, you can bet she and her husband of 16 years and two children are wearing maroon on any fall weekend. Whitney’s commitment to her craft has her certified through the Hospitality Marketing and Sales Association International (HSMAI) in revenue management, digital marketing, and sales. She travels when not orchestrating ongoing growth for her team or solidifying the company’s financial position. An avid adventurist, she has visited 15 countries with plans to see another 15.