Every line below is quoted as published, with its source. Lines from the two earlier books are the speaker's own words from their first person profile; lines from The Luxury of Attention are as the book records them.
This empowerment leads to mutual trust, and if your team trusts you, they will look out for the best interests of guests and the company more broadly as if it were their own.
Aaron Kaupp, then General Manager of Le Royal Monceau, Raffles Paris (France)
On why he never micromanages.
The fundamental goal of a leader should be that the unit, department, or hotel he or she leads should function equally well in the leader's absence as when the leader is present.
George Cozonis, then General Manager of The Plaza Hotel (New York, United States)
The Plaza's general manager on the test of a leader.
You need to build a team you can trust, and based on that trust, you can delegate and empower.
Krister Svensson, then General Manager of The St. Regis Bangkok (Thailand)
On the order in which empowerment has to happen.
I would rather them ask me for forgiveness than for permission.
Michael Ziemer, then General Manager of Mandarin Oriental, Taipei (Taiwan)
On what he expects once authority has been given.
The whole idea of colleague motivation comes down to hiring the right people, training them appropriately, and then giving them full responsibility for what they do.
Philip Barnes, then General Manager of The Savoy (London, United Kingdom)
The Savoy's general manager on motivation in three steps.
If you walk by a problem, then you are the problem.
Philip Barnes, then General Manager of The Savoy (London, United Kingdom)
The line the book uses to define leading by example.
Because I set the tone at the top, I would never ask my staff to do something that I wouldn't do myself.
Matthew Orlando, then chef and owner of Amass (Copenhagen, Denmark); Amass closed in 2022, and Orlando opened ESSE Copenhagen in October 2025
The chef of Amass on the standard a leader sets with their own hands.
As a leader, you need to be more motivated than your team.
Matthew Orlando, then chef and owner of Amass (Copenhagen, Denmark); Amass closed in 2022, and Orlando opened ESSE Copenhagen in October 2025
On the energy a kitchen takes from its chef.
If you want to be respected as a leader, you must give your colleagues something to respect you for.
Mariano Silvestri, then General Manager of Park Hyatt Maldives Hadahaa (Maldives)
On respect as something earned on the floor.
Respect and trust, both earned and not demanded, are the key to creating a culture of success.
Sjefke Jansen, then General Manager of Belmond Grand Hotel Europe (St. Petersburg, Russian Federation)
On the two things a leader cannot order.
As a leader, respect is earned, and one of the hallmarks of respect is knowing your team well.
Amit Majumder, then General Manager of Jumeirah Vittaveli (Maldives)
On why he walks the property every day.
Above all, the most important leadership insight I've learned is to stay humble and treat every member of your team with respect.
Sven Elverfeld, Aqua at The Ritz-Carlton, Wolfsburg (Germany) — final service March 2026; Elverfeld continues with S.E.A. by Sven Elverfeld aboard The Ritz-Carlton Yacht Collection
The chef of Aqua, with three Michelin stars, on the lesson that outlasted the rest.
We need to train the team, work as a team and trust the team.
Ryuki Kawasaki, Mezzaluna at Lebua (Bangkok, Thailand)
On the three things a kitchen owes its people.
One of the most important leadership lessons I've learned is that you must manage a team the way an opera conductor leads a performance.
Éric Frechon, then Executive Chef of Epicure at Le Bristol (Paris, France); Frechon left Le Bristol in April 2024 after twenty-five years, and Epicure continues under Arnaud Faye
The chef of Epicure at Le Bristol on a kitchen in service.
A manager completes tasks, while a leader inspires, motivates, challenges and rewards his or her team.
Aaron Silverman, Pineapple and Pearls and Rose’s Luxury (Washington, DC, United States)
The chef of Rose's Luxury on the difference.
Empower your team to not only identify challenges, but to also propose solutions.
Kai Speth, then General Manager of The Reverie Saigon (Vietnam)
On the rule that turns complaints into decisions.
One of the hallmarks of my management style is encouraging colleagues to come to me with not only a problem but also a suggested solution.
Anneke Brown, then General Manager of COMO The Treasury (Perth, Australia)
On the same rule, from Perth.
As a general manager, you must take time out to teach and mentor your team.
Mahmoud Skaf, then General Manager of The Ritz-Carlton, Kuala Lumpur (Malaysia)
On the part of the job that never appears in the schedule.
The 80 refers to enthusiasm and cultural fit, while the 20 refers to the technical side which can be taught and developed over time. The 80 portion is the key.
Graham Ledger, then General Manager of Singita, across South Africa, Zimbabwe, and Tanzania
Singita's general manager on how he hires.
To build such a team, I've learned to always hire optimistic young people with a burning desire to do good work, and to avoid experienced professionals with years of potentially bad habits and culture to unravel.
Nicholas Yarnell, then General Manager of Six Senses Douro Valley (Portugal)
On building a team at Six Senses Douro Valley.
One of the most important lessons I learned back then was to reinforce the fact that we either succeed or fail as a team.
Patrizio Cipollini, Four Seasons Hotel Firenze (Florence, Italy)
The late general manager of Four Seasons Hotel Firenze on an early lesson.
Whether providing certificates of achievement, celebrating employees of the month or year, or pinning guest letters of appreciation to the staff notice board, recognition is the fuel of job motivation.
James Low, then General Manager of COMO Uma Paro and COMO Uma Punakha (Bhutan); Low retired in December 2024 after a decade leading the COMO properties in Bhutan
On recognition at COMO in Bhutan.
In the end, a team that respects one another and trusts one another is a team that will pull through together.
Torsten van Dullemen, then General Manager of The Landmark Mandarin Oriental (Hong Kong)
On what carries a hotel through a hard season.
A cook can't make delicious and beautiful food if his hands are shaking from fear.
Eric Ripert, Le Bernardin (New York, United States)
On why no one yells in his kitchen.