Consistency Is the Culture: Why Hospitality Leadership Failures Are Rarely Sudden
The Fragility of Stated Values vs. Lived Behaviour
Earlier this week, the BBC reported concerns raised by senior managers at the Co-op about a deteriorating leadership culture at the executive level. The organisation has publicly rejected that characterisation, and it is not for external observers to determine the accuracy of those claims. What the story does offer, however, is a timely reminder of how quickly alignment between stated values and lived behaviour can become fragile.
When an organisation with a proud ethical heritage and clearly articulated values begins to face allegations of fear, alienation and declining morale, the issue is rarely a single decision. It is more often a pattern that has developed over time. Culture rarely fractures overnight; it drifts gradually when consistency weakens.
For those of us leading people and culture in hospitality, that distinction matters deeply. We operate in an industry where brand promise and lived experience must align every single day. Guests quickly notice the gap between what is marketed and what is delivered, and colleagues are no different.
Guests Remember Patterns. Employees Do Too.
In hospitality, intensity can be compelling. A spectacular refurbishment, a bold new concept or a decisive leadership announcement can generate energy and momentum. These moments matter, and they often signal ambition.
Yet loyalty is rarely built on intensity alone. Guests return because they know what to expect and they trust the standards will be upheld consistently. They may forgive a delayed cocktail on a busy evening, but they struggle when service feels unpredictable from one visit to the next.
Inside organisations, culture follows the same logic. Employees do not measure leadership by the annual strategy presentation or the tone of a carefully scripted speech. They measure it by repeated experience, especially in moments that feel uncomfortable or uncertain.
When someone challenges a proposal in a meeting, how is that challenge received? When two employees present similar cases, are they treated in similar ways? When a difficult operational decision is made, is the rationale explained consistently across teams? These repeated interactions shape culture far more than any framed values statement.
If the response varies dramatically depending on personality, pressure or hierarchy, culture begins to wobble. Predictability in leadership behaviour builds psychological safety over time. Without that predictability, even capable and committed teams begin to withdraw.
The Real Impact on Hospitality Teams
This edition is published before Ramadan begins, and that is deliberate. Early February is when rotas are finalised, training schedules are locked in, and operational expectations are set. Once those decisions are made, flexibility becomes more difficult and pressure increases.
Planning ahead allows for calmer conversations and fairer adjustments. It also makes it easier to communicate clearly with teams, rather than scrambling at the last minute. In hospitality environments, especially, rushed changes are where frustration builds. Early thinking keeps trust intact.
Where Inconsistency Quietly Erodes Trust
Many organisations handle individual requests reasonably well, but struggle with the wider team. If some colleagues receive adjustments and others feel they are picking up extra work, resentment can surface quickly, particularly in stretched hospitality operations.
This is where leadership communication matters. Adjustments should be framed as part of normal flexible working, not as special treatment. Expectations on behaviour should be clear, and concerns should be addressed early rather than allowed to simmer. There is also a more serious risk. Muslim colleagues can experience inappropriate comments, jokes, judgment about productivity or pressure to explain themselves during Ramadan. Managers need to understand what religious harassment can look like, including subtle behaviours, and be clear that banter is not an excuse. Silence from leaders is often interpreted as permission, and that is how cultures drift.
What HR Must Get Right
It is tempting to attribute inconsistency to individuals. One leader is stronger than another, one department is more disciplined, or one property simply performs better. In reality, inconsistency is often structural rather than personal.
In hospitality environments, inconsistency commonly emerges through patterns such as:
Onboarding disconnects: Overwhelming new starters with information but providing limited practical reinforcement.
Undefined norms: Leadership teams lacking explicit norms around how disagreement and challenge should be handled.
Ambiguous policies: Guidelines that are technically robust but open to wide interpretation in day-to-day application.
Promotion gaps: Managers promoted for operational strength without equal investment in people leadership capability.
When clarity is missing, behaviour fills the gap. Under pressure, personality becomes the dominant influence rather than a shared principle. That is when unpredictability begins to surface in tone, decision-making and communication.
The commercial consequences are rarely immediate but cumulative. Experienced colleagues begin to leave, morale softens, and informal conversations become more guarded. Service quality fluctuates subtly before it becomes visibly inconsistent, and guest feedback begins to reflect what culture has already signalled internally. Research across customer journeys consistently demonstrates that removing inconsistency can lift revenue and reduce cost to serve. Reliability builds confidence, and confidence drives repeat behaviour.
Designing for Reliability Rather Than Intensity
Under pressure, intensity can feel like leadership. Bold restructuring, strong messaging and high-impact initiatives can signal control and decisiveness. However, organisations are not sustained by moments alone; they are sustained by patterns of behaviour that remain steady over time.
Consistency is not a personality trait that some leaders happen to possess. It is a design decision that must be embedded into governance, communication rhythms and policy architecture. Without intentional design, intensity can easily overshadow stability.
For HR leaders in hospitality, designing for reliability means focusing on a few disciplined principles:
Establish shared expectations: Define clearly how challenge is expressed and received within leadership teams.
Build reinforcement routines: Ensure behavioural standards are visible in daily meetings, performance conversations and operational reviews.
Equip managers with frameworks: Provide practical tools so that similar situations—from conduct issues to guest complaints—are handled in broadly similar ways across sites.
It is also important to distinguish between consistency and rigidity. Hospitality thrives on warmth, personality and adaptability, and no guest benefits from robotic service. The aim is not uniformity of style but reliability of principle. Colleagues welcome individuality in leadership style but do not tolerate unpredictability in fairness or decision-making.
A Leadership Reflection
The BBC story serves as a timely reminder that alignment between values and behaviour cannot be assumed. Organisations with long histories and strong reputations are not immune to drift. In fact, legacy can sometimes mask early warning signs because assumptions of integrity feel embedded.
For hospitality leaders, reflection is essential. If two senior executives openly disagreed during a strategy meeting, would the chair respond consistently and respectfully? If two managers handled the same conduct issue in different properties, would the outcomes feel aligned in principle?
If a colleague challenged a decision constructively, would they feel equally safe doing so regardless of who was present? If a major change programme were announced tomorrow, would communication feel transparent and coherent across regions? These questions reveal far more about culture than any engagement survey headline.
In a Nutshell
What has changed: Recent news highlights how quickly "cultural drift" can erode even the most established organisations.
Why it matters: In hospitality, employees measure culture by repeated experiences and predictability, not by intensity or bold announcements.
What happens if leaders ignore it: Inconsistency creates psychological insecurity, causing top talent to withdraw and service quality to fluctuate.
What improves when they act early: Designing for reliability builds trust, sustains revenue, and ensures the brand promise matches the lived experience.
Key Takeaways for Hospitality HR Leaders
Culture is a pattern, not a peak: Do not rely on high-intensity launches; focus on the daily interactions that shape belief.
Inconsistency is usually structural: Look for gaps in onboarding, policy interpretation, and leadership frameworks rather than just blaming individuals.
Predictability creates safety: Teams thrive when they know how challenges and decision-making will be handled, regardless of the leader present.
Reliability drives revenue: Just as guests return for consistent service, employees stay for consistent leadership.
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