The strongest teams aren’t built through authority or title, they are built through humility, intentionality, and a deep commitment to serving others. In hospitality, where culture determines performance and people define success, servant leadership is more than a philosophy; it is a daily discipline. The leaders who excel don’t seek to be followed, they work to elevate, empower, and inspire the people around them. Conversations across It’s Personal Stories reveal that building exceptional teams begins with one simple belief: leadership is service.

Exceptional leaders start by surrounding themselves with the right people and helping them thrive. Liam Brown, Group President, U.S. & Canada at Marriott International, grounds his leadership in humility, saying, “Never forget where you came from.” That perspective allows him to see potential, not just performance. Elie Maalouf, CEO of IHG Hotels & Resorts, reinforces that effective teams are built through empowerment: “You can’t be fixing every problem yourself…Surround yourself with people who have that mindset of finding the issues, breaking them down, and coming up with solutions.” Servant leaders don’t accumulate control, they distribute it.

1. Listening First Builds Trust and Psychological Safety

Great team builders know that strong voices emerge when leaders choose to listen. Brian Quinn, Former Chief Development Officer at Sonesta Hotels, shared that “real communication starts with active listening,” emphasizing that listening is not simply waiting to speak, it is valuing the perspectives of others. Leslie Hale, President & CEO of RLJ Lodging Trust, echoed this point: “When you ask the right questions, you understand people differently.” Leaders who listen deeply create cultures where people feel seen, heard, and able to contribute freely.

2. Creating Space for Others to Lead

Many executives described intentionally positioning themselves as “the last to speak” allowing their teams’ ideas to rise before offering their own. Michael Evans, President of Marcus Hotels & Resorts, explained that leadership requires calm, presence, and collaboration: “We need to pinpoint the root causes of our challenges, devise a plan, and be prepared to pivot if needed.” By giving their teams space to debate and design solutions, leaders cultivate confidence, ownership, and innovation.

3. Career Pathing and Development as a Leadership Imperative

Servant leadership is inseparable from developing others. Kate Walsh, Dean of Cornell’s Nolan School of Hotel Administration, emphasized the transformative power of showing people what’s possible: “Career pathing and communicating possibilities generate loyalty and retention.” Greg Schulze, CCO at Expedia Group, views this as core to his role, saying, “My job is to develop people so they can take on more responsibility.” Career growth becomes a shared mission, not an afterthought, when leaders commit to advancing those they lead.

4. Caring for People and Seeking Their Opinions

Tony Capuano, President & CEO of Marriott International, believes servant leadership begins with genuine care. He described Marriott’s culture as rooted in Bill Marriott’s example: “Mr. Marriott always said: ‘Go out, talk to your people, and ask them for their opinions.’” Capuano added that this wasn’t a slogan, it was a practice that shaped how he led. “You have to care deeply about the people you’re leading,” he said, explaining that culture becomes real when leaders consistently show up, listen, and take an interest in both the professional and personal well-being of their teams. His leadership reinforces that teams excel when they feel valued, consulted, and respected. Mark Hoplamazian, President & CEO of Hyatt Hotels Corporation, echoed this belief, emphasizing that advocacy begins with empathy. “Empathy is not optional. It’s essential to building trust,” he reflected, adding that during crises, leaders must bring steadiness and presence: “The stickier the problem is, the more intense my application of energy tends to be.” Servant leaders support people not only in success, but especially in uncertainty.

5. Building Cultures of Care and Authentic Connection

The best leaders care about the whole person, not just the role they fill. They invest in well-being, psychological safety, and trust, knowing those are the conditions where people perform at their best. Whether through listening, mentoring, or modeling humility, servant leaders create workplaces where individuals feel respected, valued, and inspired to contribute fully.

Closing Reflection: Leadership Begins with Service

Across every conversation, one truth stands out: great teams aren’t built by leaders who stand above, they’re built by leaders who stand beside. Servant leadership turns authority into collaboration, hierarchy into partnership, and talent into collective strength. When leaders listen first, develop others intentionally, and create space for every voice, they build organizations that are resilient, innovative, and deeply human. In the end, leadership is not measured by the spotlight a leader stands in, it is measured by how brightly their team shines.