Change is part of the reality of every tourism business – be it a hotel, a restaurant, a resort or a tourism organization. Markets are changing, guest expectations are increasing, economic conditions are becoming more challenging, and new technologies such as artificial intelligence and digitalization are becoming part of everyday life. In such situations, it is not only business management skills that determine success or failure, but above all the ability to consciously manage change and get people on board with this process.

Coaching and change management provide the framework for transforming uncertainty into clarity, recognizing opportunities and positioning businesses for the future. Often, this involves organizing structures, overcoming crises or supporting the handover to the next generation. Personal issues are just as important, such as managers who need guidance in difficult situations or teams who are unsettled by change.

A professional approach combines two levels: first, the objective, business side with figures, facts and strategies, and second, the emotional side of communication, trust and motivation. Only when both work together can change have a lasting effect.

Finding solutions together – defining goals, highlighting problems, developing individual approaches and implementing them in the company so that the desired results are achieved in the long term. My goal as a consultant is to help clients identify the solutions to their issues themselves and then work together on improvement and implementation. This co-creative approach also makes changes sustainable because they are understood, supported and lived out in everyday life.

Security and clarity in day-to-day business

When day-to-day business comes to a standstill – due to overload, a lack of leadership capacity or unexpected challenges – targeted operational coaching quickly provides noticeable relief.

Day-to-day business in the hotel and tourism industry is demanding. Scarce human resources, increasing guest demands, complex distribution channels and high cost dynamics often mean that managers are only reacting instead of actively steering the business. Operational coaching addresses precisely this issue and creates the clarity needed to get the business running smoothly and successfully again.

The focus is on relieving the burden on those responsible. Together, priorities are set, processes are streamlined and responsibilities are clearly defined. Especially in phases of high stress, simple structures help more than big concepts. This can mean:

• comprehensible service and deployment planning that allocates human resources efficiently
• transparent communication between departments to avoid misunderstandings
• clearly defined standards for operational areas as well as back office
• targeted control of the most important sales channels to ensure capacity utilization and price levels

The coach takes on the role of a sparring partner – not as an outside know-it-all, but as a neutral companion who sharpens the focus on the essentials. Through feedback, reflection and practical methods, managers learn to structure their tasks more efficiently and regain more time for strategic and guest-oriented issues.

A key benefit is that processes are not dependent on individual persons but are reliably documented and supported by the team. This prevents short-term absences or changes in management from leading to chaos.

Coaching in day-to-day business gives managers and teams back what is often lost in everyday life – security, clarity and decision-making ability. Overload becomes structure, uncertainty becomes clarity, and a reactive operation becomes an actionable company. The focus is on setting priorities, creating structures and giving managers confidence in their actions.

Regaining trust, securing the future

In difficult economic times, it is not enough to simply make minor adjustments. Tourism businesses – whether hotels, restaurants or destinations – need comprehensive restructuring or, if the crisis is more severe, a clear reorganisation plan. The aim is to restore economic stability while securing the trust of guests, employees, partners and investors.

Restructuring begins with a systematic analysis of the causes. This often involves questions such as:

• Which revenue drivers have stalled?
• Which cost blocks are too high or not flexible enough?
• Which processes cause inefficiencies?

This is used to develop a set of measures that secures liquidity in the short term and strengthens profitability in the medium term. Typical approaches range from optimizing offerings and adjusting pricing and terms to renegotiating with suppliers and financing partners.

Restructuring goes one step further. It encompasses not only a business analysis, but also a detailed action plan and schedule. This specifies who in the company will take on which tasks by when, what the priorities are and how progress will be monitored. This means that the concept is not just a set of figures, but a framework for all stakeholders, i.e. owners, employees, banks and business partners.

A good restructuring concept combines several components in a practical framework:

• Analysis of the initial situation and the causes of the crisis
• Portfolio of measures with clear responsibilities
• Liquidity planning with short- and medium-term scenarios
• Profit planning and scenario analyses
• Communication plan that creates transparency and restores trust

The added value comes not only from the figures, but also from the joint development of viable solutions. Experience shows that restructuring can only be successful in the long term if employees, managers and external partners understand, accept and consistently implement the measures.

„In the middle of every difficulty lies opportunity“ – Albert Einstein

This turns a difficult phase not only into a test of endurance, but also into an opportunity to streamline structures, modernise processes and put the business on a more stable footing.

Orientation in difficult times

A company in crisis needs not only figures and spreadsheets, but above all orientation and a clear roadmap. A restructuring concept fulfils precisely this task and shows which steps are necessary, who will take them and in what timeframe they are to be implemented. This turns uncertainty into structure and helplessness into the ability to act.

Developing a viable plan begins with a thorough analysis of the initial situation. This includes sales development, cost structure, liquidity, contract analysis and organisation. On this basis, a package of measures is put together that clearly defines priorities.

• Which steps must be taken immediately to ensure solvency?
• Which measures serve to rebuild profitability in the medium term?
• Which structural adjustments will ensure future viability?

An essential component of any restructuring concept is liquidity planning. It shows how long the available funds will last, what scope there is for investment and at which points external financing or negotiations with banks are necessary. At the same time, a profit plan with scenarios is drawn up. Best-case, real-case and worst-case scenarios illustrate how different developments affect the economic situation. A communication plan is just as important. Employees, investors and partners need to understand why certain steps are necessary and what the goal is. Only when everyone involved is on board can trust be built, and trust is the most important currency in times of crisis.

A good restructuring plan is therefore not just a report for the bank, but a tool for management and motivation. It gives owners the certainty that their business has a clear path out of the crisis, shows employees that their work is part of the solution, and convinces banks and investors that the measures make sense.

What appears to be an insurmountable crisis thus becomes a clear path back to stability, profitability and sustainability. The benefits lie in orientation, commitment and speed. Liquidity is protected; margins are improved in a targeted manner and complexity is reduced. At the same time, psychological momentum is created because small successes are made visible, which in turn can generate motivation.

Getting people on board, making decisions effective

Changes such as new guest requirements, shifting markets, rising costs and technological innovations are part of everyday life in tourism. But while strategic concepts often look convincing on paper, their implementation frequently fails because people are not sufficiently involved. Change management ensures that changes are not only decided upon but also put into practice.

The focus is on a clear vision. Where should the journey take us, what is the desired outcome of the change? This goal must be communicated openly so that employees, managers, owners and partners can understand why adjustments are necessary. Only then can understanding replace resistance.

Another success factor is the involvement of the management team. They are multipliers and provide guidance in everyday life. If they themselves support the changes and authentically exemplify them, the teams will follow. It is important here to have close communication and the opportunity to reflect on uncertainties in a confidential setting. Coaching creates the right platform for this.

Change management is not a rigid concept, but a dynamic process. Progress is made visible, small successes are celebrated and setbacks are analyzed honestly. This maintains motivation and allows the change to become part of everyday activities step by step.

Key elements are:

• A clear vision – where are we heading?
• Open communication – why is change necessary, what is changing for whom?
• Involvement of managers – multipliers who provide guidance
• Qualification of teams – through targeted training
• Measurability of progress – making small successes visible

Particularly in tourism, every change has an impact not only internally but also externally. Guests immediately experience whether processes are running smoothly, whether a new service offering is coherent and whether the corporate culture appears authentic. That is why communication and implementation processes must be designed in such a way that they are just as comprehensible to guests as they are to employees.

„It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.“ – Charles Darwin

The result of successful change management is a business that does not remain stuck in its structures, but remains flexible, adaptable and future-proof. Employees feel involved and motivated, managers gain clarity and orientation, and guests experience a service offering that is coherent and contemporary. Change thus becomes not a threat, but an opportunity to strengthen the business economically and culturally.

Rapid assistance in critical situations

Sometimes there is no time for lengthy analyses or comprehensive concepts. When a business suddenly finds itself in a critical crisis, rapid decisions and pragmatic solutions are required. Troubleshooting means stabilising structures within the shortest possible time and restoring the business to operational capability.

Typical triggers include an unexpected slump in demand, negative online reviews, staff shortages in key positions or quality defects that directly affect the guest experience. Such situations threaten not only turnover and capacity utilization, but above all the trust of guests and the motivation of employees.

A professional approach to troubleshooting follows a clear pattern. The first step is stabilization – immediate measures to prevent the situation from deteriorating further – such as short-term staff redeployment, a direct response to guest complaints or a targeted discount campaign to secure occupancy. This is followed by root cause analysis, i.e. the search for the actual weak point that triggered the crisis. Only based on this a short-term action plan can be developed that defines clear goals for the next 30, 60 or 90 days.

This approach is particularly important in tourism, as guests experience problems directly and immediately spread the word via digital channels. That is why rapid stabilization also requires active communication management. In other words, taking criticism seriously, providing transparent answers and, at the same time, showing that solutions are already being implemented.

„The only real mistake is the one from which we learn nothing.“ – Henry Ford

Troubleshooting is not a substitute for long-term strategy, but a tool for regaining the ability to act in times of crisis. The aim is to calm the situation, regain trust and get the business back on track. For owners and managers, it means regaining control of the situation. For employees, it creates orientation and security. And for guests, it is a visible signal that the business is dealing with challenges professionally.

Integration with tact and sensitivity

When structures within a company or group of companies change, it is rarely just a matter of figures and contracts. Reorganizations and mergers are far-reaching processes that affect workflows, people, cultures and often also market position. They offer opportunities for synergies and growth, but also harbour risks of uncertainty, friction losses and cultural breaks.

The key to success lies in a clear integration roadmap that takes all relevant areas into account. From harmonizing systems and processes to adapting organizational structures and creating a uniform market and brand presence. It is important that this roadmap does not just come from the top, but is developed together with managers and teams, because only then will it be viable.

The area of corporate culture is particularly sensitive. Two companies may have similar offerings but completely different cultures. Successful change management ensures that the strengths of both sides are preserved while at the same time creating a new shared culture that is consistent for employees and guests.

A merger or restructuring must also be well communicated to the outside world. Guests and business partners expect continuity, reliability and quality. This requires transparent communication and security while the changes are implemented in the background.

„Culture eats strategy for breakfast.“ – Peter F. Drucker

When implemented correctly, restructuring or mergers not only lead to savings and efficiency gains, but also to a stronger market position, clearer processes and higher motivation within the team. It is crucial that all those involved are included from the outset and feel that they are part of the solution. Then a potentially difficult process becomes a successful step into the future.

Sparring for managers

Managers in the tourism industry are under particular pressure during times of crisis and change. Decisions must be made quickly, conflicts resolved and teams motivated – while owners, investors and guests have high expectations. In such moments, a coach acts as a sparring partner, helping to gain clarity, set priorities and prepare sound decisions.

A central element of coaching is reflection in a safe setting. Managers can talk openly about uncertainties, run through various options for action and get feedback without having to worry about immediate consequences for the team or the business. This boosts self-confidence and makes it easier to deal with difficult situations. Typical topics include dealing with pressure and uncertainty, communicating in conflict situations, managing change processes and strengthening personal resilience. Especially in owner-managed companies, where the roles of entrepreneur and private individual are often closely linked, coaching helps to gain distance and act more strategically.

‘Anyone who always does what he already can, will always remain what he already is.’ – Henry Ford

Through solution-oriented coaching, managers develop a clearer picture of their role, make more informed decisions and communicate more convincingly. They gain the ability to remain calm even in difficult situations and to lead their team. This brings stability and orientation to the company, even when external circumstances remain uncertain.

Temporary responsibility during times of change and difficult phases

There are situations in which a business is temporarily left without reliable leadership – for example, due to illness, unexpected resignations, a change of ownership or during a handover phase. Especially in the hotel and tourism industry, where daily operations must run smoothly, such a gap can quickly lead to a decline in quality, a drop in sales or demotivation within the team.

Interim management offers a professional solution here. As an experienced manager, I take on operational responsibility for a clearly defined period of time, stabilize the organization and ensure that guests, employees and partners continue to have confidence. Unlike in traditional consulting, an interim manager actively shapes everyday life, makes decisions and takes responsibility.

The areas of assignment are diverse. Often, the task is to keep the business stable during a critical phase while simultaneously arranging for a successor or searching for a new manager. In other cases, an interim manager takes over leadership during a restructuring or reorganization phase, where quick decisions and consistent implementation are required. Interim management also creates continuity during business transfers or mergers until the new structure is up and running.

It is essential that not only are processes kept running, but that employees also get guidance and motivation. An interim manager brings a neutral outside perspective, can resolve blockages, moderate conflicts and at the same time maintain the economic focus.

„Leadership is not about being in charge. It is about taking care of those in your charge.“ – Simon Sinek

For owners and investors, interim management means above all security. The business remains operational, decisions are made professionally, and the transition period is used to strategically prepare the next steps. In this way, a phase of uncertainty becomes an opportunity to move forward into the future with greater strength.

Securing future viability

Handing over a business to the next generation or to new owners is one of the most important and, at the same time, most difficult phases in the history of a company. Particularly in the hotel and tourism industry, where businesses have often been run by families for decades, succession is not only an economic decision, but also a question of emotion, identity and trust.

Successful succession requires that all essential questions be clarified at an early stage:

• Who will take over responsibility?
• How will ownership, management and operational leadership be regulated?
• What role will the previous owners play in the transition phase?
• What is the future vision for the business and is it supported by all stakeholders?

Only when goals, roles and responsibilities are clearly defined can conflicts be avoided and the business be led into a stable future. Coaching and external support help to defuse tensions and make the process objective and solution-oriented. Especially when different generations or several shareholders are involved, a neutral outside perspective is important and valuable. This ensures that discussions remain constructive and decisions are made with long-term stability in mind.

In addition to internal succession, the question of alternatives such as renting, leasing or selling often arises. These options must be examined objectively – based on cash flow, investment requirements and market prospects. This prevents decisions from being made solely on emotional grounds.

„Succession is not about leaving something behind. It’s about ensuring what you built can continue to thrive.“

Success factors for a successful business succession

• Early planning of the handover to keep options open
• Clear communication and involvement of all relevant stakeholders (family, employees, partners, banks)
• Develop a vision for the future together with the owner and successor
• Define roles, tasks and responsibilities for the long term
• In addition to figures, facts and contracts, also consider emotional aspects such as expectations, relationships and values
• External consulting with neutral moderation prevents conflicts and ensures an objective basis for decision-making

Professional support for company succession creates clarity, reduces conflicts and secures the future viability of the business. Coaching helps to reduce tensions, clarify open questions and shape the succession in such a way that the business remains stable and its future is secured. For owners, it means the certainty that their life’s work will remain in good hands. For successors, it creates a solid foundation on which they can successfully develop the company. And for employees and guests, it means stability and trust – two core values in an industry that thrives on consistency and relationships.

Rental, lease, management contract, sale

Internal company succession is not always possible or appropriate. In such cases, external options must be carefully considered. Whether rental, lease, management contract or complete sale – each option has opportunities and risks that must be weighed up both economically and emotionally.

In the case of rental or lease, the owner retains ownership of the property while a third party takes over its operation. A lease is agreed upon, which can be either a fixed lease (constant income, higher risk for the lessee) or a turnover lease (percentage of turnover, risk shared between owner and operator). Hybrid models are also frequently used, combining a minimum lease with a turnover-dependent component in order to combine predictability and flexibility.

A management contract offers owners the opportunity to have the business run by a professional hotel or tourism management company. Remuneration is usually based on a fixed basic fee plus performance-related components (management fee). This allows the owner to benefit from the operator’s expertise while continuing to bear the economic risk.

Finally, a sale is the definitive exit strategy. This option requires a particularly careful assessment of the company’s value, clear preparation of the figures and transparent communication with potential buyers. For many owners, this is a difficult step, as it means handing over not only the business, but often also a part of their personal life story.

The following aspects are examined:

• Current income situation and investment requirements
• Contractual models (fixed lease, turnover lease, hybrid variants, management contracts)
• Cash flow and return on investment prospects
• Market interest and long-term strategic options

„Every exit is an entry somewhere else.“ – Tom Stoppard

Professional evaluation of these models ensures that decisions are not made on gut instinct, but are based on a sound analysis of returns, cash flow, investment requirements and market prospects. For owners, this means clarity and security; for investors, transparency; and for the business itself, a solution that ensures its future viability.

Change is not the exception but the norm in tourism. However, how it is managed determines success or failure. Coaching and change management give companies the ability to turn challenges into opportunities, get people on board and create sustainable structures.

The result: a business that is more stable, sustainable and financially successful – and a team that faces the future with confidence and energy.

Restructuring, change, succession or exit options are sensitive issues. Viable solutions emerge when all relevant stakeholders are involved at an early stage and share responsibility. This can be achieved with clear formats. Kick-off workshops for goals, roles and rules. Decision-maker boards with fixed schedules and documented decisions. Participation workshops with leadership and key roles to evaluate options and make the impact on everyday life visible. An open communication plan, both internally and externally, so that rumours become facts. A decision and action logbook that keeps progress, responsibility and deadlines transparent. Monitoring with a sense of proportion that proves effectiveness without burdening the team. This creates a climate in which people listen to each other, make decisions together and share the burden.

Shaping change together successfully

Well-managed change arises from a combination of clarity in the figures, simplicity in the processes and respect in dealing with each other. It is developed together with all relevant stakeholders and supported by them. Coaching and change processes create the framework in which directional decisions are understood, implemented and anchored in everyday life. The result is a business that operates in a more stable and sustainable manner, with motivated teams, clear priorities and measurably better profitability. Less friction, more impact, more joy in success.

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