How to Use the Hotel General Manager Interview Template

Why structured hotel general manager interviews matter

A hotel GM shapes everything - culture, profitability, guest experience, staff retention, and owner confidence. Get this hire right and you transform a property. Get it wrong and you face months of declining performance, senior team departures, and painful owner conversations before you're back at square one with a new search.

The difficulty with GM interviews is that experienced candidates are exceptionally polished. They've been through dozens of interviews, they know the right answers, and they present well. Surface-level conversations won't reveal whether someone can actually run your P&L, build a leadership team, or navigate the complex relationship between brand standards, owner expectations, and operational reality. This template forces the conversation below the surface by testing across five distinct areas - from hard financial performance to soft leadership style - so you assess the complete executive, not just the presentation.

Structured scoring also protects against the charisma trap. The most personable candidate isn't always the most commercially capable. By weighting leadership and commercial acumen equally and requiring evidence-based scoring at every stage, you make hiring decisions on substance rather than impression.

Pre-Interview Preparation

Before the candidate arrives, work through this checklist to ensure you're ready for a thorough executive-level assessment.

Review candidate CV and GM track record - Look for property sizes managed (rooms, revenue, headcount), brands they've operated under, and measurable results. Note the trajectory - are they moving to larger, more complex properties or laterally? Look for gaps between roles and how long they stayed at each property. GM tenures under two years raise questions.

Prepare interview area - GM interviews should feel professional and confidential. A private meeting room, not a public area. These candidates are often currently employed and may not want to be seen interviewing. Consider whether the candidate should tour the property during the visit.

Have scoring sheets and pen ready - Executive-level candidates give nuanced, lengthy answers. Document the specifics - you'll need to compare candidates on the quality of their commercial thinking, not on who was more likeable.

Ensure 60 minutes uninterrupted time - A GM interview needs a full hour minimum. Brief your team that you're completely unavailable. Nothing signals "this property is poorly managed" more than a GM-level interview interrupted by operational issues.

Review hotel P&L and strategic priorities - Know your numbers cold. Current RevPAR, GOP percentage, payroll ratio, guest satisfaction scores, TripAdvisor ranking, and key strategic challenges. You need this context to judge whether the candidate's experience and ideas are relevant to your property's situation.

Customisation tips:

• For owner-operated properties, add "Confirm owner availability for second-stage interview or informal meeting"
• For branded hotels, add "Review brand performance scorecard and standards audit results"
• For properties undergoing repositioning, add "Prepare summary of capital plans and target market positioning"
• For multi-property groups, add "Prepare portfolio context showing this property's role within the group"

Candidate Details

Record the candidate's full name exactly as they prefer to be called. This becomes your reference for all subsequent documentation and correspondence.

Document when the interview took place. Essential when comparing multiple GM candidates interviewed over several weeks - the recruitment process for this level often extends over a month or more.

GM Experience

Why this question matters:

The gap between managing a department and running an entire hotel is enormous. A GM must hold the strategic vision whilst simultaneously managing the detail - P&L ownership, owner relations, brand compliance, team development, guest satisfaction, capital planning, and community positioning. You need to understand whether their previous GM experience is relevant to your property's size, complexity, and market position, and whether they truly owned outcomes or operated with heavy regional or brand support.

What good answers look like:

• Specific, quantified achievements with clear personal ownership ("I took over a property running at 58% GOP and grew it to 67% over three years through a combination of revenue strategy restructuring, procurement renegotiation, and team productivity improvement")
• Clear articulation of property complexity ("I managed a 320-room full-service hotel with 180 staff, five F&B outlets, 2,000 square metres of conference space, and a £12 million annual revenue budget")
• Honest discussion of challenges and how they navigated them ("We faced a major brand repositioning that required a full renovation while maintaining 60% occupancy - I managed the phased closure programme, maintained guest satisfaction through the disruption, and reopened with a 22% rate premium")
• Understanding of how they balanced competing stakeholder demands ("Our ownership group wanted aggressive cost cutting, but I demonstrated that investing £80,000 in front desk training and lobby refurbishment would drive a £200,000 RevPAR improvement - they approved the investment and we exceeded the target")
• Evidence of developing their senior team, not just managing operations personally

Red flags to watch for:

• Cannot quantify their impact on property performance - vague claims about "improving things" without numbers
• All achievements framed as "I" with no mention of building or leading a team to deliver results
• GM experience limited to small properties with minimal operational complexity, being positioned as equivalent to your role
• No evidence of P&L ownership - focused on operational management without commercial responsibility
• Blames previous owners, brands, or regional teams for all challenges without discussing how they navigated those constraints
• Short tenures (under 18 months) at multiple properties without compelling explanations

Customisation tips:

• For independent hotels, probe their experience operating without brand support systems, marketing infrastructure, or corporate purchasing power
• For branded properties, ask how they balanced brand standards with local market needs and owner expectations
• For resort properties, explore their experience managing complex, multi-departmental operations with seasonal demand patterns
• For city-centre hotels, focus on their experience with high-turnover environments, competitive markets, and rapid decision-making

How to score:

• 5 - Excellent: Proven GM with outstanding results at properties of comparable size and complexity; quantified achievements across revenue, profitability, and guest satisfaction; clear evidence of strategic ownership and team development
• 4 - Good: Strong GM experience with good results; managed relevant property types with clear evidence of commercial impact, though property size or market complexity may be slightly below what your role requires
• 3 - Average: Some GM or deputy GM experience with basic understanding of full-property management; results mentioned but not well-quantified; may have had significant corporate or regional support
• 2 - Below Average: Limited GM exposure; mostly department-level management being positioned as GM-equivalent; difficulty articulating how they've driven property-wide outcomes
• 1 - Poor: No GM experience; confused about the scope and responsibilities of a GM role; cannot discuss property-level commercial management

Financial Performance

Why this question matters:

The GM is ultimately responsible for the hotel's financial performance. Owners and investors judge GMs on their ability to grow revenue, control costs, and deliver profitable returns. A GM who can't discuss RevPAR, GOP, payroll ratios, and capital expenditure with confidence and specificity is a GM who isn't truly running the business. This question separates operators who understand numbers from those who delegate financials entirely to their financial controller or regional team.

What good answers look like:

• Specific revenue improvement strategies with measurable outcomes ("I restructured our revenue management approach and renegotiated our OTA commission terms, which combined delivered a 9% RevPAR increase and a 3-point improvement in net revenue after distribution costs")
• Detailed understanding of cost levers ("Our payroll ratio was running at 38% against a target of 34%. I worked with department heads to redesign shift patterns, introduced flexible scheduling during shoulder periods, and invested in cross-training - we reached 33.5% within eight months without reducing service levels")
• P&L fluency that goes beyond revenue to profitability ("Revenue growth means nothing if it doesn't flow to the bottom line. At my last property, I grew revenue 7% but grew GOP 14% because I simultaneously improved procurement terms and eliminated waste in our F&B operations")
• Capital investment thinking ("I presented a business case to ownership for a £2.5 million rooms renovation based on a 24-month payback through rate uplift. We achieved the target rate premium of £35 per room within 14 months of completion")
• Understanding of the relationship between short-term performance and long-term asset value

Red flags to watch for:

• Cannot discuss GOP percentage, payroll ratio, or cost-per-occupied-room without prompting
• Focuses exclusively on revenue without understanding cost management or profitability
• Attributes all financial success to market conditions or brand initiatives rather than their own actions
• No experience with capital expenditure planning, owner reporting, or asset management conversations
• Dismissive of financial detail ("I leave the numbers to the FC")
• Cannot articulate how they've improved profitability, only how they've maintained it

Customisation tips:

• For independent hotels, probe their experience building financial reporting and budgeting processes without corporate frameworks
• For managed properties, ask how they've navigated management fee structures, owner distributions, and FF&E reserve management
• For properties requiring turnaround, focus on their experience identifying and executing cost reduction without damaging service quality or team morale
• For growth-oriented properties, explore their experience with revenue diversification, ancillary income development, and market share gains

How to score:

• 5 - Excellent: Strong track record of financial improvement with specific, quantified examples across revenue growth, cost control, and profitability; demonstrates P&L fluency and capital investment thinking
• 4 - Good: Good P&L management skills with solid examples of driving financial results; understands key metrics and has improved performance, though experience may be concentrated in either revenue or cost management
• 3 - Average: Basic financial understanding adequate for day-to-day operations; can discuss headline metrics but lacks depth in strategic financial management or has limited P&L ownership experience
• 2 - Below Average: Limited commercial focus; understands financials at a surface level but hasn't driven meaningful improvement; relies heavily on finance team or corporate for financial strategy
• 1 - Poor: No P&L experience; cannot discuss hotel financial metrics meaningfully; shows no understanding of how operational decisions affect profitability

Leadership Style

Why this question matters:

A GM's leadership style shapes the entire property's culture. Staff turnover, guest satisfaction, operational standards, and team morale all stem from how the GM leads. You need a leader who can build a strong senior management team, develop talent, hold people accountable, and create an environment where staff genuinely want to perform - not just a competent operator who happens to sit in the GM's office.

What good answers look like:

• Describes a coherent leadership philosophy with specific examples of how they've applied it ("I believe in setting clear expectations, giving people the tools and authority to deliver, and holding regular one-to-ones to provide honest feedback. At my last property, I restructured the HOD meeting format from a reporting session to a problem-solving workshop, which transformed engagement and accountability")
• Evidence of building and developing senior teams ("I inherited a weak F&B manager and a strong rooms division manager. Rather than immediately replacing the F&B manager, I created a structured development plan, paired them with a mentor from another property, and within six months they'd turned their department around. That investment in development sent a signal to the whole team")
• Demonstrates handling underperformance constructively ("I had a front office manager who was technically excellent but toxic to the team. After two documented coaching conversations with no improvement, I managed them out. It was difficult because operationally they were strong, but the team atmosphere improved immediately and we didn't miss a beat on standards")
• Shows self-awareness about leadership strengths and development areas ("I'm naturally detail-oriented, which serves me well in financial management but I've had to consciously develop my ability to step back and let my senior team own their departments without micromanaging")
• References reducing staff turnover or improving employee engagement scores through specific initiatives

Red flags to watch for:

• Cannot describe their leadership style beyond generic platitudes ("I'm a people person" or "I lead by example" without specifics)
• All examples involve them personally solving problems rather than developing their team to handle challenges
• Avoids discussing how they've dealt with underperformance - suggests they either ignore it or avoid confrontation
• Micromanagement tendencies disguised as "high standards" ("I check every department's work every morning")
• No examples of developing people who went on to bigger roles - suggests they either can't develop talent or feel threatened by strong performers
• Describes a command-and-control approach that doesn't adapt to different situations or team members

Customisation tips:

• For properties with high staff turnover, probe their specific experience and strategies for improving retention
• For hotels undergoing cultural change, ask about their experience leading transformation and managing resistance
• For properties with strong existing teams, explore how they'd approach leading a team they didn't build - earning respect without disrupting what works
• For multi-generational workforces, ask about their experience adapting leadership style across different age groups and career stages

How to score:

• 5 - Excellent: Inspirational leader who develops talent; articulates a clear leadership philosophy with strong evidence of team building, performance management, and culture creation; has developed people into senior roles
• 4 - Good: Strong leadership with development focus; good examples of leading teams and improving performance; demonstrates accountability and coaching capability, though may have less experience with large or complex team structures
• 3 - Average: Adequate management style that keeps operations running; can discuss leadership basics but limited evidence of proactively building culture, developing talent, or handling difficult performance conversations
• 2 - Below Average: Limited leadership range; tends toward either micromanagement or delegation without support; few concrete examples of developing people or addressing underperformance
• 1 - Poor: Cannot lead effectively; no coherent leadership philosophy; examples suggest either authoritarian control or complete avoidance of leadership responsibility

Guest Satisfaction

Why this question matters:

Guest satisfaction is the GM's responsibility even when they're not personally delivering the service. The best GMs create systems, culture, and standards that produce consistently excellent guest experiences across every touchpoint - from the booking process to the post-stay follow-up. A GM who achieves strong financial results but has declining guest scores is building a house on sand. Reputation damage compounds over time and becomes exponentially harder to reverse.

What good answers look like:

• Describes systematic approaches rather than reactive firefighting ("I implemented a daily guest feedback review with all HODs, where we categorised comments by department, identified patterns, and assigned ownership for resolution. Repeat complaints dropped 40% in six months")
• Uses specific metrics and benchmarking ("We moved from 4.2 to 4.6 on TripAdvisor over 18 months, reaching top-five positioning in our competitive set. Our brand guest satisfaction score went from 78% to 89%, placing us in the top quartile regionally")
• Balances technology and personal touch ("We invested in a guest messaging platform for real-time feedback during stays, but I also reinstituted the GM's welcome letter and ensured I personally greeted VIP guests and long-stay arrivals")
• Shows understanding of guest recovery as an opportunity ("Our best guest loyalty stories came from recovery situations. When a guest had a genuinely poor experience, I empowered the front desk to resolve up to £200 without approval and personally followed up on anything serious. Our guest retention rate from recovery situations was over 60%")
• Links guest satisfaction to commercial outcomes ("Every point on our TripAdvisor score correlated with a £3.50 ADR premium in our market. Guest satisfaction wasn't just a service metric - it was a direct revenue driver")

Red flags to watch for:

• Treats guest satisfaction as a department-level responsibility ("That's really down to the front office manager and the F&B team")
• No systematic approach - relies on individual staff members being "naturally good" rather than building consistent processes
• Cannot cite specific metrics or improvement trajectories from their properties
• Focused entirely on complaint handling rather than proactive experience design
• No understanding of how online reputation affects revenue and market positioning
• Dismissive of negative feedback ("You can't please everyone") rather than treating it as diagnostic data

Customisation tips:

• For luxury properties, probe their experience creating memorable, personalised experiences at scale - not just meeting expectations but exceeding them consistently
• For business hotels, ask how they've balanced efficiency with warmth in high-turnover guest environments
• For properties with poor current scores, focus on their experience with turnaround - rebuilding guest satisfaction from a low base
• For branded properties, explore how they've exceeded brand standards rather than simply complying with them

How to score:

• 5 - Excellent: Exceptional guest satisfaction track record with specific metrics showing improvement; demonstrates systematic approaches, recovery excellence, and clear understanding of how satisfaction drives commercial performance
• 4 - Good: Strong guest focus with good satisfaction scores and clear examples of improvement initiatives; understands measurement and recovery, though may not have experience across the full range of satisfaction systems
• 3 - Average: Adequate attention to guest feedback with basic monitoring systems; can discuss satisfaction at a general level but lacks specific metrics, systematic approaches, or evidence of driving significant improvement
• 2 - Below Average: Inconsistent guest focus; delegates satisfaction responsibility without personal engagement; limited understanding of measurement systems or how satisfaction connects to commercial outcomes
• 1 - Poor: No guest satisfaction systems or philosophy; cannot discuss how they've measured, monitored, or improved guest experience at any property

Strategic Vision

Why this question matters:

A GM who only manages today's operations will never transform a property's performance. You need someone who can look three to five years ahead - understanding market trends, anticipating competitive threats, identifying investment opportunities, and positioning the hotel for long-term success. The first 90 days question reveals whether they think strategically or just operationally, and whether they can develop a coherent plan rather than a scattered wish list.

What good answers look like:

• Describes a structured approach to the first 90 days ("My first 30 days are about listening and learning - understanding the property, the team, the market, and the owner's vision. Days 30-60 are about identifying quick wins and building my strategic plan. Days 60-90 are about presenting that plan to ownership and beginning execution on the highest-impact initiatives")
• Balances listening with action ("I wouldn't change anything major in the first month. The team has been running this property and they know things I don't. But I would set up one-to-ones with every HOD in week one, walk every inch of the property, and review three years of financial data to understand the trajectory")
• Shows market awareness and competitive thinking ("Before I arrived, I'd research your comp set, understand the local market dynamics, review your online reputation versus competitors, and arrive with informed questions rather than assumptions")
• Demonstrates understanding of the GM's unique role in connecting operational reality with strategic direction ("Strategy without execution is academic. I'd identify two or three strategic priorities that the team can rally around, rather than presenting 20 initiatives that overwhelm everyone")
• Links strategic vision to measurable outcomes ("At my last property, my 90-day plan identified repositioning our conference offering as the biggest opportunity. We invested £150,000 in AV upgrades and sales resource, which generated £400,000 in incremental revenue in the first year")

Red flags to watch for:

• Jumps immediately to operational changes ("I'd sort out the breakfast offering and fix the front desk staffing") without understanding the strategic context
• Has no 90-day framework or approach - makes it up on the spot with generic answers
• Cannot discuss market positioning, competitive strategy, or long-term property development
• Focuses exclusively on cost-cutting as the primary strategic lever
• No evidence of having developed or executed a strategic plan at any previous property
• Answers suggest they'd impose their previous property's strategy on your property without understanding the differences

Customisation tips:

• For properties undergoing repositioning, ask specifically how they'd approach brand transition, rate restructuring, and market re-education
• For well-performing properties, explore how they'd identify the next level of improvement rather than just maintaining current success
• For properties with capital investment planned, ask how they'd manage guest experience and team morale during renovation periods
• For group-owned properties, probe their experience developing strategy within a portfolio context - understanding how their property fits into the group's overall positioning

How to score:

• 5 - Excellent: Clear vision with proven execution; demonstrates a structured approach to strategic planning with specific examples of identifying and capturing market opportunities; thinks both short-term and long-term with measurable results
• 4 - Good: Good strategic planning skills with evidence of looking beyond day-to-day operations; has developed plans and delivered results, though may lack experience with the most complex strategic challenges
• 3 - Average: Basic strategic awareness with understanding that planning matters; can discuss strategy at a general level but limited evidence of developing and executing their own strategic plans
• 2 - Below Average: Operational not strategic; focused on managing today's business without evidence of forward planning, market analysis, or long-term positioning thinking
• 1 - Poor: No strategic thinking; cannot discuss how they'd approach positioning a property for future success; entirely reactive to current circumstances

Practical Trial

Why practical trials matter:

At GM level, the practical trial is less about testing specific skills and more about observing executive presence, commercial instinct, and how they engage with your property and team. A property tour with the candidate - or having them sit in on a department meeting - reveals how they see operations, what they notice, what questions they ask, and how they interact with staff at every level.

What to observe:

Demonstrated GM presence and authority - Do they carry themselves with the quiet confidence you'd expect from someone leading 100+ staff? Presence isn't about dominance - it's about the natural authority that makes staff feel the building has a leader. Watch how they enter rooms, how they stand, and whether people instinctively look to them.

Engaged professionally across all levels - During a property tour, do they acknowledge housekeeping staff as warmly as they engage with HODs? Do they show genuine interest in the maintenance team's work? A GM who only performs upward and ignores junior staff will create a divisive culture.

Identified operational opportunities - Without being prompted, what do they notice? A strong GM candidate will spot the worn carpet in the corridor, the slow check-in process, or the missed upselling opportunity at the bar. What they see tells you how they think.

Showed commercial awareness - Do they think about what they're seeing in commercial terms? "That vacant meeting space on a Tuesday - what's your midweek conference utilisation?" shows a commercially wired brain. Commenting on decor without connecting it to revenue impact shows an operator, not a business leader.

Maintained guest focus throughout - During the tour, do they view everything through the guest's eyes? Do they notice the guest journey from arrival to room to breakfast, or do they focus only on back-of-house operations?

Setting up an effective trial:

• Conduct a 30-minute property tour covering front-of-house, back-of-house, and guest areas
• Brief your HODs that you'll be walking through with a candidate - ask them to engage naturally
• Let the candidate lead parts of the conversation - observe what they ask about and what they comment on
• Consider having them observe or participate in a morning HOD briefing if timing allows
• Note specific observations they make and questions they ask - these reveal their priorities

How to score the trial:

• 5 - Exceptional: Outstanding GM presence and insight; engaged naturally at all levels, identified significant opportunities, demonstrated commercial thinking, and showed clear strategic perspective on the property
• 4 - Strong: Good leadership capability demonstrated; professional engagement with staff, made relevant observations, and showed commercial awareness with some strategic insight
• 3 - Adequate: Shows potential at GM level; comfortable in the property environment but observations were mostly operational rather than strategic; engagement with staff was professional but not inspiring
• 2 - Below Standard: Not ready for GM role; uncomfortable or overly cautious during the tour; limited observations; struggled to engage naturally with staff at different levels
• 1 - Inadequate: Not suited for this position; demonstrated none of the presence, commercial awareness, or leadership capability expected at GM level

Cultural Fit Assessment

Beyond skills and experience, cultural fit determines whether a GM will build on your property's strengths or create friction that undermines performance. Select all indicators that genuinely apply based on your observations throughout the interview and trial.

Shows passion for hospitality excellence - Do they genuinely love hotels? Can you feel their energy when they discuss guest experiences, property development, and team success? GMs who see the role purely as a business management position miss the hospitality dimension that connects everything.

Demonstrates commercial mindset - Do they naturally think about the business impact of operational decisions? A GM who discusses team development in terms of both human outcomes and productivity gains understands that the best hospitality businesses serve both guests and shareholders.

Leads by example - Do their stories involve rolling up sleeves when needed? Did they pick up a piece of litter during the property tour? Small behaviours reveal whether they'll model the standards they expect.

Shows team development focus - Do they talk about people they've developed who've gone on to bigger roles? A GM who builds leaders creates a self-sustaining culture. One who hoards talent or feels threatened by strong performers creates dependency.

Interest in industry leadership - Do they engage with the broader hospitality industry? Conferences, associations, mentoring, thought leadership? A GM connected to the industry brings fresh thinking and a professional network that benefits your property.

Positive about ownership accountability - Do they embrace the P&L ownership and stakeholder reporting that comes with the role? Or do they show subtle signs of resisting accountability, preferring operational comfort to commercial responsibility?

Weighted Scoring

The weighted scoring system reflects what matters most for GM success. Leadership and commercial acumen carry equal weight because a GM must excel at both - exceptional leadership without commercial delivery doesn't satisfy owners, and strong financials without effective leadership creates fragile performance that collapses under pressure.

Leadership carries the highest joint weight because the GM's primary job is building and leading a team that delivers results across every department. Rate 1-5 based on their leadership style responses and property tour observations, then multiply by 0.30.

Commercial acumen is equally weighted because the GM owns the P&L and must drive financial performance. Rate 1-5 based on their financial performance discussion and strategic understanding, then multiply by 0.30.

Strategic vision carries significant weight because a GM must look beyond daily operations to position the property for long-term success. Rate 1-5 based on their strategic planning responses and the quality of their 90-day approach, then multiply by 0.25.

Cultural fit affects whether the GM will thrive in your specific environment and build on your property's existing strengths. Rate 1-5 based on the cultural fit assessment indicators and overall interview chemistry, then multiply by 0.15.

Add all weighted scores together for the final result. Maximum possible is 5.0.

Interpretation:

• 4.0 and above: Strong hire - offer position with confidence; this is a proven executive who can lead your property
• 3.5 to 3.9: Hire with clear expectations - good candidate who may need support in specific areas (market knowledge, owner relations, or particular operational domains)
• 3.0 to 3.4: Consider second interview - potential but significant questions remain; consider a meeting with ownership or a deeper strategic discussion before deciding
• Below 3.0: Do not proceed - fundamental gaps in GM capability that experience at your property cannot bridge quickly enough

Customisation tips:

• Owner-operated properties might increase Commercial Acumen to 0.35 and reduce Strategic Vision to 0.20, reflecting the immediate need for owner confidence in financial management
• Properties requiring cultural transformation might increase Leadership to 0.35 and reduce Cultural Fit to 0.10, prioritising change management capability
• Group-managed properties might increase Strategic Vision to 0.30 and reduce Leadership to 0.25, reflecting the need for alignment with portfolio strategy

Final Recommendation

Based on all assessments, select your hiring decision:

• Strong Hire - Offer position immediately: Exceptional GM candidate with proven leadership and commercial track record; move quickly - strong GMs are actively recruited and have options
• Hire - Good candidate, offer position: Solid choice who meets your requirements across all key areas; may need time to learn your specific market or owner dynamics
• Maybe - Conduct second interview or check references: Potential but need more information; consider a meeting with ownership, a deeper financial discussion, or thorough reference checks with previous property owners
• Probably Not - Significant concerns, unlikely to hire: Gaps in leadership capability or commercial understanding that are difficult to develop at this level; only reconsider if your search yields no stronger candidates
• Do Not Hire - Not suitable for this role: Clear misfit with your property's needs; don't compromise on GM quality regardless of how long the search has taken

Additional Notes

Record any observations, concerns, or follow-up actions that don't fit elsewhere. This might include:

• Specific reference check questions (always speak to previous owners or asset managers, not just HR departments)
• Relocation requirements and timeline if the candidate is from another market
• Notice period - senior GMs often have 3-6 month notice periods in their contracts
• Salary and benefits expectations, including any bonus structure discussions
• Their questions about your property - what they asked reveals what they prioritise
• Gut feeling observations that don't fit neatly into scoring categories but feel significant
• Owner meeting logistics if proceeding to second stage

What's next

Once you've selected your hotel general manager, proper onboarding is essential for setting them up to succeed. See our guide on Hotel General Manager onboarding to ensure your new GM understands your property's strategic position, owner expectations, and team dynamics from day one.