How to Use the Hotel General Manager One-to-One Template

Why structured hotel general manager one-to-ones matter

Your hotel general manager is the single most important person in determining the success of your property. They own the P&L, set the culture, manage the relationship with ownership, maintain brand standards, and lead the entire team. When they're thriving, the property performs commercially, guests return, and staff want to stay. When they're struggling, you see RevPAR decline, turnover spike, guest satisfaction erode, and owner confidence waver.

The challenge is that general managers operate with significant autonomy and often in isolation. They're the most senior person on property, which means they rarely receive the kind of structured feedback and support they give to their own teams. Without intentional one-to-ones, you'll only hear about problems when they hit the monthly report — or when your GM starts looking for their next role.

This template structures your conversations around the areas that matter most for GM performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your hotel general manager that you value this time and take their development seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to approve a capex request, support a staffing business case, or raise something with ownership, check whether you followed through. GMs notice broken promises — and they stop sharing if they think you're not acting on what they tell you.

Check recent performance data or feedback — Review RevPAR and RevPAR index for the past period, occupancy trends, guest satisfaction scores, and the latest P&L position. Look at STR data to understand market context. Check employee engagement scores if available. This takes ten minutes and ensures you're having a data-informed conversation rather than relying on impressions.

Note any observations from the past week — Think about what you've noticed about the property and the GM's leadership. Have you visited recently? What was the lobby energy like? Did you hear feedback from guests, ownership, or the brand? Did they handle a crisis well? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them the day before: "What's top of mind for our conversation tomorrow?" This gives them time to step out of day-to-day operations and think strategically. GMs spend their time problem-solving; preparing for a strategic conversation requires a different mindset. If they reply "all good," try: "What's the biggest risk to this property's performance over the next quarter?"

Customisation tips:

• Schedule fortnightly at the same time — GMs manage their own calendars, so consistency matters more than specific timing
• 45-60 minutes is appropriate for this level. Don't rush — these conversations cover the full breadth of a complex operation
• If you're regional or multi-site, video calls work but in-person visits are more valuable. Combine one-to-ones with property visits where possible
• Bring the STR report, P&L summary, and guest satisfaction data. Having numbers in front of you both keeps the conversation grounded

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. GMs are used to being the ones asking the questions — being asked to share their own concerns requires a role reversal. If they still don't, offer a specific opener: "If you could solve one problem on this property this week, what would it be?" The specific framing works because "How's things?" is too vague for someone managing a multi-million pound asset.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not directing it. A GM who feels heard will share the real issues — the ones they'd otherwise try to manage alone until they become crises or resignation triggers.

If you have items to cover — brand updates, ownership requests, portfolio strategy — mention them at the start so they know it's coming, then let them go first: "I need to discuss the refurbishment timeline before we finish, but first — what's been on your mind?"

What to record: Their exact concerns in their own words. Don't paraphrase into corporate language — "the F&B manager isn't strong enough and I need to make a change" captures reality better than "discussed departmental leadership capability."

Role Performance

These four questions are designed to uncover how the property is truly performing from your general manager's perspective. Work through each one during the conversation and tick it off as you cover it.

"How's RevPAR trending? What's driving it — rate, occupancy, or both?"

This tests their commercial grip on the business. A strong GM will break down RevPAR into its components — ADR and occupancy — and explain what's driving the trend. They'll reference market context (STR data, local events, competitor behaviour) and connect commercial performance to operational decisions. If they can't explain what's driving their numbers, they're not managing the business proactively.

What good answers sound like:

• Breaks down the number with specific drivers and market context
• Connects operational decisions to commercial outcomes
• Identifies risks and opportunities in the revenue picture

What to do with the answer: If they're on top of it, acknowledge their commercial grip. If they're vague, probe deeper. If market conditions are challenging, discuss strategy together. Don't just ask for better numbers — help them find the levers.

"What's the guest satisfaction picture? Any patterns in the feedback that concern you?"

Guest satisfaction is the leading indicator of future commercial performance. This question surfaces whether your GM is monitoring feedback proactively and identifying patterns. One complaint is noise. Five complaints about the same thing is a signal. A GM who can identify patterns and is already acting on them is managing the guest experience well.

What good answers sound like:

• References specific data sources and trends rather than individual anecdotes
• Identifies patterns across departments, shifts, or guest segments
• Shows ownership of the guest experience and active intervention

What to do with the answer: If patterns exist, discuss root causes and action plans. If they're not monitoring feedback systematically, that's a coaching conversation.

"How's the P&L looking? Anything in the numbers that concerns you or that you want to discuss?"

This opens a commercial conversation about the full P&L — not just revenue, but costs, margins, and profit delivery. A GM who can walk you through their P&L, explain variances, and discuss trade-offs is operating at the level you need. One who waits for monthly reporting to identify issues is managing reactively.

What good answers sound like:

• Cites specific numbers and explains variances
• Identifies cost pressures and mitigation strategies
• Balances short-term profit delivery with long-term investment needs

What to do with the answer: If they're managing costs well, acknowledge it. If there are pressures, discuss trade-offs honestly. Don't just demand cost cuts — understand the context and make decisions together.

"What's the biggest commercial opportunity you see for this property that we're not pursuing?"

This reveals strategic thinking. A GM who can identify untapped revenue — whether it's a market segment they're not targeting, a space that's underutilised, a service gap in the local market, or a digital distribution opportunity — is thinking beyond day-to-day management. If they can't name an opportunity, they may be too deep in operations to think strategically.

What good answers sound like:

• Names a specific, actionable opportunity with revenue potential
• Has thought through feasibility and investment requirements
• Shows awareness of market positioning and competitive landscape

What to do with the answer: If the opportunity is viable, help them build a business case. If it needs investment, discuss the approval process. Respond — ignoring their strategic thinking is the fastest way to kill it.

Record the key points from your discussion, focusing on commercial trends, guest satisfaction patterns, P&L dynamics, and strategic opportunities. These notes are critical evidence for performance reviews and for your own reporting to ownership.

Team and Relationships

These questions surface how your general manager is leading the property — their department head team, succession planning, culture, and the leadership infrastructure they're building.

"How's your department head team? Who's performing, who needs attention, who are you worried about?"

A GM's performance is ultimately measured by the performance of their team. This question reveals whether they're actively managing their leadership layer or just coordinating operations. The best GMs will be specific about each person — who's growing, who's struggling, and who's at risk.

What good answers sound like:

• Names specific individuals with evidence-based assessments
• Distinguishes between performance issues, capability gaps, and retention risks
• Shows they're actively investing in their team's development

What to do with the answer: If someone needs replacing, discuss the timeline and recruitment approach. If someone needs development, explore what support you can provide. If someone is a flight risk, discuss retention strategies.

"Who are you developing for succession? If you weren't here tomorrow, who would run the property?"

Succession planning is a fundamental GM responsibility. If the answer is "nobody" or "I'm not sure," that's a significant gap. A strong GM will have their assistant manager or a senior HOD on a clear development path, with specific skills being developed and exposure being created.

What good answers sound like:

• Names a specific person with a clear development plan
• Identifies what the successor needs to develop
• Shows they're actively creating opportunities for growth

What to do with the answer: If succession is in place, support the plan. If it's not, make it an immediate priority. A property without succession planning is a business risk.

"How's the culture on the property? Are people engaged, or is there something brewing?"

Culture is the GM's ultimate responsibility. This question asks them to honestly assess the emotional health of the property. A GM who says "culture is great" without evidence may not be close enough to their team. One who identifies specific cultural dynamics — positive or concerning — is paying attention.

What good answers sound like:

• Gives a nuanced assessment rather than a one-word answer
• Identifies specific cultural strengths and concerns
• Shows they're actively shaping culture rather than just hoping it's okay

What to do with the answer: If there are cultural concerns, discuss the root cause and intervention plan. If culture is genuinely strong, discuss how to protect and build on it. Culture deteriorates when it's taken for granted.

"How's your relationship with the AM and HODs? Do you have the team you need?"

This surfaces whether the GM has the leadership team required to run the property well. If they don't — if key positions are weak, vacant, or filled with the wrong people — the GM is carrying an unsustainable load. This question also reveals whether they're being honest about team gaps or trying to manage around them.

What good answers sound like:

• Honest about team strengths and gaps
• Identifies what's needed and what they're doing about it
• Shows willingness to make difficult decisions about team composition

What to do with the answer: If they need to make changes, support them — recruiting, restructuring, or performance-managing. If they're avoiding a difficult decision, coach them through it. Don't leave them struggling with a team that isn't strong enough.

Capture the leadership team assessment, succession planning progress, cultural dynamics, and any team changes needed. Note talent risks and development plans — this information feeds directly into your own succession planning and portfolio management.

Growth and Development

These questions explore career aspirations and what keeps your hotel general manager engaged. The answers shape how you invest in their development and how long you can expect to retain them.

"Where do you see yourself in three years? Running multiple properties, a bigger asset, something different?"

The answer determines your development and retention strategy. A GM who wants a multi-site role needs portfolio exposure and regional leadership skills. One who wants a bigger asset needs commercial depth and stakeholder management at a higher level. Someone considering leaving the industry needs a different conversation entirely.

What good answers sound like:

• Honest about their trajectory without performing loyalty
• Specific about what interests them
• Shows they've thought about it seriously

What to do with the answer: Align their development with their ambition. If it's multi-site, involve them in portfolio discussions. If it's a bigger property, create exposure to more complex operations. If they're unsure, help them think through it.

"What would make this the best GM role you've ever had? What's missing?"

This is a retention question. Whatever they name as "missing" is the thing most likely to push them toward looking elsewhere. It might be investment in the property, support from ownership, autonomy, recognition, or simply the challenge level. The answer is always actionable if you listen properly.

What good answers sound like:

• Names something specific and honest
• Identifies gaps that are within your power to address
• Shows they're invested enough to want the role to improve

What to do with the answer: Address what you can, quickly. Be honest about what you can't change. Either way, respond within a week.

"If you were going to leave, what would be the reason?"

The most direct retention question you can ask. It bypasses politeness and gets to the real risk factors. Common answers for GMs include: lack of investment in the property, difficult ownership relationship, better opportunities elsewhere, burnout, or feeling their career has stalled. Whatever they say, don't react defensively — write it down and address it.

What good answers sound like:

• Trusts you enough to be honest
• Names a specific factor rather than deflecting
• Distinguishes between real frustrations and hypothetical complaints

What to do with the answer: If it's fixable, fix it. If it's structural, acknowledge it and discuss mitigation. Losing a strong GM is one of the most expensive and damaging events in hotel management — prevention is always cheaper than replacement.

"What do you need from me that you're not getting?"

This directly asks whether you're doing your job as their line manager. Whatever they say, write it down. Common answers include: faster decision-making, better market data, more visits, clearer strategic direction, or simply someone to talk to about the challenges of the role.

What good answers sound like:

• Specific and actionable
• Trusts you enough to ask
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. GMs notice broken promises more than anyone because they rarely ask for things in the first place.

Record their career direction, development interests, and retention risks. This feeds directly into performance review objectives and helps you plan for succession at both property and portfolio level.

Wellbeing and Support

These questions catch the pressures that come with running a property — the loneliness of the role, the constant availability, and the challenge of managing multiple stakeholder demands simultaneously.

"What keeps you up at night about this hotel?"

This cuts through professional composure to their genuine concerns. GMs carry the weight of the entire property — commercial performance, team welfare, guest safety, ownership satisfaction, and brand compliance. The thing that keeps them awake is the thing most likely to affect performance or drive them out.

What good answers sound like:

• Names something specific and real rather than performing toughness
• Differentiates between temporary worries and persistent concerns
• Trusts you enough to share vulnerability

What to do with the answer: If it's within your power to address, act on it. If it's market conditions or structural challenges, discuss strategies together. Either way, acknowledge the weight they're carrying — the GM role is lonely, and knowing someone understands helps.

"What decision are you facing where you'd value my input?"

This gives them permission to ask for help without appearing incapable. GMs rarely ask for guidance because they think it signals weakness. By framing it as "my input," you normalise collaborative decision-making at the most senior level.

What good answers sound like:

• Names a specific decision or situation
• Has thought it through before asking
• Values your perspective genuinely

What to do with the answer: Give your honest perspective. Don't take over — they need a sounding board, not a directive. If it's a decision that affects the portfolio, say so. If it's theirs to make, support them.

"How's the relationship with ownership? Any concerns there?"

The GM-ownership relationship is one of the most consequential dynamics in hotel management. When it works, the property gets investment, support, and strategic alignment. When it doesn't, the GM is caught between operational reality and ownership expectations. This question surfaces whether the relationship is genuinely healthy or politically managed.

What good answers sound like:

• Honest about the relationship dynamics
• Identifies specific areas of alignment and tension
• Shows they're managing the relationship proactively

What to do with the answer: If there's tension, understand the root cause and decide how to intervene. If the relationship is strong, acknowledge it. If ownership expectations are unrealistic, help the GM navigate that reality.

"Is there anything about brand standards or corporate requirements that's making your job harder?"

Brand and corporate requirements are meant to support hotel performance, but they can sometimes create friction. This question surfaces whether the corporate framework is helping or hindering your GM. If standards are creating operational problems, you need to know — and either fix them or explain why they matter.

What good answers sound like:

• Names specific standards or requirements that create friction
• Explains the operational impact
• Distinguishes between genuinely problematic requirements and minor inconveniences

What to do with the answer: If the concern is valid, advocate for change. If the standard matters, explain why and help them implement it better. Don't dismiss their frustration — they're dealing with it daily.

Record worries, decision-making challenges, ownership dynamics, and corporate friction points. Flag anything that suggests burnout or disengagement — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during the period, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Bringing new ideas and pushing for innovation — Are they still proposing property improvements, revenue initiatives, or operational innovations? A GM who stops bringing ideas has either given up on change or decided they're leaving. Strategic innovation is the strongest engagement signal at GM level.

Making decisions confidently without excessive checking — Are they making commercial and operational decisions within their authority, or are they checking everything with you or ownership? A GM who starts seeking approval for routine matters is either losing confidence or distancing themselves from accountability.

Discussing numbers openly rather than defensively — When you raise concerns about property performance, do they engage constructively or become defensive? Defensive responses suggest they feel threatened rather than supported. Open discussion indicates psychological safety and professional maturity.

Maintaining high property visibility and floor presence — Are they visible around the property — lobby, restaurants, back of house — or have they retreated to the office? A GM who stops walking the property has disengaged from operations. Floor presence is how they read their hotel.

Speaking about the property with ownership language — Do they say "my hotel" and "our team" or "the hotel" and "the staff"? Ownership language reveals emotional investment. Its absence suggests they've mentally distanced from the property.

Engaged in conversations about the future — Do they talk about next quarter, next year, the property's trajectory? Or have future-focused conversations gone flat? A GM who avoids discussing the future may be planning to leave it.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this GM needs urgent attention — increase meeting frequency and focus on understanding what's changed. A disengaged GM affects the entire property.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by next time I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're progressing [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Respond to the capex request by Friday")
• Their commitments with deadlines (e.g., "Present the revised revenue strategy by next meeting")
• Any items to escalate to ownership or brand level
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Capex approved — you can proceed with the lobby renovation." GMs are used to regional and corporate functions that don't follow through. Being reliable sets you apart. If you can't do something you promised, tell them immediately and explain why.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First year: Focus on understanding their leadership approach, building trust, and ensuring they have the support structure they need. Listen more than direct.
• Established relationship: Push into strategic territory. Portfolio contribution, commercial innovation, industry leadership.
• When things are going well: Share wider strategic context, involve them in portfolio decisions, acknowledge their property's contribution publicly.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on support rather than pressure. Remove obstacles faster.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews, succession planning, and portfolio management decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Hotel General Manager performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Check out our Hotel General Manager onboarding guide if you're supporting someone in their first 90 days
• See our Hotel General Manager interview questions for hiring guidance