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

Why structured hotel revenue manager one-to-ones matter

Your revenue manager is the person most directly responsible for your hotel's commercial performance. They set the pricing strategy that determines whether rooms sell at the right rate, whether demand is captured effectively, and whether you outperform your competitive set. When they are sharp and supported, your RevPAR grows, forecasting is accurate, and commercial decisions are data-driven. When they are frustrated or isolated, you miss revenue opportunities that never show up on a report.

The challenge is that revenue managers work in a data-intensive, often solitary role. They spend their days analysing market trends, adjusting rates, and building forecasts — work that is difficult to observe and easy to overlook. Without intentional one-to-ones, you will only hear about problems when the numbers disappoint — or when they leave for a hotel that gives them more influence.

This template structures your conversations around the areas that matter most for revenue management performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what is 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 revenue manager that you take this time 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 support a pricing recommendation with the GM or investigate a new data source, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review RevPAR performance, forecasting accuracy, and any significant rate decisions from the past week. Check comp set reports and STR data if available. Look at whether their recent pricing calls landed well or missed. This gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you have noticed in commercial meetings, revenue calls, or strategy discussions. Did they present a strong case for a rate change? Did they seem disengaged during the commercial review? Did they flag a market shift that others missed? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them the day before: "We are catching up tomorrow afternoon. Anything you want to discuss?" This gives them time to prepare — revenue managers are analytical and often prefer to organise their thoughts before conversations. If they reply "all good," try: "What is the biggest pricing decision you are wrestling with right now?"

Customisation tips:

• Schedule on Monday or Tuesday afternoon — this gives them time to review weekend performance and prepare for the week ahead
• 20-30 minutes is appropriate for a revenue manager one-to-one. The conversations tend to be data-rich and benefit from slightly more time
• Meet in a private office with a screen available — they may want to show you data during the discussion
• For the first 90 days, keep these weekly without exception. After that, fortnightly works well if they prefer — but ask first

Their Agenda

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

If they say "nothing really," do not fill the silence immediately. Count to five. Silence is uncomfortable and they will often fill it with something real. If they still do not, offer a specific opener: "Walk me through the biggest pricing decision you made last week. What drove it?" The specific framing works because "How was your week?" is too vague for someone who makes dozens of rate decisions daily.

Once they are talking, ask "What else?" until they run out. Do not jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — upcoming events, budget reviews, competitor activity — mention them at the start so they know it is coming, then let them go first: "I want to discuss the Q2 forecast before we finish, but first — what has been on your mind since last time?"

What to record: Their exact concerns in their own words. Do not paraphrase into management language — "the RMS cannot handle the group wash correctly" captures reality better than "discussed system capabilities."

Role Performance

These four questions are designed to uncover how revenue management actually feels from your revenue manager's position. 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 mix?"

This opens a conversation about the core metric they own. The value is not in the number itself — you can read that from a report — but in their interpretation. Understanding whether RevPAR movement is driven by rate strategy, occupancy shifts, or business mix changes reveals how well they understand the levers they control. If they can articulate the drivers clearly, they are on top of the business. If they are vague, they may be reacting rather than strategising.

What good answers sound like:

• Breaks down the components driving performance with specific data
• Identifies which levers they controlled and which were external
• Shows forward-looking awareness of what will affect next period

What to do with the answer: Use this to calibrate your own understanding of commercial performance. If their analysis differs from yours, explore why. If they are consistently accurate, give them more strategic autonomy.

"Where are we leaving money on the table? What would we capture with better tools, data, or authority?"

This is the question that separates a competent revenue manager from an exceptional one. A good revenue manager sees the gaps — the segments not being targeted, the rate fences not being enforced, the channel mix that is costing margin. This question gives them permission to be candid about what is holding them back.

What good answers sound like:

• Names specific revenue opportunities with estimated value
• Identifies whether the constraint is tools, data, authority, or resources
• Shows they have thought about solutions, not just problems

What to do with the answer: If they identify genuine opportunities that require investment, build the business case together. If the constraint is authority — their pricing recommendations being overridden — address it. Revenue managers who feel their expertise is ignored disengage quickly.

"What's your biggest concern about next quarter's forecasting? What could go wrong?"

Forecasting anxiety is a constant for revenue managers. They are held accountable for predictions that depend on market conditions, competitor behaviour, and demand patterns they cannot fully control. This question surfaces their risk assessment and shows you value their judgement about uncertainty.

What good answers sound like:

• Names specific risks with data-backed reasoning rather than general worry
• Identifies scenarios they are planning for and contingencies they have prepared
• Shows awareness of both upside and downside risks

What to do with the answer: If they name risks you can mitigate — securing group business, adjusting marketing spend, addressing a competitor threat — act on them. If the risks are external, acknowledge them and discuss how to scenario-plan.

"How accurate has forecasting been? Where are we consistently off, and why?"

Forecasting accuracy is both a performance metric and a diagnostic tool. Consistent over-forecasting suggests optimism bias; consistent under-forecasting suggests conservatism or missing data. Understanding where forecasts miss — by segment, by day of week, by season — reveals systemic issues that can be fixed.

What good answers sound like:

• Quantifies accuracy with specific variance analysis
• Identifies patterns in where forecasts miss rather than treating each miss as isolated
• Shows they are learning from forecast errors and adjusting methodology

What to do with the answer: If accuracy is improving, acknowledge the progress. If it is declining, investigate whether it is a data issue, a methodology issue, or a market shift they have not adapted to. Do not punish forecast misses without understanding the context.

Record the key points from your discussion, focusing on recurring themes and anything that needs action. Note specific revenue opportunities they identified, forecasting concerns, and any data or tool requests. These are valuable evidence for performance reviews.

Team and Relationships

These questions surface the dynamics that affect commercial decision-making — sales alignment, pricing authority, strategic influence, and senior management support.

"How's the relationship with sales? Are you aligned on strategy, or are there friction points?"

Revenue management and sales have a natural tension — revenue managers optimise rate, sales teams optimise volume. When the relationship works, they complement each other. When it does not, you get discounted rates that destroy yield or rigid pricing that loses group business. This question surfaces whether the commercial partnership is productive.

What good answers sound like:

• Specific about where alignment exists and where it breaks down
• Understands the sales perspective alongside their own frustrations
• Suggests ways to improve coordination rather than just complaining

What to do with the answer: If there is genuine friction, facilitate a joint conversation. Revenue and sales need shared objectives and mutual understanding. Do not let your revenue manager fight this battle alone.

"When you make pricing recommendations, do they get followed? Or do they get overridden?"

This is one of the most important questions you can ask a revenue manager. If their recommendations are consistently overridden — by the GM, by sales, by ownership — they will disengage. Revenue managers are hired for their expertise; ignoring that expertise demoralises them and costs you money.

What good answers sound like:

• Honest about the adoption rate of their recommendations
• Specific about which recommendations get supported and which get overridden
• Understands the reasons for overrides, even when they disagree

What to do with the answer: If recommendations are being overridden frequently, investigate why. If it is a trust issue, work on building confidence in their analysis. If it is a power dynamic issue, reset expectations with the people doing the overriding.

"Do you feel like you have a seat at the commercial table? Are you involved in the strategic discussions?"

Revenue managers who are excluded from strategic conversations cannot do their job properly. If they are only consulted after decisions are made, or if commercial strategy is set without their input, you are underusing your most commercially focused team member.

What good answers sound like:

• Clear about which discussions they are included in and which they are excluded from
• Specific about decisions that would benefit from their input
• Shows awareness of where they can add value beyond rate setting

What to do with the answer: If they are being excluded, fix it. Ensure they attend commercial meetings, budget planning sessions, and strategy discussions. Their perspective on demand, pricing, and competitive positioning is too valuable to leave out.

"How's the working relationship with the GM? Do you feel supported?"

The GM relationship defines whether a revenue manager can operate effectively. A supportive GM who understands revenue management creates an environment where bold pricing decisions are possible. A GM who second-guesses every rate change creates paralysis.

What good answers sound like:

• Honest about the quality of the relationship without being political
• Specific about what support looks like and where it is lacking
• Shows they understand the GM's perspective and constraints

What to do with the answer: If the GM relationship is strong, reinforce it. If it is weak, understand why and work to bridge the gap. You may need to coach the GM on how to work effectively with their revenue manager.

Capture the dynamics discussed, any alignment issues with sales, and concerns about authority or strategic influence. Note pricing override patterns carefully — these often recur and directly affect both performance and retention.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this revenue manager's growth.

"Is the RMS giving you what you need? What's limiting you?"

Revenue management systems are the core tool of the role. If the RMS is outdated, poorly configured, or lacking features, it directly limits performance. This question surfaces whether the technology is enabling or constraining their work.

What good answers sound like:

• Specific about RMS capabilities and limitations rather than general complaints
• Identifies workarounds they have built and the time they cost
• Compares their current tools to industry standards they are aware of

What to do with the answer: If the RMS is genuinely limiting, build a business case for investment or configuration changes. If they need training on advanced features, schedule it. Technology investment in revenue management typically delivers measurable ROI.

"What training or development would make you more effective? Anything you're curious about learning?"

Revenue management is evolving rapidly — AI pricing, total revenue management, ancillary revenue optimisation. This question reveals whether they are keeping pace with the discipline and where they want to grow.

What good answers sound like:

• Names specific skills or knowledge areas they want to develop
• Shows awareness of industry trends and how they apply to your property
• Connects learning to improved performance rather than abstract interest

What to do with the answer: If they want certification (CHRM, CRME), support it. If they want conference attendance, budget for it. If they want exposure to total revenue management, create projects that give them that scope.

"Are you staying connected to industry developments? Conferences, peer groups, publications?"

Revenue managers who are isolated from the wider industry stagnate. Peer connections, conference attendance, and staying current with publications keep them sharp and bring fresh ideas back to your property.

What good answers sound like:

• Active engagement with at least some industry channels
• Brings insights from external sources into their work
• Shows intellectual curiosity beyond the day-to-day

What to do with the answer: If they are disconnected, help them reconnect. Revenue management peer groups, HSMAI events, and industry publications are relatively low-cost investments that keep your revenue manager engaged and current.

"Where do you see yourself going — director level, commercial strategy, multi-site, something different?"

The honest answer to this question shapes everything about how you develop them. A revenue manager aiming for director of revenue needs multi-property exposure and strategic project work. Someone interested in commercial strategy needs broader business experience. Someone planning to move on still deserves investment — you will get better work from them in the meantime.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: If they want to progress, build the path. If they want to stay and deepen expertise, support that too. If they are thinking of leaving, ask what would make them stay.

Record their career direction, development interests, and any specific skills or tools they want to develop. This feeds directly into performance review objectives and helps you plan training investment.

Wellbeing and Support

These questions catch frustration, authority gaps, and unmet needs before they cause disengagement. Ask them genuinely, not as a box-ticking exercise.

"What's the single most frustrating thing about your role right now?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to drive them away if it is not addressed. Revenue managers frequently cite being overridden on pricing, lacking data access, or being excluded from strategic decisions.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you cannot, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"Do you have the authority to make the pricing decisions you should be making? Or are you always seeking approval?"

Autonomy is critical for revenue managers. If every rate change requires approval, they cannot respond to market conditions quickly enough. This question reveals whether the authority structure enables or constrains their effectiveness.

What good answers sound like:

• Clear about where they have authority and where they do not
• Identifies decisions that would benefit from faster turnaround
• Shows good judgement about which decisions warrant oversight

What to do with the answer: Clarify their authority explicitly. Define rate boundaries within which they can act independently, and escalation points for decisions above those thresholds. Trust them with the authority they need — you hired them for their expertise.

"What data would you love to have that you don't currently get?"

Revenue managers are only as good as their data. If they are missing comp set intelligence, demand signals, or guest segmentation data, their forecasts and pricing decisions are built on incomplete foundations. This question surfaces gaps you might not know exist.

What good answers sound like:

• Names specific data sources or metrics they lack
• Explains how the missing data would improve their decision-making
• Prioritises data needs by impact rather than listing everything

What to do with the answer: If the data is available but not being shared, fix the flow. If it requires investment — STR subscription, market intelligence tools, PMS reporting enhancements — build the business case.

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

This is the most important question in the section. It directly asks whether you are supporting them effectively. Whatever they say, write it down. Then do it or explain why you cannot — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need you to back my pricing recommendations in the commercial meeting" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you are already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and do not follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, authority concerns, and data requests. Flag anything that suggests disengagement or flight risk — revenue managers in demand can leave quickly, so early-warning signs need prompt action.

Engagement Indicators

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

Making bold pricing calls with conviction — Are they still making confident rate decisions, or have they become conservative and risk-averse? A revenue manager who used to push rates aggressively during high demand but now defaults to safe pricing is showing disengagement — or loss of confidence that their recommendations will be supported.

Challenging decisions when they disagree — Do they still push back when pricing recommendations are overridden or commercial decisions ignore their analysis? A revenue manager who stops challenging has either given up or concluded that their expertise is not valued. Both are serious warning signs.

Engaging deeply with data and analysis — Are they still diving into the numbers with curiosity, or has their analysis become routine? A revenue manager who produces the same reports without interrogating the data is going through the motions. Look for evidence of deeper investigation — new analyses, alternative approaches, proactive insights.

Bringing new ideas for improvement — Do they still suggest process improvements, new data sources, or strategy refinements? Or have they stopped contributing ideas? A revenue manager who stops innovating has mentally checked out of improving the business.

Defending results analytically rather than defensively — When results are challenged, do they respond with data and reasoned argument, or do they become defensive and shut down? Analytical confidence indicates engagement and professional pride. Defensiveness often signals that they feel unsupported or undervalued.

Note which indicators you could not tick and what you have observed. If multiple indicators are absent, this revenue manager needs urgent attention — increase frequency and focus on understanding what has changed.

Actions and Follow-Up

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

"So by next meeting I am going to: [your actions]. And you are going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I am sorting [X] + [Y]. You are working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Raise RMS investment with GM by Friday")
• Their commitments with deadlines (e.g., "Prepare the Q2 forecast scenario analysis by next meeting")
• Any items to escalate to senior leadership
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you have done it — do not wait for the next meeting. Message: "Spoke to the GM — your rate authority is now extended to include BAR adjustments up to 15%." Revenue managers are used to promises that do not materialise. Being reliable sets you apart. If you cannot do something you promised, tell them immediately and offer an alternative.

Session Notes

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

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

• First 90 days: 80% listening, 20% guiding. Focus on understanding their analytical approach and market knowledge.
• Established relationship: Push into strategic territory. Multi-property thinking, total revenue management, commercial leadership.
• When things are going well: Share broader business context, involve them in strategic planning, acknowledge their commercial impact.
• When things are struggling: Increase frequency, focus on data and tool support, ensure their authority is clear and respected.

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

What's next

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

• Read our Hotel Revenue Manager job description for the full scope of responsibilities
• Check out our Hotel Revenue Manager onboarding guide if you are supporting someone in their first 90 days