Hospitality Starts Within: Building Strong Teams for Exceptional Guest Experiences

When people think about hospitality, they often imagine the way we greet guests at the door or the precision with which a plate is presented. But in my experience, true hospitality starts long before the guest ever walks in. It begins behind the scenes, in the relationships we build and the teamwork we foster within our operations.

Throughout my career, I have worked in a variety of environments. Large hotels like Hilton and Marriott, multi-state restaurant groups such as LGO Hospitality and The Madera Group, and independent spots around Los Angeles have all taught me the same lesson: the way our teams work together directly determines the experience we deliver.

Hospitality Within Powers Hospitality Outward

In all of the site visits I hold for potential clients, I emphasize one key point: the hospitality we deliver to guests starts with the hospitality we show each other. Teams that respect, support, and trust one another create an energy that guests can feel. They notice when service feels effortless, when a kitchen hums with coordination, and when staff genuinely enjoy working together.

I encourage operators to invest in this internal hospitality. Hold regular meetings that include all departments. Celebrate wins, no matter how small. Provide opportunities for staff to get to know one another outside of work. These moments build bonds that carry over into daily operations.

Cooks and Chefs: The Foundation of the Kitchen

The relationship between chefs and cooks is the backbone of any culinary operation. A chef sets the vision, but it is the cooks who bring it to life day in and day out. Respect in both directions is essential. When cooks feel valued, they are more engaged, more willing to take ownership, and more open to learning. When chefs trust their cooks, they can delegate with confidence, focus on bigger-picture leadership, and foster a creative environment.

I have seen kitchens where communication was poor and respect was missing. These were the places where mistakes piled up, tempers flared, and service suffered. On the other hand, in kitchens where the chef takes time to mentor, acknowledge effort, and work shoulder to shoulder with the team, there is a sense of pride that shows in every plate.

FOH and BOH: Two Sides of the Same Coin

Front-of-house and back-of-house staff often have different day-to-day responsibilities, but the guest experience is where their work comes together. If there is tension between the two, the guest will notice. But when FOH and BOH communicate openly, respect each other's challenges, and help one another, it creates a seamless service flow.

I make it a point to encourage cross-training where possible. When servers understand the complexity of the kitchen and cooks see the pace of the dining room, empathy grows. This empathy builds patience, improves communication, and ultimately leads to better service.

Operations and Other Departments: The Bigger Picture

Hospitality operations are often more complex than they appear. Sales, catering, events, marketing, and purchasing all have a hand in the guest experience. When these departments operate in silos, opportunities are missed, but when they collaborate, the results can be incredible.

For example, when the catering sales team shares client expectations directly with the culinary team, we can tailor the menu and presentation to exceed expectations. When marketing understands the kitchen's capabilities, they can promote specials that are operationally feasible and profitable. When purchasing communicates with both sales and the kitchen, we can make smarter buying decisions that save money without sacrificing quality.

The Long-Term Payoff

Strong relationships within an operation do more than make the day-to-day easier. They reduce turnover, because people are more likely to stay in a workplace where they feel supported. They improve consistency, because staff are more engaged in their work. And they help operators weather challenges, because teams with trust and respect can adapt faster when things go wrong.

Hospitality is a people business at every level. It is the warmth in a greeting, the care in a dish, the attention in service, and the respect we show one another behind the scenes. When we take the time to build strong internal relationships, we are not just improving morale. We are building the very foundation of the hospitality our guests experience.

If you are evaluating your own operation, ask yourself: how strong are the relationships within your team? Because the answer will almost always match the quality of service your guests receive.