Rachel Higbie, in her four years in the hotel industry, has advanced to senior director, operations strategy at Atlanta-based Davidson Hotels & Resorts. She credits her success largely to her interest in reaching out and working with colleagues at all levels and in all departments. “Everybody plays an important part in the success of the business,” says Higbie, 32. After earning an MBA from the Yale School of Management, she spent several years as director of continent lodging services at Marriott International before moving to Davidson.
Higbie is one of 20 rising stars (all 40 and under) HOTELS interviewed for our May feature. All shared their insights about their lives in the business and thoughts about some of today’s challenges and opportunities. In a Wall Street Journal-sponsored series, read Higbie’s responses to our questions and click here to link to the full list of interviews with HOTELS 20 Next-Gen hospitality leaders.
Contributed by Karen Kroll
HOTELS: How would you describe the evolution of opportunities in the hotel industry?
At the corporate level, I’ve noticed more positions that cross disciplines. Another trend is more structured management trainee and leadership development roles, where people have an opportunity to spend time in different departments within hotels and in the corporate office.
H: In the hotel industry, how prevalent are glass ceilings and the old boys network, based on what you’ve found? How do you develop your own network?
Rachel Higbie: I’ve been in the industry for about four years and have not found that my career growth has been stunted or challenged by any kind of old boy’s network. I’ve noticed my peers stay connected in ways that are more informal. For instance, if I’m traveling to a city, odds are I know somebody there, so we’ll try to get together.
H: How are company cultures shifting? What do you think needs to be updated about company culture to ensure younger professionals are attracted to the hotel industry?
RH: The next generation of hoteliers is looking for honesty, openness, and candor. I’ve seen corporate cultures where every message is vetted by dozens of people. I don’t think that the next generation of hoteliers is looking for that.
H: How do the needs and priorities of next-gen leaders differ from current ones?
RH: They’re looking for opportunities to gain exposure to new areas and have constant opportunities to learn and hone their craft. Also, those coming up in the industry need to feel a really strong sense of purpose in what they do.
H: Why are people getting into the hotel business and what does the industry need to do to become more attractive? What’s attracting people now?
RH: It’s important for people to see a career path and see examples of people who have been really successful, such as those who started in an hourly role and worked their way up in the organization. Also important is knowing there are different opportunities and that you’re not going to be pigeonholed in one specific area.
H: What’s important when it comes to hotels and careers?
RH: A real passion for serving others. Having pride in what you do is critical, whether you’re cleaning rooms or serving guests in the restaurant or at the front desk. It’s all about creating a phenomenal experience for our guests.
H: What about the business keeps you up at night?
RH: Finding and keeping great people, and then inspiring them to be manically focused on finding new ways to do what we do better. Also, (finding) people who aren’t afraid to speak up and call out issues.
H: To what do you most attribute your success and growth?
RH: I’ve had the opportunity to work with some phenomenal leaders who had a strong vision for their organization. They shared their visions and helped me understand how I could play a key role in delivering them. I also worked with people who gave me an opportunity to work independently. They were encouraging, but also got out of the way and let me try new things.
H: What advice would you give next-gen hoteliers? What would you tell people entering the industry now?
RH: Gain experience within different parts of the industry. To move into a leadership role, it’s important to understand what it’s like to work back of house, front of house and in the corporate office. Interact with people in different roles.
H: Can you describe a few things you try to do every day, and why you do them?
RH: The simplest thing is trying to talk to as many people as I can. For example, I’m rolling out new systems within our organization, and every change we make is going to have a ripple effect. I have to understand that impact. It’s constantly asking questions, getting feedback and having conversations.
H: Where do you find inspiration outside your industry?
RH: By paying close attention to every service interaction I have, whether it’s at a restaurant, a store, or an Uber ride. Was it memorable? Was it genuine? Is it making my life easier?
H: Who inspires you?
RH: The leaders I’ve worked with at Starwood, Marriott and at Davidson. It’s been incredible to watch them encourage and inspire our team. And our general managers. The hardest job in hospitality is to be a GM. I’ve been fortunate to work closely with many. There’s something about participating in a morning standup or a hotel leadership team meeting and watching how a general manager inspires their team.
H: What’s one prediction you’re willing to make about your discipline in the coming year?
RH: I’m hearing more about identifying ways to make sure our hotels are focused not just on travelers, but also on the community they’re in. Being a hub for the community and then also giving travelers an opportunity to experience the community is a way to generate revenue, and to make travelers’ experience more memorable.