The GM of Tomorrow: Strategic Vision, Human Connection

Are General Managers evolving into superheroes of hotel strategy? As AI and automation handle more routine tasks, GMs are stepping into a new era. 

In 2025, they’ll be the driving force behind balancing innovation with the personal touch that keeps hospitality warm and welcoming. Less focused on day-to-day operations, today’s GMs are taking on a more strategic role, curating exceptional guest experiences and fostering team morale like never before. 

It’s management, reimagined—with 6 essential skills to keep you ahead of the game.

What is the role of a General Manager in a hotel?

Key duties and responsibilities

The General Manager is a key player in the hotel’s command structure, connecting all departments and ensuring they work well together. Usually, the GM is the go-to person for keeping the hotel running smoothly while also keeping guests happy. They manage the department heads and staff to ensure great service. Plus, they handle the budgets to keep costs in check and boost revenue.

How hotel tech is redefining the role of General Managers

There’s no doubt that automation makes running a hotel smoother and more efficient. AI and smart systems can anticipate guest preferences, handle bookings, and even tweak room rates based on demand. 

For today’s General Managers, this means less time spent on manual tasks. 

Notification emails? They send themselves. 

Housekeepers? Their tasks pop up right on their mobile phones. 

Payment reconciliation? It’s seamlessly built into the workflow.

 So, what does this mean for General Managers? 

Although general managers may not have the same level of operational autonomy as they once did, their ability to combine technology with a personal touch makes them essential. 

In fact, the general manager’s role as a strategic leader has become increasingly important, even in the most automated hotels. They need to feel just as at ease analyzing data as they do welcoming guests and striking up a conversation after a long journey at reception.

At their best, a General Manager isn’t just overseeing a property—they’re curating an experience. 

They have a keen eye for the finer details of guest expectations and team dynamics and are ready to step in and take action when challenges arise.

6 must-have skills to lead as a General Manager

1. Marketing and brand management

Marketing today is about meaningful connections. According to a 2024 study by Skift, 71% of travelers are more likely to book accommodations that reflect authentic, localized experiences. Independent hotel GMs have an edge here. By using storytelling and personalized campaigns, you can highlight your property’s unique features, such as its ties to the local community.

For example, a GM could use a social media strategy centered on showcasing local events, partnerships with small businesses, or personalized guest stories to create a strong emotional connection. Combine this with data-driven targeting tools like lookalike audiences, and you’ll attract guests who align with your property’s values and vision.

Learn more about building a memorable hotel brand.

2. Data savvy

Data isn’t just numbers; it’s your competitive advantage. Hotels leveraging real-time data for revenue management see a 7–10% boost in RevPAR (Revenue per Available Room), according to STR reports. GMs must go beyond basic metrics to interpret trends in booking windows, occupancy patterns, and guest preferences.

For instance, if your booking engine reveals that families tend to book in spring while solo travelers dominate autumn, you can adjust packages and promotions accordingly. Smart tools that analyze ancillary spend (like food and beverage sales) can also uncover hidden revenue streams, helping your property stay profitable in any market condition.

3. Strategic planning and execution

Strategic planning is about foresight and follow-through. A GM’s ability to interpret data and act on it separates thriving hotels from struggling ones. According to a CBRE report, independent hotels that implement forward-looking pricing and promotional strategies outperform those that rely on reactive measures by 15% in annual revenue.

A clear example: if a market analysis reveals growing demand for wellness tourism, GMs can create limited-time spa packages or partner with local wellness providers. These initiatives not only increase occupancy during off-peak periods but also establish the hotel as a destination for niche audiences.

4. Balance tech with authentic hospitality

Technology enhances efficiency, but the human connection builds loyalty. Deloitte’s Global Travel Survey reports that 78% of travelers say positive interactions with staff significantly influence their decision to return.

For GMs, this means leveraging tech (like digital check-ins or mobile keys) to streamline processes while maintaining a personal touch. Train staff to recognize moments where human connection can make a difference, such as resolving complaints with empathy or offering personalized recommendations. For example, a handwritten note for repeat guests can leave a lasting impression, amplifying word-of-mouth referrals.

5. Inclusive people management

Staffing challenges remain a top concern, with turnover rates in hospitality hovering at 73% annually (Bureau of Labor Statistics). Inclusive management practices are key to reversing this trend. According to McKinsey, diverse teams are 35% more likely to achieve above-average profitability.

A GM who fosters a culture of inclusivity — by implementing equitable hiring practices, offering cross-training opportunities, and celebrating employee achievements — builds a motivated, loyal team. Happy employees are more likely to deliver outstanding service, which directly impacts guest satisfaction and retention.

6. Journey mapping

The guest experience doesn’t start at check-in; it begins with the first interaction. According to Think With Google, 53% of travelers expect personalized recommendations during the booking process. Journey mapping helps GMs anticipate these needs and refine every touchpoint, from pre-arrival communication to checkout.

For example, using a property management system, you can identify a guest’s favorite room type or amenity preference and tailor their experience accordingly. Offering personalized upsell options during the booking process (e.g., breakfast packages or late checkouts) not only elevates the guest experience but also drives incremental revenue.

Too busy managing to lead strategically?