If you’ve spent any real time in the hospitality industry, you know the grind is real.

Late nights. Early mornings. Double shifts. Holidays are spent at work while others are with their families. We wear resilience like armor and for good reason. Hospitality is about people, and people don’t run on a 9-to-5 clock.

But somewhere along the way, we stopped questioning the cost of always being “on.” And it’s time we did.

The Culture That Never Sleeps

The very nature of our business, hotels, restaurants, events, and guest services, is built around availability and experience. But that doesn’t mean our people should be endlessly available.

I’ve seen some of the most talented professionals burn out in silence. Passion can fuel you for a while, but not forever. Eventually, something gives—health, relationships, or love for the job.

That’s why work-life balance in hospitality isn’t just a perk. It’s a leadership responsibility.

Balance Is Not the Opposite of Hospitality

Let’s be clear: balance doesn’t mean slacking. It doesn’t mean less passion, or less commitment to the guest experience. It means sustainability.

A well-rested front desk manager can handle a difficult guest with more empathy. A sous chef who gets a full day off returns sharper and more creative. A housekeeper who feels respected enough to take their child to school without guilt will show up more present during their shift.

Balance enables excellence—it doesn’t compete with it.

It Starts at the Top

If you’re a GM, a director, or an owner, the tone you set matters. Do your teams feel safe asking for time off? Are breaks respected or interrupted? Do your managers lead by example—or are they quietly sacrificing themselves for the sake of appearances?

We can’t expect our teams to value balance if we don’t model it ourselves.

And in recruitment and retention? It’s no longer optional. The next generation of hospitality professionals is looking for meaning and mental health. If we don’t adapt, we’ll lose talent not just to competitors, but to entire industries that offer a better quality of life.

Small Shifts, Big Impact

We may not be able to eliminate long hours, but we can:

• Rotate schedules to allow real rest.

• Respect days off, no matter the title.

• Offer flexibility where possible, especially for parents and caregivers.

• Acknowledge that people are not robots—they’re human beings with families, dreams, and limits.

My Lesson

Some of the best leaders I’ve worked with in this industry knew when to push, but also when to step back and protect. They taught me that a strong team feels seen—not just for their output, but for their well-being as well.

And as I’ve grown in my career, I’ve learned this: you can love hospitality and still have a life. You can deliver five-star service without running yourself into the ground.

That’s how you build teams that last.

George Dfouni Sheds Light on Work Life Balance Issues in Hospitality