“Forged by Fire: The Human Skills That Define Hospitality”
A working restaurant moves to its own rhythm and beat. The steady, deliberate sound of knives sharpening or chopping, the chatter of the printer on a busy night, the snap and hiss of oil settling, the constant hum of the hood. These are all signs that the kitchen has reached a working tempo, shaped by tickets, heat, consistency, and camaraderie.
Once you’ve lived inside this rhythm, it’s hard to step away. You come to understand that every shift, every challenge, every unexpected moment is shaping you if you let it. And yet, even on the most successful days, it teaches you to never forget the ground that taught you.
This is the committed life of a hospitality professional.
So what exactly is it about this industry that awakens parts of us we didn’t know were there? Why does it shape us so deeply- as leaders, as teammates, as people?
The conditions in a kitchen and restaurant are not for the faint of heart. The pressure is constant, the expectations are high, and the lessons you learn stay with you. A busy day in a kitchen is like being forged by fire. The work is not only challenging, but there is no time or space to hide who we are. Every part of us shows up, especially in difficult moments. From our tempers and habits to our ability to communicate and work together as a team. Layer by layer, our weaknesses are exposed. But so too are our strengths revealed.
It is these conditions that foster traits unique to those in the restaurant and hospitality industry. In the same way that a restaurant brings together a vibrant and singular blend of personalities, over time we are not shaped solely by the fire of a busy shift, we are refined by one another.
Many traits come to mind when I think of the most talented hospitality professionals I’ve worked with and had the privilege of meeting during my 18 years in this industry. But the one trait I find most admirable in those who succeed is grit.
“Grit is the combination of passion and perseverance for long-term goals.” It’s continuing to show up when quitting would be much simpler. Those with grit refuse to let the temporary pain of today decide the permanent outcomes of tomorrow.
The skills we know lead to long term success in the hospitality industry are supported by global workforce research. Data from the 2025 World Economic Forum’s Future of Jobs Report, shows that as access to information and technology become so widespread, technical knowledge is no longer the sole contributor to workplace success. In an industry built on trust, consistency, and one that is strong on human connection, soft skills are critical.
Soft skills, once overlooked, are now known to be powerful and foundational, and they mirror the traits that ultimately shape the heart and culture of an organization.
A broad set of soft skills consistently observed in successful restaurant professionals includes:
Emotional intelligence
Clear and effective communication
Grit and resilience
Teamwork and collaboration
Adaptability and flexibility
Few industries develop strength, resilience, and these human- centered skills as intensely as hospitality. However, as our world continues to shift and evolve, our once strong labor force is noticeably diminishing in both quality and quantity. The staffing challenges facing restaurants today did not appear overnight. They were ignited in early 2020, when the COVID-19 pandemic forced widespread closures and displaced millions of hospitality workers almost instantly. As dining rooms reopened in 2021, many of those workers did not return. According to the National Restaurant Association, “the industry remained millions of jobs below pre-pandemic levels well into the recovery. Even today, as employment numbers rebound, the imbalance continues.”
What began as a health crisis with businesses suffering resulting repercussions, has now evolved into a structural challenge, one defined not just by hiring shortages, but by a business’s ability to retain employees, burnout among those carrying an unreasonable amount of operational weight, and an overall reexamination of how restaurants support the people who power them. This research further strengthens the importance of building holistic business strategies.
One could argue that widespread retention issues in hospitality are simply onboarding problems or flaws in training and development. However, a holistic viewpoint recognizes that a business’s ability to retain employees is built at the intersection of operations and an individual’s human condition, their motivation, loyalty, commitment, values, drive, and grit.
We also cannot underestimate how the global shift toward “peak digital” has hindered the natural development of these skills within the industry’s future workforce. One of the greatest disadvantages of a fast-paced, high-noise world is the growing disconnect and misalignment between workplace values and individual expectations around work ethic. Returning to a holistic perspective reminds us that meaningful, lasting growth almost always requires time, repetition, struggle, and learning, like being forged by fire, like the pioneers of this industry before us.
In an age of instant gratification and comfort, the likelihood of these skills developing naturally in our rising workforce is bleak. This perspective, backed by credible research and data, reinforces that viewing not only the hospitality sector, but our world, through a holistic lens is not just beneficial… it is imperative.
This problem is complex and today I am not able to provide you with all of the possible solutions. The existence and complexities of our staffing challenges however, invite us to consider deeper systemic issues within our society. When I approach a problem, whether in this industry or in life, I focus on what is within my control to improve, and what requires collaboration, perspective, and great minds working together.
As hospitality leaders, what remains within our control is our desire, commitment, and dedication to becoming better, stronger leaders ourselves. By strengthening these qualities within and leading by example, we increase our ability to positively influence the next generation of employees.
Success in hospitality is not the result of isolated fixes or short-term solutions. It comes from intentionally integrating company values into daily operations, creating cohesion and alignment across the business, and committing to long-term thinking. It requires owners and leaders to have grit, especially when the work is difficult and the payoff isn’t immediate. When values and systems work together, we create environments where essential human skills can be cultivated, consistently practiced, and sustained over time. These holistic environments shape not only stronger teams, but stronger people capable of carrying the industry forward with purpose and resilience.
While leadership may be a topic for another blog post, I’ll conclude with a powerful reminder from Jack Welch:
“Leadership is about helping other people grow and succeed. Leaders have to be generous with praise, opportunities, and their time. If you’re not building confidence in others, you’re not leading.”
-Jack Welch
🎥 Watch the interview clip here:
https://www.youtube.com/shorts/quLnMrpSxmU
As you reflect on your own operation, ask:
What kind of leaders are we forging? What kind of culture are we building for those who come next?
