Learning Is a Two-Way Street

Interviews are a two-way process. So is learning.

When I interview people for the front desk, I’m intentional about keeping the conversation just that - a conversation. I don’t rely on standard behavioural questions. I start with the résumé, ask about preferences, talk honestly about what the role requires, and let one question lead naturally to the next. It’s less about ticking boxes and more about understanding how someone thinks, listens, and responds.

Learning works the same way. We can train you. We can support you. We can be patient and adapt to how you learn. But learning only really happens when you meet it halfway - when you listen, ask questions, try things, and stay curious.

That belief didn’t come from a book. It came from experience.

I’ve been with the Balcomo - A Ramada by Wyndham for almost twenty years. People often comment on the length of time. Longevity tends to get attention. But staying wasn’t about pay or titles. It was about how I was treated and whether I felt I belonged.

Before I ever worked here, I used to drive by this building and say to myself, “This is where I want to work”. I was new to Canada. English wasn’t my first language. Confidence came later. Willingness came first.

When I was asked what position I wanted, I chose night audit. Overnight. Alone. Not easy … but perfect for learning. Nights gave me the space to understand the system, the operation, and the town itself. I drove every route so I could give clear directions to our guests. I explored the town by dining at local restaurants and learning about places guests could visit, so I could offer thoughtful recommendations. I read, watched, practiced conversations, and paid attention. I kept myself up to date on the industry and current events so I knew what was new and what I could share with guests. I practiced conversations so I could keep up, not just technically, but socially. I stayed curious

What was hardest wasn’t the overnight hours. It was finding confidence in a new country. Confidence grows when you are open to learning and when you value your efforts enough that people treat you with respect.

The moment I knew I belonged wasn’t a promotion. It was being greeted warmly by the president of the hotel. Being checked in on. Being seen as a person, not just an employee. And really, where else do you work where the president gives you a hug and asks how you are, not just how the numbers look?

Culture isn’t posters on the wall. It’s how people treat you on ordinary days. It’s having each other’s backs. It’s being given grace when we make mistakes and sometimes laughing about them later, once we’ve learned.

That’s what I hope people feel when they join a team. That learning is shared. That curiosity is welcome. That effort matters more than perfection.

Hospitality stretches you. It asks a lot. Some days are hard. But it’s meaningful work. You meet people at all kinds of moments in their lives. And if you do the job with care, you make a difference more often than you realize.

The leadership lesson underneath all of this is simple.

You don’t have to be “the leader” to lead. Leadership lives in curiosity, kindness, and consistency - in the way we learn, the way we treat people, and the way we show up when it matters most.


Culture Is What People Feel. Leadership Is How You Show Up.

It’s Quiet, Consistent and Human.

Take what resonates.
Leave what doesn’t.
And come back whenever you need a pause.