{"id":18229,"date":"2026-04-30T12:35:49","date_gmt":"2026-04-30T12:35:49","guid":{"rendered":"https:\/\/topat10.com\/?p=18229"},"modified":"2026-04-30T12:35:49","modified_gmt":"2026-04-30T12:35:49","slug":"hyatts-ceo-has-built-a-family-culture-for-20-years-now-hes-leaning-on-it","status":"publish","type":"post","link":"https:\/\/topat10.com\/?p=18229","title":{"rendered":"Hyatt\u2019s CEO has built a \u2018family\u2019 culture for 20 years. Now he\u2019s leaning on it"},"content":{"rendered":"\n

Mark Hoplamazian<\/a> has run Hyatt Hotels<\/a> for nearly two decades. He has navigated the 2008 financial crisis and a pandemic that sent hotel demand to zero overnight. But sitting down with Fortune<\/em> at the Great Place to Work For All Summit<\/a> in Las Vegas, the CEO said the moment he finds himself in now has a different texture\u2014less acute than a single catastrophic shock, more corrosive.<\/p>\n

\n

\u201cI would describe it as unsettled, as opposed to maybe completely negative,\u201d Hoplamazian said. \u201cThere\u2019s been a period of time during which there\u2019s been a lot of cubbyholing of people based on their gender identity, or based on their sexual preferences, or based on whatever. And that creates a lot of stress. It creates a sense of us versus them. It creates a sense of disquiet.\u201d<\/p>\n

For Hoplamazian, the response to that unsettledness is the same thing it\u2019s always been: culture. Hyatt just earned its 13th consecutive spot<\/a> on Fortune<\/em>\u2018s 100 Best Companies to Work For list. Those milestones aren\u2019t incidental. They are, in Hoplamazian\u2019s telling, the operating system.<\/p>\n

\u201cWe\u2019re a company that actually relies upon and works on emotional connectivity,\u201d he said. \u201cIt\u2019s not transactional.\u201d At Hyatt, he added, \u201cWe don\u2019t live in a transactional world.\u201d<\/p>\n

Culture that runs the company<\/strong><\/h2>\n

That philosophy is rooted in a realization that Hoplamazian said he came to early in his tenure, when he gathered teams from a number hotels and asked them a simple question: why had they stayed? The average tenure of a Hyatt general manager, he noted, is over 25 years. The answer, after a lot of discussion, came down to a single word: care.<\/p>\n

\u201cThey felt a sense of being cared for, and they were fulfilled in caring for others,\u201d Hoplamazian told Great Place to Work CEO Michael C. Bush. In the hospitality industry, he added, people often talk about service and serving others. \u201cBut the key difference is empathy. You start with empathy to understand what the needs of that person are.\u201d<\/p>\n

The CEO who asked his kids for feedback<\/strong><\/h2>\n

He formalized it into an equation: empathy plus action equals care. That framework, he said, was shaped by a moment that hit closer to home than any boardroom conversation. After taking an empathy assessment, Hoplamazian got uncomfortable scores. \u201cI took this assessment and I saw the results from my empathy scores were kind of low and I was like, \u2018Well, that\u2019s just not right.’\u201d He said he did what most people do and rejected it\u2014but he also asked his kids about it. He was crushed. They told him that on their morning drives to school, he was almost always on his phone. \u201cDad, it\u2019s green, time to go,\u201d they\u2019d learned to say. \u201cand afterwards, I was like, \u2018Oh, my God,\u2019 like, pay attention to your behaviors and wake up. \u2029And that was a turning moment for me.\u201d<\/p>\n

That willingness to be accountable is the same quality that he said he demands from Hyatt\u2019s leaders. They see themselves as a family, but direct with each other the same way his kids were with him. \u201cSome people will say, if you\u2019re a family, that means you\u2019re not really willing to make tough calls or give people direct feedback,\u201d he told Fortune<\/em>. \u201cAnd I would say, on the contrary, it\u2019s an act of kindness to actually give that feedback to people.\u201d Warmth is not the opposite of accountability, he said, it\u2019s what makes accountability possible.<\/p>\n

The war\u2019s toll on travel<\/strong><\/h2>\n

The business case for that culture, he said, gets clearer in disrupted times, and right now, disruption is coming from multiple directions. The Iran war has delivered a swift and tangible blow to the hospitality sector. The World Travel & Tourism Council<\/a> estimated in March that the conflict was already costing the global travel industry at least $600 million per day in lost international visitor spending. Hyatt, which operates properties across the Middle East, felt it immediately.<\/p>\n

\u201cThere\u2019s been short-term impact for sure,\u201d Hoplamazian acknowledged. \u201cThe transiting over the hubs in the Middle East, Dubai, Abu Dhabi, Doha, those are big hubs. And the world crossroads are there. It\u2019s from Asia on the way to Europe, or vice versa.\u201d He declined to predict when the damage would dissipate, tying it directly to the duration of the conflict. \u201cI think it\u2019s very hard to predict how long it will take for that to dissipate to the point where it\u2019s not an act of thought for people before they jump on a plane to go to Dubai, for example. I don\u2019t know how long that will take. It kind of depends on how much longer this whole conflict ensues.\u201d<\/p>\n

When asked about the impact on tourism and travel to the Middle East, Hoplamazian called it a \u201cbig hit\u201d to the region, \u201cthe immediate impact is very significant. So things have really come down for obvious reasons, like you\u2019re adjacent to a war zone.\u201d<\/p>\n

The world wants to move<\/strong><\/h2>\n

Still, he resisted a pessimistic long view, pointing to an unexpected China travel boom, a Japan market running hot, and a U.S. consumer who keeps spending, partly, he acknowledges, because of who Hyatt serves. \u201cThe unfortunate reality is we are living in a K-shaped economy,\u201d he said. \u201cAnd we [Hyatt] serve high at the upper part of the K, primarily.\u201d But he said something more structural is at work than demographics, arguing that travel has moved down the Maslow hierarchy of needs. \u201cPeople feel a desire\u00a0to travel \u2026 It\u2019s like not quite shelter and food, but it\u2019s pretty close thereafter.\u201d<\/p>\n

Hoplamazian returns to the \u201chuman connection factor,\u201d arguing that his industry is only going in one direction long-term. \u201cThere\u2019s a human desire to explore and to discover. And as soon as people have more money to be able to spend discretionary income, that\u2019s what they want to do.\u201d Calling the desire for experiences over goods \u201ca major mega theme\u201d of the 2020s, he predicted that Hyatt\u2019s investment for decades in the human element will continue to pay off. \u201cBusinesses are a little bit more reactive to the exigency of the moment, so they may actually cut back in the immediate term, but longer-term, medium to long-term, this is a phenomenal business to be in. The world wants to travel. The world\u2019s becoming more connected. And that\u2019s not going to stop.\u201d<\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

Mark Hoplamazian has run Hyatt Hotels for nearly two decades. He has navigated the 2008 financial crisis and a pandemic that sent hotel demand to zero overnight. But sitting down with Fortune at the Great Place to Work For All Summit in Las Vegas, the CEO said the moment he finds himself in now has […]<\/p>\n","protected":false},"author":135,"featured_media":18230,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[123],"tags":[],"class_list":["post-18229","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business"],"yoast_head":"\nHyatt\u2019s CEO has built a \u2018family\u2019 culture for 20 years. 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He has navigated the 2008 financial crisis and a pandemic that sent hotel demand to zero overnight. But sitting down with Fortune at the Great Place to Work For All Summit in Las Vegas, the CEO said the moment he finds himself in now has…","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/posts\/18229","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/users\/135"}],"replies":[{"embeddable":true,"href":"https:\/\/topat10.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=18229"}],"version-history":[{"count":0,"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/posts\/18229\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/topat10.com\/index.php?rest_route=\/wp\/v2\/media\/18230"}],"wp:attachment":[{"href":"https:\/\/topat10.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=18229"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/topat10.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=18229"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/topat10.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=18229"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}