Setting the tone: Why clarity matters when recruiting a motel manager
Op-Ed: Dianne Collie says clear roles must always be matched with practical frameworks and mutual trust.
By Dianne Collie, Founding Director of motelsos.com
In the world of motelling, recruiting the right manager isn’t just about finding someone with experience or a can-do attitude. Instead, it is about finding someone—or a couple—whose working style aligns with how your motel is operated, your business expectations and your own personal management style.
Too often, working relationships go awry not because the manager was incapable, but because their role wasn’t clearly defined, or the working relationship was not what either the owner/lessee or the manager had envisaged or anticipated due to lack of preparation and communication prior to the onboarding process.
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Not all motel manager roles are alike
While the title “motel manager” is commonly used across the industry, the actual responsibilities behind that title often vary significantly. Some managers are given full operational control, making decisions on rostering, purchasing, and other operational processes. Others, however, are expected to follow a more structured task list, with day-to-day direction provided by the owner/lessee.
Neither approach is inherently better — what matters most is that both the owner/lessee and the incoming manager understand and agree on the expectations prior to the manager commencing in the role. Misalignment between expectation and reality is more often than not the root cause of frustration and, ultimately, the early exit of managers.
Be clear about how you want your business to operate
As a motel owner or lessee, being honest about how you want your business to operate is not only helpful — it is 100 percent essential. If you prefer to stay hands-on and involved in the day-to-day operations, say so. If you expect your manager to operate with independence, treat the motel like their own, and drive performance outcomes — be equally clear. And once agreed, stick to your decision. Don’t say one thing and then change your mind.
It should be noted however that clarity of expectations isn’t enough on its own. You must also ensure that your systems and processes support the level of autonomy or structure you are offering the manager.
For example, if you expect a manager to lead the business, you must provide the necessary authority to make decisions, access to the right tools and systems, and a clear reporting structure that supports autonomy and accountability.
Clear roles must always be matched with practical frameworks and mutual trust.
Before you start recruiting, ask yourself:
- Do I want someone to follow instructions, or someone who will challenge and improve how things are done?
• Am I genuinely ready to hand over control, or do I prefer oversight and involvement?
• What specific decisions do I expect the manager to make without needing approval?
• What will I measure as success, how will I document it — and how often will we review this together?
• Are the systems in place to support someone taking initiative and ownership, or will they constantly need to ask for permission?
When you are clear on these answers yourself, you’re far more likely to attract the right manager — and keep them.
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