There’s no denying that the skills gap in our industry is real. Recent articles in Tourism Update and conversations across various industry platforms have echoed what many of us have been feeling for some time – especially those of us who’ve spent decades witnessing the shifts, setbacks and small wins from the inside.
Yes, COVID-19 stripped our industry of many experienced hands. Yes, newer staff haven’t had the opportunity to learn, practise or fully understand what worked before. Yes, there’s a shortage of language skills, managerial depth and confidence among younger professionals.
But what I keep coming back to is this: it’s not just a shortage of skills – it’s a deeper disconnect in how we’re showing up as people within this space.
We cannot solve a human problem with technical solutions alone.
Training by itself won’t fix this. Nor will simply throwing around terms like “emotional intelligence” or “resilience” if we’re not actively creating environments in which those qualities can be built, supported and lived.
Right now, I’m hearing from business owners who are burnt out and under pressure. Managers stretched thin. Team members overwhelmed. Communication breakdowns. Conflict. People just not coping.
And I understand. It’s a lot.
At the same time, we’re asking new recruits to rise to the occasion without offering them the mentorship, structure or guidance they need – the kind many of us only received because we were thrown into the deep end and told to swim.
That’s not a system. That’s survival.
We’re expecting people to deliver “above average” results in systems that aren’t designed to help them grow or become better humans – they’re simply built to keep the wheels turning.
We need to stop outsourcing the responsibility for change.
I’ve said this before and I’ll say it again: skills can be taught but attitude, curiosity, empathy and a growth mindset must be cultivated. And that cultivation starts with each of us.
To be clear, there is already exceptional work being done by government, training institutions, industry leaders and individuals who continue to show up with limited resources and under immense pressure.
But without co-responsibility at every level – starting with ourselves – the mountain becomes too steep to climb.
No one is coming to save us. No one is going to magically transform the tourism industry unless we’re all willing to wade in and do the work ourselves.
We need to build stronger, more human-centred businesses – not because it sounds good but because it’s the only sustainable path forward.
That means taking an honest look at how we lead, how we support one another, and whether our workplaces are safe, curious and brave enough to hold the kind of growth we claim to want.
Small shifts and big change
Trying to “fix” all of this can feel daunting. But I believe in the power of marginal gains – that 1% better, every day. It’s not about dramatic reinvention. It’s about intentional, consistent shifts in how we show up.
Let’s start small. Build mentorship structures, even informally. Speak more openly about burnout. Stop treating staff wellness as a “nice-to-have”. Invite business graduates and analysts into our industry – without losing the heart of what makes hospitality so uniquely human.
We can professionalise without becoming soulless.
It’s time for co-responsibility
This isn’t just government’s job. It’s not solely the role of training institutions. It’s not only about the next generation or the old guard making space.
It’s all of us. Owning our part. Learning better. Doing better.
What got us here won’t get us where we need to go. But we’re not broken – we’re being invited into a new way of being.
So here’s the invitation:
Ask yourself – what’s the smallest thing you can do today, for yourself, your team and the industry you love to help move this forward?
That’s how we get from where we are to where we need to be.
