Strong leadership is a critical component of a successful business environment. Leaders are responsible for cutting through external noise, centering an organization’s focus and setting an example for their teams. They are steadfast and reliable, serving a North Star that helps a company navigate these uncertain times.

Now more than ever, leaders are also responsible for their organization's culture. A healthy company culture is not a list of rules or a motto printed on a poster. It’s demonstrable. It’s how a company’s employees approach their work and treat each other. And, importantly, it is modeled by a company’s leaders so that it permeates the organization and is perpetuated by every member of its team.

Throughout my career, I’ve paid particular attention to the impact strong leaders have on their organizations and have worked to align my actions with what I call the "Behaviors of Leadership." I’m not perfect by any stretch of the imagination, but I stick to these behaviors to the best of my ability. I’ve seen them have a profound impact on my work and on the Spire Hospitality company culture. I have often shared them with my team, and I’m thrilled to have this opportunity to share them again.

Nothing is more important than integrity. My dad helped me develop this trait when I was growing up, though I didn’t truly appreciate the gift he had given me until I was much older. He never spoke to me about it, but his actions clearly conveyed a message: Maintain the highest level of honesty, empathy and concern for those around you, as well as yourself.

Here’s an example: I have worked in the hospitality business for over 30 years across several great companies. However, on extremely rare occasions, I witnessed people bending the truth or taking credit for work that someone else had done. Rather than excuse this behavior, I took the initiative to find a new job. It can be difficult and uncomfortable to hold yourself to high standards, but ultimately, it’s worthwhile.

Integrity leads to trust, and you cannot succeed as a team without trusting each other. A key element of building trust is transparency. There can be no hidden agendas, only honest communication and a commitment to following through on your promises. Do what you say, own what you do and learn from others.

Find common ground with your colleagues and have fun while you work. Being relatable puts others, and yourself, at ease and goes a long way toward building trust. Connecting with your colleagues on a personal level also allows you to build a relationship that can more easily withstand work-related pressures. Even when you clash, it’s easier to let go of your frustration when you know all about Bob’s dog or how Susan spent her weekend.

Here’s a personal example. I am a huge sports fan (Go Giants!) and not a fan of the Dallas Cowboys. A former colleague once prepared for my arrival at their property by putting Dallas Cowboys sheets on the bed and decorating the walls with memorabilia. We haven’t worked together for 10 years, but we still text when the Giants and Cowboys go head-to-head. And I know that if we were to work together again, our relationship would still be strong.

Not everything is perfect all the time, and it’s important to understand that your colleagues may be facing challenges unrelated to their work. Show true compassion, have sensitivity and be respectful of each other. Create an environment where people feel comfortable talking about their challenges and are supported when they need it.

I’ll share another personal example. My 26-year-old daughter has severe autism and requires specialized care. I’m lucky to say that throughout my career, I have worked with and for great people who have been there for my family. If I need time off to take her to an appointment or am running late because she’s having a bad morning, my team offers empathy, compassion and flexibility. It has made an enormous difference in the quality of my family’s life, and I try to pay that forward every opportunity I can.

Surround yourself with people who challenge you. If you are the smartest person in the room — or worse, think you are — then you are failing as a leader and a peer. Share the wins, take responsibility for the losses and be able to laugh at yourself. A sense of humor is a must. I am known to be a bit of a practical joker, which reminds others that I like to have fun at work just like they do.

These five behaviors of leadership have provided exceptional guidance as I’ve built my career. I sincerely hope they provide a framework for others looking to excel in this incredible industry.

It is critical that hospitality leaders take the initiative to drive their organization’s culture and act as that North Star for their employees. Reinforce your culture wherever possible — during property visits, leadership meetings, and internal and external communications. Take time to recognize employees for their good work and dedication to your culture. Good things will come from these efforts.

Chris Russell is the CEO of Spire Hospitality. Prior to joining Spire in 2018, he was recruited by Archon Group, a subsidiary of Goldman Sachs, to start and leading its in-house hotel management company, Archon Hospitality. Following the sale of the business in 2011, the Goldman Sachs hotel management division was rebranded as Pillar Hotels & Resorts, with Russell remaining president and CEO. In that role, he successfully managed over $2 billion in assets, a portfolio of 260 hotels in 45 states, and over 8,000 employees. He and his partners went on to sell the brand to Aimbridge Hospitality in 2016.

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