Many of you remember the Vicks Cough Syrup commercial from the 1980s, which began with, "I'm not a doctor, but I play one on TV." While my entire career has been in the hospitality industry, I often feel like I play a doctor in my personal life.

Tuberous sclerosis complex came into my family's life when my youngest daughter was born. This rare disease affects multiple organs, necessitating a comprehensive, "all-hands-on-deck" approach. With my wife taking the lead, we have raised and cared for her for more than 26 years. While a significant portion of her care is medical, the primary challenges she faces are related to cognitive development and severe autism.

Over the years, we have volunteered for several related nonprofit organizations, learning from families facing similar unpredictable daily challenges. In this respect, it resembles the hospitality industry, as every day is always different.

As a father and caregiver, my role involves combining what I've learned from various credible sources on autism and neurodiversity. In 2023, it was reported that 1 out of 36 children were identified or diagnosed with autism, an increase from 1 in 44 in 2021 and even more so from 1 in 150 in the year 2000. Current data from the Centers for Disease Control and Prevention indicates that more than 6.7% of people are on the autism spectrum, with symptoms ranging from mild to severe. This trend is unlikely to slow, underscoring the importance of informed professionals, researchers and family advocates.

My daughter, now 26, functions much like a 3- to 5-year-old in many ways. She thrives on routine, struggles with changes, is sensitive to loud noises, and sometimes expresses herself through erratic or aggressive behavior. Yet, she is also incredibly smart, proficiently navigating her iPad and remembering people and events that happened more than 20 years ago.

This blend of "doctor" and dad experience enriches my perspective and awareness, especially highlighted by a recent encounter.

Last month, one of my daughter's caregivers took her to a local town festival, a venue she had previously enjoyed. Despite meticulous preparation and her excitement, she was denied entry for carrying a backpack — an essential item containing her prescription medications, extra clothes and her iPad.

Even after explaining its importance, the staff adhered strictly to their no-backpack policy without offering empathy or an alternative solution. She was turned away at the gate and didn't really understand why her "day of familiar fun" turned into a car ride home while her friends were able to walk in. As much as I am a proponent of rules and security, the lack of consideration displayed was disheartening for me and confusing for her.

That wasn't the first time something like this had happened. After several years of attempting meals at local restaurants, avoiding air travel, and missing school events and vacations, our family has learned to adapt and adjust so that our daughter’s unpredictable behavior did not ruin someone else's experience.

These events make me reflect on the hospitality industry and my role in it. Celebrating more than 30 years as a hospitality professional and almost as many years of caregiving, I recognize that as a leader in this industry, I have an obligation to build awareness, train and educate our team on serving the autism/neurodivergent population and their families.

I recently read that a few major hotel brands have made notable strides in this area, but it is my experience and opinion that we have not done enough as an industry. We should be providing inclusive workplace environments for our guests and team members in the spirit of hospitality; it shouldn’t be a corporate mandate.

I know we can do better, and there are many opportunities for improvement in the hospitality industry. To that end, I'd like to share a few "first steps" that I believe will help our industry better support the needs of neurodivergent individuals and their families.

Find a local or national resource or nonprofit to assist in the education and planning process. With their professional assistance, discuss autism, neurodivergence and other special needs with your team. My experience serving on boards has given me access to incredible resources, but simply getting in touch with these organizations will open doors to a wealth of knowledge.

As we all teach and emphasize empathy as a tenet of guest service for all our guests, incorporating awareness of autism and behavioral triggers would be a value-add to that training. I cannot tell you the number of times people stared at my family, sometimes in judgment, not realizing that a behavior outburst was autism-related and not behavior from a disobedient child. The difference in treatment between those who understand and those who do not is stark, and there have been instances of incredible kindness that have deeply moved us.

Since not all individuals on the spectrum have the same difficulties, many are affected differently. We all face unique opportunities and challenges each day; being on the spectrum is no different. Engage some stakeholders on your team who will carry the mission forward. I guarantee that if asked, many employees will know someone who is affected, and this is a way that they can help.

Explore the possibility of employing individuals with autism and other neurodiversity. National data shows that up to 85% of autistic adults are unemployed or underemployed. Gainful employment improves their quality of life and enhances their self-worth, just like it would for you or me. Building a diverse employee base that includes team members with autism can be a rewarding experience for everyone.

Every day, I am in awe of the caregivers, medical professionals, and especially families who have dedicated their lives to making a difference, some by choice and some by circumstance. They have made a difference in our family, as have the many friends, colleagues and genuinely good people we met on our journey.

If we all commit to making a difference by doing what we do best, serving others, helping our teams identify and understand the needs of all guests and providing necessary tools and training, the hospitality industry will continue to represent a sense of belonging for all.

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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