15 Oct Why training skills should be a pre-requisite for internal promotion

In hospitality, promotion into leadership is too often granted due to length of tenure, technical expertise, or someone’s performance in their current role. One of the most overlooked — and arguably most essential — criteria for promotion should be an above-average ability to train others. The logic is simple: hospitality businesses rely heavily on a large cohort of entry-level staff, many of whom are starting their very first job. Without strong internal trainers at every level, the business is constantly rebuilding competence from scratch.

Because of this, a truly functional leadership succession system depends on a culture where development flows continuously downward. When a team member is promoted, they must not only keep growing themselves but also ensure that their replacement is ready to step up. This creates a self-sustaining structure — each leader lifts the next one — reducing turnover shocks and keeping service quality consistent even through staff changes.

Requiring above-average training skills as a pre-requisite for leadership ensures that promotions strengthen, rather than strain, the business. It forces future leaders to think beyond their individual performance and to invest in the capability of others. It also builds confidence and trust at every level: managers know they can delegate effectively, and new hires feel supported from day one.

In an industry defined by pace, pressure, and people turnover, this approach turns training into the backbone of culture and continuity. Hospitality thrives when learning is constant, and leaders who can teach are the ones who keep the operation stable, consistent, scalable, and profitable. Promoting only those who demonstrate exceptional training ability isn’t a “nice-to-have” — it’s the smartest insurance policy a hospitality business can have.

Check out our 2-day How To Train workshop or get in touch for a no obligation discovery chat.