The internet is overflowing with beginner interview advice—show up on time, dress appropriately, don’t chew gum. But if you’re pursuing a hospitality management role in the $75,000-and-up range, you already know the basics. You’re not trying to land your first job—you’re competing against other experienced leaders who can read a profit-and-loss statement, manage multimillion-dollar budgets, and oversee teams of 50 or more.

At this level, the smallest interview misstep can quietly disqualify you. Hiring executives aren’t just looking for someone who can manage operations—they’re looking for someone who understands the brand, the market, and the numbers behind both.

Here are the interview mistakes that top-level hospitality managers still make—and how to avoid them.

1. Weak or Superficial Company Research

Research is more than memorizing a company’s mission statement. That might get you through the first two minutes of small talk—but it won’t convince a vice president or HR director that you think strategically.

At this level, company research is a direct reflection of how you approach leadership. If you can’t dig deeper than Google’s first page, how will you analyze guest demographics, regional sales data, or competitive positioning once you’re hired?

Your goal isn’t to recite facts—it’s to understand the company’s ecosystem.

Dig deeper:

• Review the company’s annual report or investor summary (for publicly traded hospitality groups).

• Look up property-specific reviews on TripAdvisor, Indeed, and Glassdoor to gauge customer and staff sentiment.

• Check trade publications and local news archives for recent acquisitions, renovations, or leadership changes.

• Examine how the company markets itself—social media tone, local advertising, sponsorships, and partnerships.

• Identify the brand’s management style: chaos management, traditional hierarchy, or empowerment-based culture.

If you’re interviewing with a local operator, research their community presence. Who owns the business? What’s the leadership tenure? What type of guests or members do they attract?

When you can speak intelligently about how the property performs in its market, you’re already separating yourself from 80% of the competition.

2. Walking in Without a Portfolio

At the senior management level, a printed résumé isn’t enough. Recruiters and executives want proof that you can deliver measurable results.

A professional portfolio gives them that proof. It should contain sanitized, proprietary-free examples of your work—documents that demonstrate your leadership style, operational systems, and financial awareness.

Examples include:

• Employee handbooks or performance review templates you created.

• Standard operating procedures (SOPs) or training materials.

• Event or banquet profitability analyses.

• Project summaries from renovations or marketing campaigns.

• Guest satisfaction reports or retention metrics.

Show, don’t tell. If you can present a case study that shows how your scheduling system improved labor efficiency or how your guest engagement plan increased repeat business, you’ve turned your claims into data.

You’re not just a candidate—you’re an expert bringing tangible assets to the table.

3. Ignoring the Financials

Hospitality managers aren’t hired for charm—they’re hired for their impact on revenue. Every interviewer will test your understanding of the numbers, whether subtly or directly.

When asked about your achievements, talk in dollars and percentages:

• How much did you save in reduced turnover?

• How did your guest experience improvements affect RevPAR or average check size?

• What was your return on investment (ROI) for marketing or capital expenditures?

If you can’t connect your decisions to financial results, you’ll sound more like a department lead than a manager.

Executives want leaders who can read a P&L, interpret KPIs, and apply data to action. Your interview responses should demonstrate that financial fluency.

4. Failing the Communication Test

By the time you’re in the room, your résumé has already proven you have “excellent communication skills.” The interview itself is the test.

Hiring professionals are trained to evaluate not just what you say, but how you say it—tone, pacing, vocabulary, emotional control, and composure under pressure.

Ask yourself:

• Do I answer questions clearly and concisely?

• Do I pause to think, or do I ramble to fill silence?

• Do I actively listen and respond to what’s being asked?

• Do I show curiosity and emotional intelligence?

Many hospitality managers unconsciously shift into “command mode” when nervous—speaking too authoritatively or defensively. That can make you seem uncoachable.

Pro tip: Practice mock interviews with a recruiter or mentor who can give candid feedback on your delivery, not just your answers. Record yourself and evaluate your diction, cadence, and posture.

Good communication isn’t about speaking perfectly—it’s about engaging professionally.

5. Gaps Between Jobs or Extended Downtime

Executives understand that career transitions happen. What concerns them is unexplained downtime. A six-month gap without a clear story raises questions about motivation and momentum.

If you’re between roles, fill that time with value-building activity.

• Take an advanced hospitality management course.

• Earn a new certification (e.g., ServSafe Manager, CHT, or CHA).

• Volunteer for industry associations or charity events.

• Develop your professional portfolio or write an article on leadership trends.

These steps demonstrate that you remain active and growth-focused, not idle or disengaged. The best candidates show that even in downtime, they are investing in themselves.

6. Not Partnering With a Recruiter

Top-level hospitality managers rarely rely solely on public job postings. They work with recruiters who understand the industry, culture, and compensation landscape.

A specialized recruiter can:

• Introduce you to positions that aren’t advertised publicly.

• Match your leadership style with the right brand culture.

• Help you refine your interview strategy and salary negotiations.

• Shorten the time between opportunities by keeping you visible in the market.

Every week you’re unemployed costs you more than lost wages—it drains savings, confidence, and career momentum. A strong recruiter relationship can save you all three.

The Professional Edge

At the management level, interviews aren’t about first impressions—they’re about final judgments. Employers assume you know how to lead a team and run operations. What they’re measuring is your business acumen, self-awareness, and cultural fit.

Come prepared with:

• Research that goes beyond marketing language.

• A portfolio that backs up your résumé.

• A firm grasp of financial performance metrics.

• A communication style that reflects composure and intelligence.

• A proactive approach to career continuity.

The higher you climb, the more competitive each opportunity becomes. And in hospitality, leadership isn’t just about service—it’s about strategy.