In my OP-ED for Tourism Update, Bridging the Tourism Skills Gap, I wrote about building stronger, human-centred businesses to prepare people for the future of tourism. But there’s a piece of the puzzle we often overlook: even the best skills and training can fall short if we, and our teams, are running on empty. Bridging the skills gap isn’t just about knowledge — it’s also about learning and applying the skills that protect your energy, clarity, and resilience. When individuals develop these skills, teams perform better, guest experiences improve, and businesses become truly future-ready.
That’s where co-responsibility takes on a new dimension. It’s not only about equipping our teams with technical tools; it’s also about developing the skills and capacity to use them effectively. And this is where so many people get stuck. They know change is needed, but they don’t know where to start.
When I read the words,
“What if this isn’t a storm? What if this is the climate?”
they resonated deeply. I began noticing it everywhere — in my own habits, in client conversations, and across the patterns I see in our industry. Even five years after COVID, many of us are still trying to find balance — and life was rarely simple even before the pandemic.
I can relate. Before the pandemic, I was mostly just surviving — getting through the day, doing what was in front of me, rarely pausing to think about what I actually wanted. Today, I see the same all around me: people struggling to keep up in a world where change is rapid and relentless, and the next challenge hits before you’ve even caught your breath.
This isn’t a sudden storm that will pass; it’s a slow burn. Constant pressures — work, guests, deadlines, and relentless change — leave teams and leaders running on empty, limiting our ability to thrive. The data reflects it: only 31% of employees are engaged, and in hospitality, 76% of workers have experienced mental health challenges during their careers — nearly half in the past two years. Technical skills and knowing how to do your job isn’t enough. It’s also about the personal skills and capacity that allow us — and our teams — to protect our energy, stay clear-headed, and apply our knowledge effectively.
Research highlights patterns we often see in the workplace:
- presenteeism, when people are physically at work but emotionally drained, and
- resenteeism, when they deliver tasks while feeling frustrated or resentful.
These patterns show exactly why technical skills alone aren’t enough — without the personal skills and capacity to manage energy and stress, even the most capable team can’t thrive.
This might look like an employee answering emails while on sick leave, or a working through dinner every night because “that’s just the job.” Often, it’s not only external pressure — it’s self-imposed. We compare ourselves to others, fear our loyalty might be questioned, and push past exhaustion without noticing.
Sound familiar?
And this isn’t just about individuals. Leaders set the tone, often without realising it. If managers are answering emails at midnight or never taking a break, it quietly tells the team: this is what’s expected. Even if you say “take care of yourself,” people will mirror what you do, not what you say.
When the lines blur and the storm never ends, it becomes the climate. If you don’t pace yourself, your body will do it for you — rarely at a convenient time.
Coping isn’t the goal — developing skills and systems that allow for recovery, clarity, and sustainable performance is.
Start Small: Skills to Protect Your Energy
So, where do you start? You have responsibilities, deadlines, guests checking in and out — it can feel impossible to prioritise yourself. Unfortunately, there’s no hack, no magic pill.
You start small. You learn to swim by swimming.
Choose one small, achievable boundary that protects your energy:
- A little extra space in your morning routine
- Ten minutes of quiet after work
- A walk with your family
- Playing with the dog
These are skills in themselves, and like any other, they can be practiced and strengthened. Notice what supports you and what drains you, and adjust until it becomes effortless. Start small, then build. Skipping dinner or working late might seem harmless, but the long-term cost — to your body, mind, and relationships — is too high.
Most importantly, don’t wait for someone else to come and save you. Taking responsibility for your own growth and well-being isn’t selfish — it’s the foundation that allows you to support your family, your team, your company, and your community.
And as a leader, how do you start that shift? By modelling balance. By showing your team that rest is part of sustainable performance, not a weakness. When you leave on time, take a proper lunch, or actually switch off on sick leave, you give permission for others to do the same — without guilt. That’s co-responsibility in action.
It starts small, but over time, these choices ripple out — shaping not just your own energy, but the culture of your team and business.
Whether you’re managing staff, welcoming guests, or shaping your own career path, these small shifts — protecting your energy, setting boundaries, practising recovery — are how we close the gap between surviving and thriving.
Bridging the skills gap is only half the work — bridging the gap between pressure and well-being is the other. Both are essential if we want our teams, our industry, and ourselves to not just survive, but thrive.
So, what’s one small skill or shift you’re going to practice this week?
These shifts aren’t always easy to make on your own. If this resonates and you would like some support finding your pace, setting boundaries or rethinking how you show up for yourself you can book a free Discovery session here.
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