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Operations Marco Truffelli, partner and managing director of Ruffl ets St Andrews and co-founder of


RESILIR – a psychological fi tness and resilience practice – gives his insight on emerging and current leaders’ inner development and how it can be used to build sustainable outer impact.


Taking the lead P


ablo Picasso once said, “Every child is an artist. The problem is how to remain an artist once we grow up.” Looking back at my 11 years of mentoring students in international hospitality and tourism management, I have been consistently moved by the childlike ability to imagine, morphing into creativity, unadulterated problem- solving abilities and raw simplicity of thought. Just like every child is an artist, every successful student is already a leader within. The challenge is how to support them in honouring this innate knowledge once they grow into leadership roles. My 35 years in hospitality, 26 of which spent in senior leadership roles, are mirrored by an almost bibliomaniacal collection of academic and self-help books of management and leadership, organisational behaviour and business psychology. Cornell University School of Hotel Administration and the University of Edinburgh Business School have


provided me with an invaluable foundation in hospitality and the wider business environment, with teachings that I will cherish for the rest of my service. And yet, just like a marathon without a finishing line, the itch of understanding, cultivating, fostering and nurturing inner skills for sustainable and impactful leadership has guided me to further explore how each individual can continue their life- long growth, especially in the face of unprecedented uncertainty, with a more human approach. Almost every management leadership book commences with something like “the world is changing ever faster, faster than any organisation can cope with”. And yet, as researchers have been tracking the levels of uncertainty across the world since the Second World War, the World Uncertainty Index is evidencing that events such as the 1961 Bay of Pigs invasion and the 2008 economic crash pale into insignificance when we compare them with the intensity and relentlessness


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Hotel Management International / www.hmi-online.com


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