“I Am New, Please Be Patient” – A Lesson for Hospitality Engineering and Leadership

A Breakfast Realization

It was a beautiful Saturday morning, when I decided to step out for breakfast at a charming café. As I settled in, a young boy approached to take my order. Instead of a traditional name tag, he wore one that read:

“I am new, please be patient.”

That simple yet powerful message struck me instantly. It was a gentle reminder for customers to offer kindness, patience, and understanding to someone who was still finding his footing.

As I sipped my coffee, I started reflecting—why don’t we apply this philosophy more often in our professional and personal lives, especially in the world of hospitality engineering?

The Chief Engineer’s Dilemma

In most hotels, when a new engineer joins the team, there’s an unspoken expectation that they should start performing from day one. They come with technical expertise, knowledge, and years of experience from other brands. Yet, what most chief engineers fail to recognize is that while they might be knowledgeable, they are new to the hotel’s culture, its people, and its processes.

This is where patience plays a critical role. Much like the café’s message, we, as engineering leaders, need to metaphorically give our new hires a tag that says:

“I am new, please be patient.”

Understanding, Not Just Training

When a new team member walks into our engineering department, they are stepping into an already well-oiled machine. Every hotel has its own unique:

• Work culture (how decisions are made)
• Hierarchy & reporting structures
• Standard operating procedures (SOPs)
• Expectations for response times and maintenance work
• Team dynamics & communication styles

While we spend time training them on processes and systems, how much time do we actually spend understanding them as individuals? Do we take a moment to learn about their comfort zones, learning curves, strengths, and personal challenges?

Often, we don’t. And that’s a mistake.

The Biggest Leadership Mistake – Expecting Immediate Performance

Many chief engineers assume that since the new hire has prior experience, they should be able to adapt immediately. They start judging them based on how fast they pick up work rather than creating an environment where they feel comfortable to learn and contribute effectively.

But engineering in hospitality is not just about knowing how to fix a chiller or troubleshoot a BMS system—it’s about knowing how a particular hotel breathes, operates, and functions. Every property is different, and there is a learning curve, even for the best professionals.

What Happens When We Aren’t Patient?

1. New hires feel overwhelmed. They try to meet unrealistic expectations and fail, leading to frustration.
2. They hesitate to ask questions. Instead of learning, they avoid seeking clarifications for fear of judgment.
3. Their confidence drops. Instead of feeling like an asset, they feel like a liability.
4. They quit prematurely. The biggest reason engineers leave new roles is because they weren’t given time to settle in.

Lessons from Other Hotel Departments

This isn’t just about engineering. The same applies across all hotel departments. When a new Head of Department (HOD) joins, they also need time to adjust.

• A new General Manager cannot drive profitability from day one; they need to understand the market, the team, and guest expectations.
• A new Front Office Manager needs time to learn the guest profile, loyalty members, and service standards.
• A new Director of Sales needs time to build relationships and understand rate strategies.
• A new Chef needs time to learn the taste preferences of the guests and the plating styles of the restaurant.

Yet, in most cases, immediate performance is demanded. This not only kills morale but creates a toxic work environment.

A Personal Perspective – Marriage and Patience

This philosophy of patience extends beyond our professional lives. Consider when two individuals get married. A new bride enters a family where customs, food habits, and traditions are all different from what she has known. If the family expects her to adjust instantly, it creates stress and tension. However, if she is given time to adapt, understand, and become comfortable, the transition is much smoother.

This is true for any major life change—whether it’s a new city, new job, or new relationship.

How Can Chief Engineers and HODs Foster Patience?

So, how can we, as leaders in hospitality, create a culture of patience for newcomers?

1. Give Them a Learning Period

Instead of judging performance in the first 30 or 60 days, set clear expectations that the initial period is for learning, not perfection.

2. Assign a Mentor

Pair them with a senior engineer who can guide them, answer their doubts, and help them navigate the hotel’s ecosystem.

3. Encourage Questions

Create an environment where they feel safe asking questions without fear of being labeled as slow learners.

4. Check in Personally

Don’t just evaluate their work—ask them about their comfort level, challenges, and any difficulties in adapting to the new workplace.

5. Lead with Empathy

Every experienced professional was once a newcomer somewhere. We all needed time to adjust. Remember that before pushing someone too hard.

6. Communicate with the Team

Ensure the existing team members also understand that the new person needs time and patience. If an organization as small as a café can communicate it with a simple badge, why can’t a hotel engineering team?

Final Thoughts – Building a Culture of Patience

The simple tag on that young boy’s uniform was not just a message for customers—it was a lesson in leadership, patience, and empathy.

As hospitality professionals, we must stop expecting immediate perfection from new hires and instead give them the time, support, and patience to grow.

Whether it’s in our engineering departments, hotel operations, or personal relationships, the principle remains the same:

The right environment creates the right results.

The next time you onboard a new team member, imagine them wearing a badge that says:

“I am new, please be patient.”

It might just change how you lead.