Why Onboarding a New Manager Can Feel Like an Organ Transplant

In my 30 years in the hospitality industry, I’ve faced just about every challenge imaginable. But few compare to the delicate, often volatile process of getting a new manager up to speed—whether it’s a front-of-house or back-of-house manager both can be equally tough.

I often liken it to an organ transplant.

On paper, your candidate is strong. Their resume is polished. Their references check out. They say all the right things in the interview, and you can almost feel your optimism rising: This might be the one.

But once they start—sometimes within just a few days or weeks—things start to go sideways. You can’t always pinpoint why. There’s no glaring error, no

dramatic moment. But somehow, it feels like the "body"—your team—is trying to reject the organ.

The Reality of Culture Shock

What many outsiders fail to grasp is just how nuanced and fragile a hospitality team culture can be. Every restaurant, hotel, or venue develops its own micro-culture over time. These cultures are tribal, often deeply entrenched, and sometimes even resistant to change—especially when it feels imposed or abrupt.

Bringing in a new manager, no matter how talented, disrupts the balance. Staff may feel threatened, question motives, or simply test boundaries. It’s not personal—at least not at first. It’s instinctual.

That’s why awareness is key. Understanding the emotional and social undercurrents of your team helps you prepare not only yourself, but the new manager, for the complexities ahead.

The Rookie Mistake: Coming in Too Hot

One of the biggest mistakes new managers make is arriving with guns blazing—eager to impress, implement, and take charge. It’s understandable. They want to prove they’re worth the investment. They want to showcase their skills and experience.

But in hospitality—where relationships matter as much as results—change must be introduced gracefully. Confidence is good. Arrogance is not. And there’s a fine line between leadership and disruption. A new manager’s job in the first few weeks isn’t to revolutionize the operation. It’s to listen, observe, absorb, and earn trust.

The Leader's Role: Be a Cultural Translator

As a leader, your job isn’t over when the offer letter is signed. If anything, the real work is just beginning. You play a critical role in easing this transition.

Help the new manager understand the culture they’re walking into—not just the policies and SOPs, but the unwritten rules. Who are the unofficial leaders? Who carries influence behind the scenes? Which team members are consistently reliable, and where do the potential friction points lay?

You're not trying to bias their perspective—but context is powerful. Giving them a roadmap of the social dynamics can mean the difference between integration and alienation.

Set Them Up for Success

Here are a few practical ways to set up a new manager for long-term success:

1. Shadowing, Not Just Training: Let them shadow key team members to understand workflows and culture firsthand.

2. Facilitate Key Introductions: Personally introduce them to influential staff and explain why they’re important to the team.

3. Communicate Expectations Clearly: What does success look like in the first 30, 60, 90 days?

4. Encourage Patience and Curiosity: Remind them that learning the culture takes time—and asking good questions often matters more than offering quick solutions.

5. Check In Frequently: Don’t assume silence means success. Create regular space for honest feedback, both from the manager and the team.

Remember, It’s Not Just Business, It’s Personal

Getting a new manager to thrive isn’t just a tactical challenge—it’s an emotional and relational one. You’re not inserting a cog into a machine; you’re introducing a new personality into a dynamic, living ecosystem.

With empathy, preparation, and a little humility on all sides, what starts out as a potential rejection can turn into a remarkable integration.

And when it works? It’s not just a good hire—it’s a transformation.