As hospitality professionals, especially those of us in revenue management, we’re trained to think in terms of logic, spreadsheets, and data models. Our world revolves around KPIs like RevPAR, TRevPAR, and GOPPAR, with performance metrics tied tightly to budget goals and forecast accuracy. But what if the next big breakthrough in revenue strategy didn’t come from a new algorithm or BI tool, but from something far more fundamental: our emotional awareness?
In a recent interview with Joe Hudson, a former venture capitalist turned executive coach for Silicon Valley’s elite, a compelling case was made for the direct link between emotional intelligence and long-term business success. His perspective, grounded in coaching some of the world’s most driven and successful entrepreneurs, offers an important parallel for hotel revenue managers looking to unlock both strategic clarity and deeper fulfillment in their roles.
Hudson argues that all decisions are emotionally driven, even those that appear purely analytical. He notes that emotions like fear, ego, and the desire for validation often underlie our actions, whether we’re aware of them or not. This resonates strongly with the daily work of revenue managers. Consider the fear that creeps in during low demand periods, prompting premature discounting, or the anxiety of missing budget that leads to risk-averse forecasting. When these emotions remain unconscious, they often sabotage otherwise sound strategies. Becoming aware of these drivers allows revenue professionals to make more grounded, confident decisions.
Another key takeaway is the idea that enjoyment enhances efficiency. Hudson puts it plainly: enjoyment is not the opposite of performance. It is its accelerator. This may feel counterintuitive in a discipline as high-stakes and numbers-driven as revenue management, but the implications are powerful. When we reframe tasks such as forecasting, pricing, or competitive set analysis as opportunities to experiment, learn, and grow, we create the conditions for better creativity and sharper thinking. A revenue manager who enjoys testing new upsell strategies or collaborating cross-departmentally is likely to outperform one who sees these as purely tactical obligations.
Perhaps the most transformative insight from Hudson is the distinction between goals motivated by fear or approval and those rooted in purpose. The highest performers he coaches do not chase money for its own sake. They are driven by missions: solving problems, building great teams, creating impact. In our field, this is akin to moving beyond the obsession with beating last year’s numbers or outpacing the comp set. Instead, we should anchor our work in the desire to enhance guest value, grow total property revenue, and empower our teams. When your motivation is internal and aligned with something meaningful, not only does your performance improve, but so does your satisfaction.
Hudson also warns against the dangers of scarcity thinking; the belief that there’s never enough time, money, or success to go around. This mindset often leads to defensive pricing, underinvestment in innovation, and internal competition rather than collaboration. The antidote is gratitude and an abundance orientation. For revenue managers, this means appreciating the tools, data, and people we do have, and using them to create value, rather than focusing on what’s missing.
A profound point that cannot be overlooked is that emotions are always active, whether or not we’re conscious of them. When left unprocessed (anger at missed targets, frustration with leadership, fear of poor reviews) these emotions can cloud our judgment and impact team dynamics. Hudson introduces the concept of “emotional fluidity”; that is, the ability to feel, express, and release emotions effectively. For revenue leaders, cultivating this skill not only enhances personal resilience but also improves communication and collaboration with sales, operations, and marketing, teams that often require high emotional attunement to drive aligned strategy.
This emotional grounding also translates directly into leadership. The best leaders don’t mask failure or avoid tough conversations. Instead, they show vulnerability, own their learning, and invite others to contribute solutions. If a forecast misses, a strong revenue leader doesn’t deflect or blame; they analyze, engage the team, and adjust with humility. This approach builds trust and psychological safety, which are essential for any revenue team aiming to move quickly and innovate.
Hudson further points out that emotional maturity enables deeper connection with both self and others. He challenges the common corporate myth that perfection leads to success. In truth, connection (whether with colleagues, guests, or the product) is what drives loyalty, engagement, and results. For a revenue manager, this could mean less time chasing a flawless budget presentation and more time co-creating strategy with other departments or listening to the insights of front-line staff.
One of the most actionable ideas for hospitality professionals is the concept that “money follows impact.” In other words, when you focus on serving others -guests, owners, teammates- with authenticity and excellence, the financial rewards will come. This is particularly true in revenue management, where siloed, room-centric models are giving way to integrated, guest-centric strategies. Metrics like RevPOR and GOPPAR show us that holistic value creation is not only more profitable but also more sustainable.
Finally, Hudson’s reflections on purpose are essential. He critiques the idea that purpose is something we find through searching. Instead, he suggests it is something we already live, expressed through the moments and tasks we naturally gravitate toward. For revenue managers, this means observing what aspects of your role light you up. Is it building forecasts? Innovating upsell programs? Teaching others about data? That’s your purpose in motion. Aligning with it will deepen both your professional impact and personal fulfillment.
In a world increasingly dominated by automation and data, the competitive edge in revenue management may very well lie in our humanity. Emotional intelligence, purpose-driven leadership, and a mindset of abundance are not soft skills. They are strategic assets. As we navigate the next evolution of hospitality, let’s not only upgrade our tech stacks and distribution models but also the inner operating system that governs our choices.
Feel deeply. Lead consciously. And watch your numbers rise as a byproduct of alignment, not anxiety.
