When the “Inspirational Leadership” training program for the leadership team of The Pearl Hội An came to an end, what stayed with us the most was not the knowledge delivered, but the shift we saw in the eyes, the attitudes, and the way leaders and managers began to ask questions. All of this reveals a clear truth: in today’s highly competitive landscape, no business can go far if its leaders remain still — stuck in place.
The tourism – hospitality industry is entering a period of significant challenges driven by rapid shifts in consumer trends, increasing competitive pressure, and operational cost optimization. Guests are becoming more demanding, expecting higher standards, more choices, and instant comparisons through online reviews. In this environment, every hotel talks about experience, service quality, and streamlined processes. However, there is one decisive factor that many businesses still overlook: the mindset and energy of their leaders — those who directly influence the attitude and service spirit of the frontline team.

Inspiration Begins From Within the Leader
Throughout the two-day program, one reality became strikingly clear: no one can inspire others if they themselves operate from exhaustion and lack of motivation. A leader cannot uplift the team if they are drained, discouraged, or merely acting out of obligation.
What earns the trust of the team is not grand speeches, but a leader who maintains positive energy even in the most challenging moments. That energy spreads faster than any process and more powerfully than any directive. When leaders transform their internal state, the team immediately transforms the way they view their work.
From “Managing” to “Leading” – A Necessary Shift in the New Context
The simulation exercises during the training highlighted one thing: employees are not lacking in capability — they are lacking in proper and timely guidance. They are not lacking in skills — they are lacking in trust and opportunities to try. And they are not lacking in attitude — they are lacking a reason to go beyond the minimum.
An inspirational leader is not someone excellent at issuing orders, but someone who creates an environment where the team can unlock their potential. When managers know how to ask the right questions, the team begins to think more deeply. When leaders know how to truly listen, employees become proactive instead of waiting for instructions. This “opening up” is precisely what creates sustainable motivation.
Inspiration – The Lever for Higher Performance & Better Guest Experience
For a 4–5-star hotel, infrastructure only captures initial attention. What keeps guests staying — and returning — is the experience. And experience is shaped by each smile, each greeting, and each decision made by the frontline team.
A tired team will never deliver a 5-star experience.
A team that only works “by the book” will never create memorable moments for guests.
A team that lacks inspiration will never go the extra mile.
On the other hand, when leaders know how to inspire, the team serves not just by following procedures, but with pride. They see every guest interaction as an opportunity to “express the spirit of The Pearl Hội An,” not merely as a task to complete in a shift.

Three Meaningful Shifts After the Program
What impressed us most about the positive transformation at The Pearl Hội An lies in three key changes:

Lessons for Today’s Business Leaders
Because ultimately, the breakthrough of any organization lies in the hearts and spirits of its people — and it is the leaders and middle managers who ignite that flame.
Wishing you success!
Lead-UP Academy | Learn to Act – Act to Lead



The year 2026 marks a period in which Vietnamese enterprises are simultaneously confronting multiple structural pressures: accelerating market dynamics, rising performance expectations, significant volatility in human resources, and an increasingly visible gap between strategy and execution. Within this context, Learning and Development (L&D) is no longer a supporting activity, but has become a critical factor in sustaining organizational competitiveness.
Over the past two years, artificial intelligence (AI) has rapidly become one of the most frequently discussed topics in executive meetings. Many organizations have invested significant time, budget, and attention in AI tools, digital platforms, and automation initiatives, driven by the expectation that technology will deliver higher productivity, greater operational efficiency, and more sustainable competitive advantage.
The foundational role of management knowledge cannot be denied: principles, models, and frameworks for motivation, delegation, control, and evaluation are all critical. But for senior leaders, if learning stops at “knowing,” then knowledge is nothing more than a well-decorated bookshelf—impressive in appearance but powerless against complex realities.
Today, as we step into the era of digital transformation and artificial intelligence (AI), many businesses are heavily investing in technology: ERP systems, big data, intelligent chatbots… Yet, there is an even more important “operating system” that is often overlooked—culture and ownership mindset. I once met a sales manager at a service company. He shared: “We have the latest technology, plenty of data, but the team still works with an employee-for-hire mentality—waiting for tasks, waiting for instructions. As a result, we fail to create any real differentiation from our competitors.”Today, as we enter the era of digital transformation and artificial intelligence (AI), many businesses have heavily invested in technology: ERP systems, big data, intelligent chatbots… Yet there is one critical “operating system” that is often overlooked—culture and an ownership mindset. I once spoke with a sales manager at a service company. He shared: “We already have new technology and plenty of data, but our team still works with an employee-for-hire mentality—waiting for tasks, waiting for instructions. As a result, we fail to create any real difference compared to our competitors.” That story strengthened my conviction: technology may accelerate a business, but people are the ones who set its true direction. That story reinforced my belief: technology can accelerate a business, but it is people who determine its direction.
When we consult and train businesses across various industries—from banking and telecommunications to logistics and hospitality—there is one question leaders often wrestle with: “How can we build a strong, cohesive corporate culture that also adapts swiftly to the digital and AI era?”
Once, in a conversation with the HR director of a large commercial bank, I asked: ‘What do you think is the most important factor when implementing AI into operations?’ He smiled and said: ‘Technology is not difficult, the real challenge is… the box in our heads.’ That statement reminded me of the book The Bottom of the Pool by Andy Andrews. He wrote that many people are proud of ‘thinking out of the box,’ but in fact, they are still limited by that very box. To truly break through, one must dare to step completely outside of it.