For Minor Hotels' Georges Farhat, Titles Don't Make Leaders

Having worked for more than three decades in hospitality, Georges Farhat certainly knows a thing or two about this business. Farhat currently oversees the operational and strategic direction of two UAE-based properties in his role as the Cluster General Manager for Avani+ Palm View Dubai Hotel & Suites and La Suite Dubai Hotel & Apartments, but ask him what leadership in hospitality really entails, and he doesn’t talk about titles.

“Hospitality has taught me that effective leadership is built on agility, emotional intelligence, transparency, and accountability,” Farhat tells Inc. Arabia. “Results follow naturally when leaders consistently honor their commitments, set clear expectations, and lead by example. Early in my career, before holding a formal leadership title, I naturally stepped into leadership by taking initiative, supporting colleagues, and driving results beyond my role. That mindset led to my first General Manager appointment—earned through action rather than request. This experience shaped my leadership philosophy: titles don’t make leaders; behavior does.”

This, then, is the mindset that guides Farhat’s work across the two properties he leads, both of which fall under the banner of Minor Hotels, a global hospitality leader with over 560 hotels and resorts across six continents, a diverse portfolio of F&B businesses, and a selection of luxury transportation services. Farhat’s approach was especially opportune at La Suite Dubai Hotel & Apartments three years ago, which was when it joined the Minor Hotels portfolio—a period that saw the property navigate both operational and cultural challenges.

“My leadership focus was not only on elevating the external guest experience, but equally on engaging our internal guests—our team members—because sustainable guest satisfaction starts from within,” Farhat reveals. “I am a highly driven leader with a strong sense of direction, and I work to create clarity and purpose for my teams. One of the first commitments I made was to build a culture of genuine care, where guests are treated as if we are welcoming them into our own home. This philosophy has translated into measurable improvements across guest satisfaction scores, employee engagement, and key performance indicators, reinforcing the type of leader I strive to be—decisive, people focused, and results-oriented.

Now, if leadership, as Farhat argues, is defined by behavior, then it can also be practiced. For those seeking to follow Farhat’s lead in the hospitality arena, he offers the following four key pointers:

1. Lead With Authenticity “Be yourself, and stay true to your values. Teams quickly recognize authenticity, and trust is built when people see consistency between what you say, and how you act.”

2. Believe In Your People “High performance comes from empowered teams. Invest time in developing talent, listen actively, and create an environment where individuals feel supported and challenged to grow.”

3. Lead With Passion And Integrity “Hospitality is a people-driven industry. Passion fuels resilience, while integrity ensures long-term credibility with guests, colleagues, and stakeholders alike.”

4. Be Fair, Firm, And Decisive “Fairness earns respect, but leadership also requires making timely, assertive decisions—especially in complex or highpressure situations. Clarity and consistency are essential.”

Pictured in the lead image is George Farahat, Cluster General Manager for Avani+ Palm View Dubai Hotel & Suites and La Suite Dubai Hotel & Apartments. All images supplied.

This article first appeared in Inc. Arabia's February 2026 edition. To read the full issue online, click here.