'I have always practised leading from behind rather than from the front'

Ashish Kumar

General Manager, Hyatt Regency Kathmandu

Ashish Kumar’s journey in the hospitality industry began in 1999 with his first role at Jaypee Palace Agra, India. A graduate of IIHM Kolkata, he completed his industrial training with the Oberoi Grand Kolkata. Over these past 28 years, he has worked with renowned hotel chains such as ITC and Taj before joining Hyatt where he has spent the last 16 years.

Starting as a Front Office Manager, Kumar quickly rose through the ranks, and assumed his leadership journey as General Manager in 2016. Hyatt Regency Kathmandu is the third property under his stewardship.

From an early age, Kumar was drawn to the hospitality industry, initially aspiring to be a chef. “I loved preparing meals and serving family and guests,” he shares. However, his perspective shifted during his studies leading him towards hotel administration and management. Over the years, the dynamic nature of this business – handling guest interactions, resolving challenges, and ensuring exceptional experiences – has only deepened his passion for the industry.

His leadership philosophy centres on teamwork and mentorship. “A hotel thrives when all departments work together towards a common goal. My focus has always been on nurturing young talent and shaping future leaders who will drive the industry forward.”

In this edition of Business 360, Kumar speaks about what leadership means to him. Excerpts:

How do you define leadership? What qualities do you think a leader must have?

I believe the essence of leadership starts with continuous learning. A leader must always stay updated, remain focused, and commit to hard work and discipline. Every day is an opportunity to learn, to refine one’s understanding, and to build a broader perspective. Leadership is not just about personal success; it is about having a vision that benefits the greater good. A leader must develop the ability to think beyond individual gains and make decisions that positively impact the people they serve.

Another crucial aspect of leadership is team building. A leader should know how to develop a strong team, respect those they work with, and guide them toward excellence. Leadership is not a solo journey. No matter how capable you are, success is impossible without the collective effort of a well-supported team. That’s why coaching, mentoring and ensuring the well-being of your team members are vital. When people feel valued and nurtured, they perform at their best.

There are no shortcuts to true leadership. Authenticity is what drives a leader forward. Being genuine in your thoughts and actions, from planning to execution, is key. Integrity is non-negotiable; it defines who you are as a leader. Your ethics, principles and moral compass shape your reputation. At times, you might come across as a tough leader, but in the long run, maintaining integrity earns you the respect and commitment of your team.

Leadership also requires a deep sense of responsibility toward society. Nurturing young talent, staying informed about industry advancements, and adapting to changes are all essential qualities. A leader must embrace lifelong learning and remain open to new ideas and innovations.

Is leadership an inborn trait or an acquired skill?

In my view, leadership begins at home. It starts with the values instilled by parents… whether they encourage responsibility, accountability and decision-making from an early age. The foundation of leadership is laid in childhood, shaped by how one is raised and guided in differentiating right from wrong.

However, leadership is not solely an inborn quality. It evolves through experiences. Once a child steps into a broader social environment – school, college and eventually the professional world – their leadership skills are tested and refined. At each stage, mentors, teachers and role models play a crucial role in shaping a person’s leadership journey.

For instance, in school, we often gravitate toward certain teachers who inspire us. Their influence helps develop our thinking and approach to problem-solving. Similarly, in the workplace, we admire and learn from managers who lead with authenticity and dedication. Observing their sacrifices, commitment and work ethic teaches us the importance of perseverance and responsibility.

Leadership is an ongoing process. As individuals take on larger roles – managing teams, organisations or industries – they navigate complex challenges that require emotional intelligence, strategic thinking and resilience. One of the best ways to understand leadership is through the analogy of makeup. Just as makeup enhances a person’s features, leadership is enhanced by the ‘cosmetics’ of management – planning, organising, coordinating, directing, controlling and evaluating. A leader must balance these elements to bring out their full potential.

Moreover, leadership is about constant self-improvement. After evaluating any situation, a true leader revisits the planning stage, learns from mistakes, and makes necessary improvements. Every action taken today shapes the future; it writes history and leaves a legacy. Leadership is not about personal gain, it’s about the collective progress of an organisation and its people.

A leader finds true happiness not in wealth but in seeing their team grow and succeed. The joy comes from empowering others, creating new leaders, and giving back to society. Leadership, in essence, is a beautiful blend of responsibility, sacrifice and vision.

Can you share an incident that tested your leadership abilities?

Leadership is constantly tested – every decision you make is in the public eye, and every challenge presents a learning opportunity. There have been numerous situations where I had to act under pressure but one particular incident stands out.

I was managing a hotel when a heavy cloudburst occurred leaving over 200 guests stranded. The situation was tense: people were panicking, communication lines were down, and we needed to ensure everyone's safety. In such moments, a leader’s role is to bring calm amidst the chaos.

The first step was to reassure the guests. We quickly organised a briefing session, explaining the situation and the steps we were taking to handle it. We focused on logistics: ensuring food supply, setting up medical support, and arranging ways for guests to communicate with their families. Simultaneously, I had to manage my staff, who were also under immense stress. It was crucial to keep them motivated and composed as they had to work continuously for 24-48 hours without rest.

In such crises, leadership is not about assigning tasks; it’s about leading by example. No role is too small – whether it’s clearing a room, organising supplies, or personally attending to guests. A leader must be willing to step into any role to ensure smooth operations. Through teamwork, clear communication, and a positive mindset, we managed to navigate the crisis successfully. The key takeaway from such experiences is that strong leadership can turn panic into confidence and uncertainty into stability.

When do you think a leader should pass on the baton?

I strongly believe in passing the baton at the right time. Leadership is not about holding onto power indefinitely; it is about preparing others to step up. A true leader nurtures and develops their team so that they can take over seamlessly.

I have always practised leading from behind rather than from the front. If I continue making all the decisions, I hinder my team’s growth. Instead, I step back and observe how they manage responsibilities. I offer guidance when needed but I trust them to take ownership.

The right time to pass the baton is when you see your team confidently making decisions, handling challenges and demonstrating leadership qualities themselves. When you can step away and know that the organisation will continue to thrive without you, that is the true mark of successful leadership.

I have always practised leading from behind rather than from the front. If I continue making all the decisions, I hinder my team’s growth. Instead, I step back and observe how they manage responsibilities. I offer guidance when needed but I trust them to take ownership”

Leadership is not about personal achievements; it is about creating a system that functions effectively even in your absence. When a leader builds a strong foundation and an empowered team, their legacy continues long after they have moved on.

How can a leader prepare for the unknown?

The Covid 19 pandemic was an unfortunate time but it reinforced an important lesson; leaders must have a resilience plan. We read about resilience planning in books but the pandemic showed us what it truly means in practice. As a leader, you must constantly evaluate risks and ask yourself: if something unexpected happens and your business is affected, how will you recover?

Equally important is assessing how quickly you can bounce back, as business continuity is always at stake. Personally, I always ensure that if one business avenue doesn’t work, I have a backup plan. If Plan A fails, how swiftly can I pivot to Plan B? Let me give you an example.

When I arrived in Nepal in February 2022, I was unfamiliar with the local business landscape. By June or July, I learned that there were visa issues for Indian travellers visiting Kailash Mansarovar, which significantly impacted our business. I was new and had little knowledge of Kailash Mansarovar tourism but I accepted the reality – this revenue stream was compromised. The immediate question was: how do we transition to an alternative business opportunity?

The same principle applied during Covid 19. At that time, I was in Lucknow, running a successful business. Then, overnight, revenue dropped to zero and there was no clarity on when the market would recover. This is where leadership and teamwork played a critical role. My sales, digital and online teams came together and through open discussions we discovered new strategies.

One of the most valuable lessons I have learned as a leader is that great ideas can come from anyone; even the youngest team member. Leaders should never assume they are always right. A 23 or 24-year-old team member might offer a fresh perspective that transforms the business. The key is to maintain clear, transparent communication during difficult times, aligning everyone towards a common goal.

When your team supports you and contributes innovative ideas, those ideas evolve into an action plan. Once executed, the results start to show. Our hotel in Lucknow was among the first to recover financially post-pandemic. Similarly, when I arrived here in 2022, the hospitality industry, particularly leisure and resort hotels, was among the last to rebound. It was a challenging time but also an opportunity to lead effectively and implement bold decisions.

We had to make difficult choices, including parting ways with some colleagues but we handled it with integrity and care, ensuring they were treated with respect. Maintaining a strong market reputation was also crucial. We reached out to our travel partners and MICE consolidators, reassuring them that Kathmandu was safe and that we were committed to delivering the exceptional service Hyatt is known for.

Our efforts paid off. In 2022, our revenue recovery was one of the best, reaching 75% of pre-Covid levels. In 2023, we achieved record-breaking revenue for Hyatt Regency Kathmandu. We challenged those numbers again in 2024, setting new benchmarks. Every year, our business has continued to grow, benefiting our ownership, our brand and our team.

Beyond revenue, we focus on keeping stakeholders and employees satisfied. A thriving business depends on happy, motivated people. By fostering teamwork, open discussions and prompt decision-making, we continue to drive success. If something isn’t working, we reassess, take corrective measures, and adapt quickly.

Leadership is about learning from failures, adjusting and continuously evaluating progress, just like a regular health check-up. There’s no shame in admitting when something has not worked; what matters is persistence and collaboration. The team must feel that we are in this together, working towards a shared goal. In business, we strive to be the best, to lead with excellence, and to stay ahead. That’s what leadership is all about.

Is there a leader you look up to and why?

I deeply admire late Ratan Tata and Anand Mahindra. They are not only exceptional business leaders but also individuals who prioritise giving back to society. Their leadership goes beyond financial success, it is rooted in ethics, integrity and social responsibility.

Their efforts in education, for example, have the power to shape future generations. The philanthropic initiatives they champion will create a more knowledgeable and capable society in the next 20 years. When leaders invest in education, they lay the foundation for a better future.

Moreover, the way these companies operate – with absolute clarity in their values and purpose – is truly inspiring. Leadership is reflected in the culture of an organisation and when the leader sets the right example, that culture permeates throughout the entire team. Of course, there will always be challenges and individuals who disrupt the system, but even then, leadership is about handling difficult situations with dignity and fairness.

At times, strict measures are necessary but they must be implemented thoughtfully. You cannot allow negativity to spread in a way that harms the business. Leadership is about maintaining high standards while treating people with respect. That’s the kind of leader I strive to be.

Have you faced failure? What did you learn from it?

When you are young, you are full of energy, confidence and sometimes even ego. You believe you are always right and expect others to agree with you. But over time, through self-realisation and working under great leaders at Hyatt, I have learned valuable lessons. I have picked up bits and pieces from these inspiring leaders and blended them with my own thought process. That is how my leadership style has evolved; it is something I apply daily in both my professional and personal life.

Failure should never be destructive. It should be calculated, a stepping stone for growth. You cannot build a tower, fail and let everything collapse. As you move up the ladder, each role comes with greater responsibilities. Now, as a General Manager, every decision I make has a significant impact. That is why it is crucial to think carefully, learn from past experiences, and apply the knowledge gained. If you are diligent, committed and make decisions with integrity, they will always serve the best interests of the organisation.

Failures happen daily but the key is to learn from them. Some of my decisions have not worked out as expected but I stand by them because they were made with honesty and authenticity. Yes, sometimes things go wrong – that is Murphy’s Law. But I am fortunate to work with an organisation like Hyatt where we are encouraged to take risks, make mistakes and grow from them.

What matters is honesty, humility and accountability. If something goes wrong, own up to it. Do not pass the blame onto others. Learn from it, document it and move forward. Life is too big to dwell on failures.

At times, mistakes are made by junior team members. As a leader, it is important to take responsibility rather than blaming them publicly. A senior professional like me may take just a few hours to bounce back from a failure but for someone with five or ten years of experience, harsh criticism can be demoralising and affect their productivity for days. Instead of reprimanding them, guide them, help them understand the mistake, and ensure it is not repeated.

Some mistakes, however, are non-negotiable – those involving ethics, integrity or anything that compromises the organisation’s values. Such issues must be handled with a firm approach. But for everything else, leadership is about learning, adapting and moving forward.

What is the future for the hotel?

It is important to share with everyone in this beautiful country, especially my fellow hoteliers, that Hyatt, in partnership with our ownership, is preparing to renovate the entire hotel. All 280 rooms will be upgraded and we are planning to introduce a world-class wellness centre along with many other luxurious facilities and amenities at Hyatt Regency Kathmandu. Work will begin soon and we are committed to delivering an authentic hospitality experience within our stunning heritage-inspired architecture, deeply rooted in Newari culture.

Our vision is to position Hyatt Regency Kathmandu among the top luxury resorts, offering guests an unforgettable experience; one they will cherish and take pride in. We want visitors to leave not just with great memories of the hotel but also with a deep appreciation for Nepal as a destination.

We have been in business for 25 years and we will continue with the same integrity and authenticity, supporting the community and nurturing the country’s emerging talent. Every step we take will be thoughtful and responsible, ensuring we respect the environment and Nepal’s cultural values.

We don’t aim to be average, we strive to be the best. That is our commitment, and we will make sure Hyatt Regency Kathmandu continues to develop great leaders and set new benchmarks in