From Bussing Tables to Commanding Boardrooms: Dr. Lalia Rach Shares What’s On Her Extraordinary Mind!

She may have started on a stool in her grandmother’s restaurant, but Dr. Lalia Rach has since cooked up one of the most remarkable careers in hospitality. A recognized “extraordinary mind” in sales and marketing, named among the most influential people in travel by Travel Weekly and Forbes, and a pioneer in hospitality education, Dr. Rach has not only led but transformed the conversation around leadership in the hotel business.

Her path,charmingly self-deprecating, unapologetically honest, and deeply insightful, offers more than inspiration; it’s a masterclass in how to fail, learn, adapt, and lead with humanity. hertelier sat down with Lalia for a frank and funny conversation on how she found her way, what she’s still learning, and why women need to stop waiting to be perfect before they lead.  No wonder her book, Managing the Book on YOU!: Rewriting your leadership story, is a bestseller!

Your hospitality career began working in your grandmother’s restaurant.

Well, “working” is a generous term! I was a little girl standing on a stool while she taught me how to shape buns by hand, no recipe in sight. She did everything from memory--just a pinch of this, tuck it under--and tried desperately to pass it on to me. Her name was Eulalia, as is mine. That restaurant carried our name, and so much of my foundation. But my first real job was bussing tables in high school, which I did all the way through college.

After college, where I majored in history, a subject I love but one not exactly overflowing with job offers, I needed work. I wasn’t ready to “grow up” so I found a job as a night auditor. I had no idea what that was. I didn’t even know how to get into a hotel lobby properly! But I spotted the Wisconsin Badger pin on the GM’s lapel, and that led to a conversation about hockey (which I also knew nothing about). Next thing I knew, I was hired.

And how did that job go?

I was the worst night auditor in history. No exaggeration. So bad, in fact, that they promoted me to get me out of the way. I became Assistant Banquet and Beverage manager...not because I had management skills, but because I could keep things moving. But I also got clean jeans and a newspaper every day, so at 22, I thought I was killing it.

And you met your SPOUSE on that job!

Yes...she hired me, actually! She was the front office manager. We’ve been together 46 years. That job was the beginning of many things.

What was the turning point in becoming a leader?

Oh, I made so many mistakes. Like when I decided it would be “brilliant” to rotate breakfast and dinner crews so they’d understand each other’s shifts. Disaster. Full-on disaster. I showed up at 8:30 am expecting applause. Instead, the chef greeted me with a cleaver. The GM had to comp the entire room.

That moment shook me. I realized I hadn’t thought about the team or the guest—I’d been thinking about myself. That’s when the lightbulb clicked. Leadership isn’t about doing the job yourself, it’s about removing the barriers so your team can do theirs.

You say failure was a big part of your development. Can you talk about that?

Absolutely. My biggest growth moments came right after failure. When I fail, I learn. It’s not the failure that defines you…it’s what you do next. Leadership is a journey, not a destination. And the truth is, most people are terrified of failure. But when you stop fearing it, there’s real freedom in that.

You’ve said fear of failure affects women differently. How so?

It’s something I see constantly. When men look at a job description, they think, “I can learn that.” Women? “I haven’t done that, so I shouldn’t apply.” That hesitation, that fear of not being perfect, holds us back. I was raised to be better than the best, which sounds empowering, but can be paralyzing. Women often wait to be overqualified. Men just go for it.

So how did you make the leap from operations to education?

I wanted to become a GM but realized I lacked the financial and statistical knowledge to move forward. So, I got an MBA. While studying, I went back to being a banquet waitress...great pay, flexible hours. Then I saw an ad for a teaching job. I had zero formal experience but thought, “I can do that.” I applied and got it.

My first year, I taught five courses, including hospitality law, which I knew nothing about! I worked day and night. But I loved it. I was learning while teaching. That year, I was named Educator of the Year for the whole university—the first woman and the first person from hospitality to win. It was a huge honor.

You also led major changes at NYU, including elevating hospitality education. What were you trying to shift?

I always said there’s the hotel business and then there’s the business of hotels. In the 90s, most programs focused on hospitality, but not the business side—finance, strategy, revenue management. We changed that. We introduced concentrations in areas like revenue management before anyone else.

I’ll never forget a GM confronting me on an escalator, saying my students would never get jobs with these “business-heavy” courses. Turns out, we were ahead of the curve. Our grads became the first generation of revenue managers.

And you were instrumental in elevating NYU’s Hospitality Industry Investment Conference to a global stage.

Yes. When my center took over the NYU conference, I made sure the “Dean” had a visible role. That had never happened before. I had to fight for my seat at the table...and for women to be represented. Slowly, things changed. But it was never fast enough.

What are your thoughts on the state of diversity and representation at conferences today?

Better, but not enough. Too often, panels and main stages look the same...male and white. And while I don’t think there’s anything wrong with the people who are there, we’re not reaching outside our circles. We need to actively broaden the pipeline. I’ve always said, if your team or board all looks like you, you’ve got a problem.

You’ve called out the difference between informal and formal leadership. Can you explain that?

Informal leadership is just as important. You don’t need a title to make an impact. But if you do have a formal title, you have a responsibility to develop your people. To coach, to guide. Too many leaders are still acting like fixers. If you’re doing the job for your team, you’re not leading. You’re just patching holes.

How do we maintain the magic in hospitality…the delight…when the business gets so analytical?

Delight matters. But delight doesn’t just happen for guests...it starts with employees. If your people aren’t valued, your guests won’t be either. I’m not saying the guest is always right...they’re not. But they should always be considered. And you need to define what “putting the guest first” really means in practice. Otherwise, it’s just a slogan.

Is it possible to create cultures that truly support that?

It’s about expectations, accountability, and removing mediocrity. If you don’t address your D players, your A players will leave. You can’t build a high-performing team by ignoring performance issues. Mediocrity is a leadership problem.

You’re also a big advocate for mentorship and pipeline programs—what have you seen work?

At Accor, I was impressed by their “shadow board” for under-35s. They gave junior employees real exposure to how the company was run. That’s the kind of initiative we need...ones that prepare people early and give them access. Too often, the Peter Principle applies more harshly to women or people of color. We say someone’s “not ready” without realizing how many mediocre men got chances simply because they looked the part.

You’ve worked with some legendary leaders, Lalia. What sets them apart?

Graciousness. I remember being on an elevator with Bob Tisch and a bellman got on. Bob greeted him by name. He’d just arrived. That moment stuck with me. Same with Bill Marriott and Marilyn Carlson Nelson...warmth, respect, humility. The best leaders see the person in front of them, no matter the role. That’s hospitality.

Quickfire with Lalia

Best advice you’ve ever received: “The greater danger for most of us lies not in setting our aim too high and falling short, but in setting our aim too low and achieving our mark."  I identify with this to my core. 

Worst advice I ever got: To fit in and not be so enthusiastic.  For me, this represents another form of ‘be seen but not heard. ‘ What I needed to do was refine my approach, which is very different from trying to change myself to please others.

Morning routine: Read the news, lots of news from different perspectives.  Coffee LOTS of coffee.  Walk the dog (this is the first thing I do).  It is the beginning of both our days.  We walk, I listen to nature, watch the sky lighten up, and feel fulfilled.

Go-to leadership tip: Listen deeply, question thoughtfully, and act confidently. 

Inspiration:  Music, art, sound, and sight uplift my soul and motivate me to envision success, change, and growth. Collaborating with high-performing individuals inspires me to improve.  I also take pleasure in being underestimated by other professionals because then I know I will win!

What keeps you going:  I am passionate about thinking. I love to learn, to hear and read.  I want to be of service to others who struggle with change.  Professionally this is what keeps me going.