What to Do After You’re Passed Over For a Promotion
What to Do After You’re Passed Over For a Promotion
https://ivyexec.com/career-advice/2020/passed-over-for-a-promotion/?
Ivy Exec
No one likes hearing that they didn’t get that coveted promotion at work. Being passed over for a role can bring up all sorts of negative thoughts and emotions—it’s normal to feel resentful, discouraged, or anxious to find a new job right off the bat. Before you act, though, understand that this setback can (and should!) be viewed as an opportunity for career advancement and growth.
It’s normal to feel a loss of control when you learn that you were not given the position you’d been vying for. Whatever the reasons may have been, you should know that you are not alone in this experience (it happens all the time) and that you have the chance to use this setback to your advantage. Follow these steps to reset your frame of mind, regain your career confidence, and come back stronger than ever.
1. Take your time
It’s only natural to feel emotional when you’re passed up for a promotion, which is reason enough for pause. Before making your next move, take the time to process your feelings privately and avoid making any rash decisions or venting your frustrations at work. Once you’ve taken the time to mull it over, you can approach the situation with a clear head—and a clearer plan of action.
2. Talk to the decision makers
Once you’re ready, ask a decision maker if they can share their feedback on why you were passed up for the role. It’s important that you approach this meeting with a calm, professional demeanor and with the understanding that the information shared, while it may be hard to hear, will ultimately help you make the necessary changes to get your career where you want it to be. You may also find out that the decision maker has actionable tips for you to improve your candidacy for the next time around. Take these on board with grace, and you’ll make a good impression on the very person who will be a gatekeeper for future opportunities.
3. Do a little digging
Not all hiring managers will be clear with you about why you didn’t get promoted. It could be that “grey area” factors, like office politics, affected how you were viewed as a fit for the role, and you may not be able to extract such information in a formal meeting. That’s why it helps to consult a trusted colleague outside the position’s hiring team for insights and advice. Ask for their candid, honest impression and be ready to put it into perspective.
4. Remain poised for career advancement
While you may feel disheartened or unmotivated, it’s in your best interest to save face at work. Acting with poise and grace rather than sulking after a setback positions you to be seen as a leader, and it goes a long way toward making a lasting positive impression at work. Impressions follow you, whether you choose to go for a future promotion or leave the company (and add all of those past colleagues to your network).
5. Find the silver lining
Many successful people would recall that their biggest setback turned into their greatest opportunity. Try to frame your own situation in this way. Dig into the reasons why you wanted the role in the first place, and continue to pursue them separately. Perhaps a better position will present itself that you wouldn’t have been open to otherwise. At the very least, being passed up for a promotion can serve as a catalyst for you to take further action toward career advancement.
6. Nurture your network
As the cards unfold, you could start to see a new path for yourself at your company—or you may come to the realization that it’s time to move on. In either scenario, you’ll want to bolster your professional network. Within the
organization, identify key relationships that can influence the areas of opportunity that you see for yourself. If you’ve decided to look outside the organization, having a strong network is even more crucial. Let your network know you’re looking so that when the right opportunity comes along, you won’t miss it.
7. Remember your value
Asking for a promotion is not easy to do, and you should take pride in your decision to advocate for yourself. Remember how you prepared yourself to ask for the promotion? All of the positive attributes that came up when you considered your readiness for the role? They haven’t gone away, and now you can use them to craft a compelling resume for your next opportunity. You deserve to get what you want out of your career, whether that’s at your current employer or in an exciting new role somewhere else.
Americans refuse to cut back on travel despite uncertain macroeconomic factors
Consumer spending, desire for travel outpace historic norms
(Getty Images)
https://www.costar.com/article/911926026/americans-refuse-to-cut-back-on-travel-despite-uncertain-macroeconomic-factors
SAN ANTONIO — Despite the ever-evolving landscape of macroeconomic headwinds, U.S. citizens still have a strong thirst for experiences and for creating memories, and travel is still the best avenue for both.
At the recent Hospitality Sales and Marketing Association International's Commercial Strategy Conference, Tourism Economics Director Aran Ryan pointed to different tailwinds and turbulence affecting travel in the U.S. The hangover from tariffs, geopolitical uncertainty, inflation, fuel prices, and a softening labor market is dragging down the economy and consumers' ability to travel to some extent. However, consumers' interest in traveling and discretionary spending continue to rise.
"It's a pretty complex mix," Ryan said during his presentation. "Despite this turbulence, we expect the tailwinds to prevail. So, I think we have a constructive view of next year."
Breaking down the data
One of the elements of turbulence Ryan identified is the rising gas prices due to the ongoing war in the Middle East, but a spike in gas prices isn't unfamiliar territory. While gas prices are up 37.9% year over year, consumers were seeing similarly high prices only a few years ago. Ryan said that in light of what's happening with inflation, "it's almost surprising that gas is as cheap as it is."
Aran Ryan, director of industry studies at Tourism Economics, shared the travel industry's tailwinds and turbulence. (Professional Images Photography)
He added that high gas prices are unlikely to affect travel as much as the media is reporting, and one thing helping balance the increased costs is the higher-income tax refunds that consumers have seen.
"It's hard to cut back on how much you spend on gas, so consumers are going to be spending more of their wallet in this category," he said. "And that means less that's available to spend for discretionary goods, and travel as a discretionary good does tend to get hit a little bit harder than things such as housing that you can't cut back on as easily."
Similarly, airlines have raised prices for flights due to the increase in jet fuel costs. While the airlines haven't reported a significant decrease in bookings due to this cost increase, Ryan said that more expensive airfare might cause travelers to look for other ways to cut spending in their travels.
Another factor that Tourism Economics keeps tabs on is the labor market, which is coming to a point of balance. Some job seekers, including recent college graduates, are having trouble finding jobs, but overall its a decent job market, Ryan said.
One economic disconnect is how consumer sentiment is at a record low, while consumer spending is continuing to grow disproportionately to income growth.
"The amount consumers are spending is growing faster than the amount that's coming into their wallets as disposable income. So this is concerning," he said, adding that spending has outpaced historic norms.
Spending continuing to grow signifies that consumers — despite their record low sentiment — still have faith economic headwinds are temporary. They're also benefiting from what Ryan calls a "buoyant stock market" that has been a tailwind for consumers.
Complementing these economic factors are some policy moves that are affecting consumers in different ways this year compared to 2027.
"The One Big Beautiful Bill was a benefit to this year," Ryan said, citing the higher than expected tax refunds that were part of that policy. "So, it's a boost this year, but next year we're going to move into a category where in the GDP accounting is a drag."
The sustaining interest in travel
With 2027 around the corner, Ryan looked at how some of 2026's macroeconomic headwinds have changed expectations for 2027. The reality is they really haven't evolved much.
He compared the 2026 and 2027 outlooks made both before and after the war in Iran began. While the outlook for U.S. inflation has increased and consumer spending expectations dipped in the 2026 forecast, the 2027 outlook is predicted to be essentially the same as it was before the war began.
In spite of all these macroeconomic factors leaving a mark on travel, Ryan said there is still a healthy interest in traveling.
"Travel is still growing. It's not like we bifurcated from the economy that way. There's still travel demand," he said. "Tourism spending we estimate is up 3.5% year to date through April — air passengers are positive relative to last year, hotel demand [is] positive relative to last year, and short-term vacation rentals [are] also positive."
The exception, of course, is inbound international travel, which continues to struggle. In North America, the drop in Canadians visiting the U.S. has been a significant hit, but the increase in Mexicans visiting the U.S. has increased to somewhat balance that out.
For the U.S. hotel industry this year, "it's been a really pretty strong run," Ryan said. However, that momentum is not expected to continue throughout the rest of the year.
Contrasting a lackluster 2025, gains in U.S. hotel revenue per available room has increased "across both weekends and weekdays, so nice to see some indicators that maybe some business travel is picking up, and that the weekends are also strong," he added.
In June, Tourism Economics and CoStar revised the U.S. hotel growth forecast up for 2026 due in part to this uptick in performance in the first half of the year. Ryan said that the 2027 forecast was also increased but is still "a pretty conservative view right now."
The silver lining in all of the data is that interest in travel among Americans is still strong. Ryan said consumers have a "thirst for creating memories, and travel is something that allows people to do that."
"Households have really prioritized travel, so as much as it's a discretionary good, it's also something they don't want to cut back on if they can avoid [it], so they see it as a budget priority, and it goes back to the idea of experiences," he said.
No matter the downturn, hotels and travel always bounce back, Peregrine CEO says
Company has more robust pipeline this year, expects more additions
https://www.costar.com/article/1215585803/no-matter-the-downturn-hotels-and-travel-always-bounce-back-peregrine-ceo-says?
By Bryan Wroten
NEW YORK — The hotel industry had a rough time in 2025, but the strong turnaround in performance at the start of this year shows that no matter what is going on in the world, hospitality and travel always come back stronger, Peregrine Hospitality's CEO said.
In a video interview at the NYU International Hospitality Investment Forum, Greg Kennealey, chief executive of the management firm, said the hotel industry, for a while, has been wavering between pessimism and cautious optimism, so it’s great to see performance so far this year exceeding expectations. Peregrine’s resort properties and luxury hotels, such as its Silverado Resort in Napa Valley or the Fairmont Grand Del Mar in San Diego, have done particularly well.
Hotels in the lower segments have had some challenges, and even while Peregrine has properties in the premium select-service space, the performance has not been as robust, he said.
“However, in our industry, you can never predict the future very effectively for very long,” he said. “If it’s not one thing, it’s another, and so we focus all of our time and energy on controlling the things we can control, recognizing that macroeconomic issues are something we have to be agile to respond to.”
Every time there’s a terrible event that causes a downturn in the industry, there are people who predict the end of travel, Kennealey said.
“Then every time, our industry proves that wrong,” he said.
At the moment, the affluent travelers continue to prioritize travel and leisure time with their friends and family, Kennealey said. Group is coming back stronger than expected, and corporate transient is holding in there.
The prioritization of experiential travel is the continuation of an existing trend, but it has been evolving, he said. With the exception of certain markets, people have moved toward informal luxury, meaning it’s still luxurious but with a more relaxed feel to it.
“Like I don't want to put on the proverbial coat and tie to go to dinner, so they want to be relaxed and casual but still have a very elevated experience, which is defined first and foremost by level of service, and then, of course, by sort of the caliber of the amenities and the breadth of offerings,” he said.
Decision-fatigue has been interesting to watch, he said. Years ago, the conference themes were all around personalization and offering guests an entirely different set of options. Guests are showing they would prefer something more prescriptive. Instead of saying here are 20 options to pick among, they want an informed level of service that may fit their wants and goes a step further.
The Peregrine team
In a separate interview, CoStar News Hotels met with Kennealey and two of his newest executive team members: Heather Stege, chief operating officer; and Mike Wilbert, senior managing director and head of acquisitions.
Peregrine’s hotel pipeline is more robust than it has been over the past few years, Kennealey said. While he couldn’t share specifics about individual deals, Kennealey said he would be disappointed if the company didn’t add at least two or three properties in the second half of 2026.
At each industry conference, it’s become a perpetual refrain that transaction volume will go up in the next six months, he said. Now, however, there are some systemic reasons that make that more unlikely.
There are a lot of institutional owners who have held on to hotels for longer than their typical hold periods, Kennealey said.
“At a certain point, they need to monetize,” he said.
There’s also a wall of debt recapitalization coming, he said. Hotels need reinvestment with additional capital dollars, and some owners may not have the appetite or balance sheet to do it. The opportunities that Peregrine has reviewed this year have been encouraging.
Another factor helping move hotel transactions along is the narrowing of the bid-ask gap, Wilbert said. Buyers and sellers are starting to coalesce around a middle ground. Where the spread was previously about 20% apart, it’s closer to 10% and some groups are stretching to get to 5%.
“Sellers are probably moving more toward the middle than buyers,” Wilbert said.
The amount of available capital to buy hotels, however, can lift the value of a deal from distress level to a slight discount, he added.
As it looks to grow its portfolio, Peregrine is looking at properties where it can make operational improvements, Kennealey said. In some cases, it’s a transformational project while in others it can be a soft goods or hard goods room renovation.
“We’re typically putting additional capital into all of our assets,” he said.
From an operations standpoint, Peregrine has seen success this year finding people for its properties from the top down, Stege said. These had previously been pain points in different areas or regions.
“We’ve been very fortunate, but a big part of that is how focused we are getting the right [general manager] in each hotel,” she said. “That really creates that culture and that family. We’ve actually had a lot of success coast to coast.”
Who the company selects as teammates is one of the most important decisions that Peregrine makes, Kennealey said.
“We believe very strongly that the only sustainable, long-term competitive advantage in hospitality is the caliber of the people that you put into each of your properties,” he said.
To help with some labor issues, Peregrine has introduced some artificial intelligence to its operations, Stege said. In its call centers for its large properties, its AI can handle 4,000 calls. Since introducing this function, customer satisfaction has increased almost 20% through engagement with guests and giving them the solutions they want faster.
The AI call center platform is monitored by Peregrine employees, but it’s able to address more questions faster and provide the customer service needed, she said.
Peregrine is taking a careful approach to how it introduces and uses AI, particularly when it comes to anything guest-facing, Kennealey said. There’s no shortage of areas where AI could potentially fit, but as a new company with a newer team and so much to focus on, it won’t be bleeding edge.
For more from Peregrine's Greg Kennealey, watch the video embedded above or listen to the podcast below.
AI will democratize distribution, shift focus back to guest experience, hoteliers say
Responsibility falls on hotel brand companies to adapt as tech evolves
Even as artificial intelligence tools help make the check-in process seamless, humans will always be a part of the hotel experience. (Getty Images)
https://www.costar.com/article/676548407/ai-will-democratize-distribution-shift-focus-back-to-guest-experience-hoteliers-say?
SAN ANTONIO — The impact of artificial intelligence on the hotel industry has been up for debate for years now, and experts are ultimately still divided on what a fully AI-enabled and equipped travel industry looks like.
The topic kicked off Hospitality Financial and Technology Professionals' annual HITEC event. Floor Bleeker, consultant at In2 Consulting — and previously chief technology officer at Accor — said AI will change everything, which will be to the customer's gain.
"Big brands, they depend on their distribution ability to get owners on board. One of the main reasons why a hotel signs up is because of the distribution loyalty that they have," Bleeker said on the opening panel of HITEC. "If AI somehow replaces that distribution... then you don't need the brand anywhere in between. It democratizes distribution, so the brand loses one of its unique selling points."
Brands will have to think differently, and they'll have to offer more than just their loyalty programs, Bleeker said.
"They have to go inside the hotel again and provide amazing guest experiences and provide amazing, efficient operations in order to win the contract from the owners," he added.
Keryn McNamara, chief information officer of Aimbridge Hospitality, said loyalty programs aren't going anywhere, but they will have to evolve. She predicted the AI impact would be on the guest experience.
"When I think about how [AI is] going to affect a guest, I think of 'frictionless' and 'customized experience,'" she said. "We're taking out the middle man. We're putting our guests closer to what they actually want."
Representing the brand side of the conversation, Scott Strickland, chief commercial officer of Wyndham Hotels & Resorts, said he's viewing AI as a new booking channel. For now, guests may be using generative AI to learn more about hotel options, but they move over to book directly if they are loyalty members. In the future, however, that AI tool will already know its user's loyalty information.
One thing Strickland wants to prepare for is AI via voice technology. He said the industry is only six to 12 months away from early adopters having voice conversations with AI agents to book their trips.
"As a brand, we've been leaning into those apps, ... because we need to iterate quickly and understand where that conversation is going, so we can be part of it and try to shape it," he said.
Yet the hotel industry's business fundamentals remain the throughline as the world evolves with AI, said Lennert de Jong, CEO of Another Star, which spun out following Marriott International’s acquisition of the CitizenM brand.
"In the end, it's people. They need to stay in a hotel room — that's been there forever and is not going to change," he said.
But the evolution of the guest experience is long overdue, de Jong said.
"I do think there will be a much bigger focus on the guest experience that has been neglected," he said. "One of the things that I'm not proud of is that in all these 25 years, we've barely been able to move the needle when it comes to guest experience, and especially [in the] last 10 years."
De Jong said that some technology should be able to help in this evolution, but the timing is up for debate. With a lot of AI technology in the mix for years now, why now for the real impact? To McNamara and Strickland, it's because the technology has come a long way and is now much more valuable to users.
"The speed of innovation is going to linearize because of AI and how quickly you can code some of this," Strickland said. "I think the other aspect is that some of our legacy platforms are finally opening up."
Another factor is the current challenges the hotel industry is facing with rising costs.
"Margins have never been as low as they are today in many places in the world, so there's a huge, huge pressure on saving costs that may not have been there in the past, and I think that will drive a lot of innovation in the back office," Bleeker said.
Many hoteliers have the same technology tools, so the ones that advance to newer technology have more market share to gain, he added.
For Aimbridge, McNamara said that back-office innovation has the most potential for AI. Her company is using it to build labor productivity tools and enhance forecast accuracy.
"We aren't yet at that place where it's taking away full-time associates, but it's giving them hours back to use their days differently, and to use the information that we're providing to make better business decisions that we weren't able to previously do," she said.
Rarely does a conversation about AI technology implementation happen without addressing job displacement. Each of the experts acknowledged that the workforce is changing, due in large part to technology, but it's still more of an evolution than job elimination.
What hotel companies need to do is tap into digital natives and empower their existing workforce to engage with AI tools — but with guardrails that ensure standards are being met.
"We're giving them the tools in a very defined sandbox," Strickland said. "Where we're struggling right now, and very candidly, is that the sandbox needs to get larger because [different platforms are] not always a fit for everything that you're trying to solve."
People will always be a part of hospitality and a part of staying in hotels, McNamara said. Even as chatbots and self-check-ins rise in popularity, the hotel industry's DNA is not going to change, but technology can help improve experiences.
"When people stay in our hotels, they're away from home, and they certainly act that way," McNamara said, "and I think it's our opportunity to get back to customer service in our industry."
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