Name: Boris Braun

Title: General Manager / Managing Director

Organisation: Hotel Am Konzerthaus - MGallery Vienna

I am Boris Braun, the General Manager and Managing Director of Hotel Am Konzerthaus in Vienna, a role I've held since 2013. My journey in the hotel industry began in 2004 after I studied at the TU Berlin and completed my apprenticeship at Mercure Tempelhof Airport Berlin.

I then moved to Vienna, where I worked as Front Office Manager at Mercure Grandhotel Biedermeier and later as Assistant General Manager at Hotel Am Konzerthaus before stepping into my current leadership position. I'm passionate about enhancing the guest experience and have played an integral role in the hotel's development, particularly its connection to the nearby Konzerthaus.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Boris's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

As a leader, your primary responsibility is to support and guide the people who drive your business forward. Providing a clear and inspiring vision for the company while also offering guidance, recognition, and genuine care for your employees isn’t always a straightforward task. At times, these two aspects may require different approaches—balancing strategic decision-making with a people-centric mindset can be a real challenge. However, true leadership lies in finding harmony between the big picture and the personal connections that make success possible.

2. How did you become a leader? Can you please briefly tell the story?

Leadership isn’t about holding a specific title in the hierarchy; it's about how you care for and support those around you. True leadership begins with being there for your team, earning their trust, and helping them grow. While taking initiative and making informed decisions are essential for gaining recognition within the organization, it's the connections you build and the genuine care you show that truly define what it means to be a leader.

3. How do you structure your work days from waking up to going to sleep?

My day starts early at 4:45 AM with a cup of coffee. By 5:20 AM, I’m checking my emails to catch up on yesterday’s performance and review the agenda for the day ahead. At 6:00 AM, it’s time to wake up my kids and help them get ready for school. I head to the office around 8:30 AM. Once I’ve settled in and started up my computer, I grab another coffee and take a walk around the office to greet everyone, wish them a good morning, and check the vibe in their departments.

From this point, no two days are the same—that’s why I love my job. Every day brings something new. However, there’s one routine I consistently follow: every hour, I leave my desk and walk through the departments to check in with my team. It’s not just about overseeing operations; it’s about observing, engaging, and ensuring my team has what they need, both professionally and personally. It’s in these moments that I truly understand the pulse of the workplace. My workday usually wraps up around 7:00 PM. When I get home, it’s family time. I enjoy those quiet moments with them before they go to bed. Afterward, I checked my emails one last time for the day. To unwind, I make myself a cup of tea and take a few moments to relax.

I also make sure to fit in a workout two to three times a week—though I have to carefully plan it into my schedule to make it happen! :)

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent leadership lesson I’ve been reminded of is the importance of listening actively and showing empathy. While it’s easy to get caught up in the business side of things, I’ve found that truly understanding where your team members are coming from—both personally and professionally—can make a huge difference. It’s not just about giving feedback or making decisions, but really taking the time to connect and listen. This approach helps build trust and fosters an environment where people feel valued, which in turn drives better collaboration and results.

5. What's one book that has had a profound impact on your leadership so

far? Can you please briefly tell the story of how that book impacted your leadership?

One book that has had a profound impact on my leadership is “Leaders Eat Last” by Simon Sinek. It really shifted my perspective on leadership, emphasizing that great leaders prioritize the well-being of their teams above all else. What struck me most was the idea that leadership isn’t about being in charge, but about taking care of those in your charge.

The concept of creating a “circle of safety” resonated deeply with me, where leaders protect their teams from external threats, allowing them to focus on their work without fear. Since reading it, I’ve made a conscious effort to build trust and a supportive environment in my workplace, putting more emphasis on team cohesion and empathy. This book also holds a personal place in my leadership journey, as I gift it to new department leaders. I believe it offers them valuable insight into my approach and philosophy, helping them understand the leadership style I strive to embody—one that truly puts people first.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Be authentic. Stay true to who you are, because when you embrace your natural self, you’re at your best. Leadership isn’t about trying to fit into someone else’s mold—it’s about leveraging your unique strengths, values, and personality to inspire and connect with your team. When you lead authentically, you create trust and build genuine relationships that will support you and your team’s success. Don’t try to be someone you’re not; the best version of you is all you need to lead effectively.

7. What is one meaningful story that comes to mind from your time as a leader, so far? One meaningful story that comes to mind from my time as a leader involves organizing communication training for the team, using the PCM (Process Communication Model). As a leader, it's essential to connect with a diverse group of people, each with their own communication styles and needs. I knew that improving communication was essential to transforming our team dynamics and would make a significant impact on how we collaborated and achieved our goals.

The training provided valuable insights into different personality types and communication preferences. It was incredible to see how much it resonated with the team. People began to understand each other better, not just in terms of work, but on a deeper level. They started to communicate more effectively, and the atmosphere in the office shifted to one that was more collaborative and understanding.

What stood out most was the impact it had on the team's confidence and morale. They felt empowered to speak up, share ideas, and approach each other with more empathy. That moment really reinforced for me how important it is to invest in the development of your team—not just in terms of skills, but in creating a stronger, more supportive culture.