Zell am See, Austria – Berghotel Blaickner’s Sonnalm, a family-run establishment in the Austrian Alps, has begun the 2026 season without needing to hire any modern staff. The hotel, preparing to celebrate its 70th anniversary next year, attributes its success to a management philosophy centered on trust, delegation, and employee participation in the business’s achievements.
Sonny Blaickner, who transitioned ownership of the hotel to her three children – Marie, Amelie, and Moritz – in 2025, after taking over from her parents in 2000, explained the unusual situation. “We value appreciation immensely. We are a team – our employees are colleagues, not servants or subordinates,” she said.
The hotel has benefited from a remarkably stable workforce. Many employees have remained with the business for over two decades, with several now retired. Hannes Leo, the hotel’s chef, has been with Blaickner’s Sonnalm for 15 years, and many other staff members have tenure ranging from eight to ten years, according to Blaickner.
The ability to retain staff contrasts sharply with the broader challenges facing the tourism industry, which often struggles with high employee turnover due to short-term contracts and demanding workloads. According to Gerhard Furtmüller, an expert in leadership development and a lecturer at the Vienna University of Economics and Business, fairness is a fundamental element in employee retention. “It must be fair, for example, when it comes to tips,” he stated.
At Blaickner’s Sonnalm, tips are distributed openly and equitably. Beyond fair compensation, the Blaickner family emphasizes trust and empowers employees with responsibility. “By doing so, we encourage initiative and allow them to share in the success of the business – that motivates,” Blaickner said.
The current team of 15 individuals represents a diverse range of nationalities, including Austria, Bosnia, Croatia, Hungary, and Syria. Twelve of these employees live on-site at the hotel, which is situated at an altitude of 1,400 meters, for the four-month winter season. “That’s why it’s important to listen to what individuals have to say within your team, and to always be available to hear their concerns or problems,” Blaickner added, emphasizing the importance of social activities, such as shared pizza nights, cinema outings, and internal parties.
Furtmüller stresses the importance of authenticity in leadership. “You have to be an authentic leader,” he said, adding that constant staff turnover is costly, hinders the development of a stable workforce, and requires continuous investment in training new personnel.
Blaickner’s own leadership skills developed over time, a process Furtmüller describes as a natural evolution. “Introducing a new, soft, heartfelt culture doesn’t happen overnight; it takes time – with experiences, with mistakes, and with successes.”
Now, Blaickner’s three children are tasked with continuing the family legacy, introducing fresh ideas even as remaining true to the hotel’s core values – a strategy deemed increasingly important in the current climate.
