Real Talk With Shelby Lim

Shelby is a dynamic educator, business coach, speaker and hospitality leader spanning over two decades of  experience across tourism, events and recreation. From expanding ski resorts, to overseeing large-scale events or  teaching Hospitality & Tourism Management, she combines her love for sport, travel and human connection into a  career driven by passion and grounded in PLAY. Shelby has led and developed hospitality professionals from across the globe in alignment with her mission: Helping purpose-driven businesses, deliver outstanding experiences  through creating inclusive, people-centered cultures that elevates both team members and guests.  

1. How did your journey in the hospitality industry begin, and what are some of the biggest changes you've  witnessed since starting your career? 

My journey in hospitality began long before I was old enough to work. Growing up in a large family, I learned the  value of service from my mother, who loved to host. That spirit carried into every role I took on, from working in restaurants in earlier years to studying Social Work, Psychology, and eventually training in Leadership and Event  Planning abroad. 

After returning to Canada, as a competitive snowboarder, my home mountain, Hemlock Resort, asked me to organize a snowboard competition. The event’s success resulted in a job offer in Sales and Events with them. I told  myself I’d try it for one season, and twenty years later, I was running the place. I thrived in the energy and pace of  the operation, feeling privileged that my job was to “sell fun”. 

My first few years with Hemlock were seasonal, allowing me to diversify my experience working HR with Manning Park Resort and doing contract event coordinating in the off-season. Eventually, I moved into year-round leadership with Hemlock Mountain, learning every aspect of the business from the ground up. 

One of the biggest changes I’ve seen over the years is how the solo-sport of skiing evolved into a space where  people increasingly craved community and connection in a tech driven world. This shifted our entire strategy, and  we went from selling tickets to developing programs and activities that brought people together creating  memorable experiences where guests could get outside, play together, and reconnect. 

This guest-first, people-driven approach is now the foundation of my consulting business, The Connect  Collaborative. 

2. With over twenty years of experience across hospitality, tourism, sport recreation, and events, what skills  or experiences have helped you grow and navigate professional challenges? 

I believe good leadership and the key to navigating professional challenges are rooted in: 

1) People & Communication Skills. 

I attribute much of my success to my strong interpersonal skills and genuine ability to connect with others.  People are everything. I’m often asked for my best piece of business advice-and I always respond, “it is to  know, understand and prioritize people.” Regardless of how experienced or educated you are, if you can’t  build trust or communicate authentically, you’ll hit walls.

At the end of the day, regardless of industry, people want to do business with people they trust or have a  relationship with. Leaders who can build trust and strong relationships aren’t just more effective- they’ll  also experience a more fulfilling career.  

2) Adaptability & Flexibility  

Working in weather-dependent, remote resorts, very little goes as planned. I’ve learned to let go of control,  stay flexible, positive, and always have a back-up plan. The real test of leadership is how we respond when  things fall apart. 

Guests and staff alike look to us for clear, confident direction and to be the steadiness amidst the storm. Beyond just reacting to crisis, adaptability also means collaborating with people as individuals. Each  person learns differently, perceives through their own filter of experience and has their own method of  doing things- so I do my best to empower and support the uniqueness of everyone to be themselves, and  stay open to approaches that might differ from my own. Through this, I’m constantly adjusting my  communication style to meet people where they are, and lead from there. 

3. What’s something you wish more women knew early in their careers about building confidence and overcoming  imposter syndrome? 

I wish more women understood that confidence doesn’t show up first—it follows action. Early in my career, I kept  waiting for someone to validate me, to confirm I was “ready.” But that moment never came. I had to grow the  courage to step into spaces before I felt 100% prepared—and build confidence through the doing, not the waiting. 

Imposter syndrome doesn’t mean you’re unqualified, it means you’re expanding beyond your comfort zone and on  the edge of something important. 

There were many times I doubted myself—sitting in rooms full of older, more experienced, better educated men  thinking, who am I to lead this? How did I get a seat at this table? But the truth was, I did have something unique to  contribute. As a hands-on leader, who spent much of my time on the frontlines with my team, I had first-hand  experience from working closely with my guests and team. These insights provided a different perspective to those  who made decisions from behind their desks. For me, it was recognizing that as a senior leader, I had a  responsibility to advocate for the needs of our guests and to be a voice on behalf of my team…I just needed to have  the confidence to speak up.  

I’ve also learned not to take things to heart. It’s easy to internalize criticism or overthink decisions but at the end of  the day, business is just business- it’s not about me personally. I realized that while many men in business move  quickly and unapologetically, women often tend to second-guess or over-explain. We must find a balance to lead  differently—but just as effectively—with both decisiveness and emotional attendance.  

I often find myself telling my students and mentees: “Your voice, your experience, and your values matter. Don’t  wait to be invited. Nothing sells better than confidence, so own your sh** and walk in like you belong—because  you do”. 

4. How do you approach failure, and what has helped you bounce back with confidence when things don’t go as  planned? 

I’ve had to train myself to shift my perspective on failure, in fact, I have finally learned embrace it. Not because I  like to fail, of course it’s humbling and embarrassing and frustrating but because I also know that if you’re not  falling and failing, you’re not trying. I coach a lot of sports and often tell my players, if you’re not dirty, bruised, or 

bloody by the end of the game you are not trying hard enough! You’ll never win a game if you don’t step on the  court, take some shots and fully put yourself out there.  

Failure used to feel like an ending, now I see it as a redirection. I trust that when something doesn’t work out, it just wasn’t meant for me at that time in my life. I am confident that there is a different opportunity for me, more in  alignment with my purpose and this is the universes way of keeping me on the right path.  

I still give myself space to process it emotionally, but then I shift into curiosity mode. Instead of asking, “Why did  this happen to me?” I ask, “What can I learn from this?” That shift takes the sting out and turns failure into  feedback. 

Lastly, after some time and perspective, I find that a little humour goes a long way. Some of the best stories—and  my biggest breakthroughs, have come from total disasters. The fact that we can laugh at our mistakes and  setbacks, shows resilience and an ability to learn from these experiences.  

5. How can organizations in our industry be more inclusive in supporting 2SLGBTQIA+ team members? 

Inclusion starts long before Pride Month. It’s not just about optics—rainbow flags, statements in job postings, or a  page on your website. Real inclusion is about action. 

Many organizations publish a “commitment to DEI,” but for some, it’s just a formality—a box ticked to present the  appearance of being inclusive. Unless those values are integrated into everyday operations, that statement isn’t  worth the paper it’s printed on. 

To foster true inclusion, companies need to go deeper. Don’t just state your values—demonstrate them. Create  safe, affirming spaces. Use correct names and pronouns. Educate teams. Train managers to address bias—not  ignore it. And don’t assume—ask. Invite your staff into the conversation. Great leadership doesn’t dictate culture; it  builds it collaboratively. Ask your team what support looks like to them, listen without defensiveness, and follow  through. 

Prior to DEI initiatives and awareness, I faced discrimination firsthand. People tried to discredit me based on my  orientation and personal life, but my company stood firmly behind me. They told anyone who questioned my  credibility, “Her orientation, past and personal life have nothing to do with who she is today or her job  performance.” That unwavering support allowed me to show up fully, without having to defend my identity. That’s  what real allyship looks like. 

Finally, representation matters. Hire and promote queer leaders. When diverse voices are at the table, the culture  shifts—and so do the conversations. When people feel safe and valued for who they are, they bring their full selves  to work and that’s when trust, culture and connection thrive.