All of us in the hospitality industry have a simple responsibility and that is to be a great and gracious host. We are not building bridges or designing software. We are providing a sanctuary for guests and weary travelers, a home away from home or a luxurious escape.
In today’s business environment of endless financial analysis and reports, many in hospitality have lost the simple yet graceful art of hospitality. Most of us are stuck behind desks or in meetings rather than caring for our guests and their needs. Do not get me wrong – you must still pay great attention to the bottom line and profitability of your hotel. All I am saying is that, in many cases, the pendulum has swung too far in favour of financial results and in the process we are sacrificing the human side of our business and the guests experience.
How do we change this?
Firstly, get out of the office. Or better yet, move your office to the lobby or into your reception area.
One of the best general managers I know now spends her mornings working from the PR desk in the lobby. Yes, she has her computer open, but is fully available for guests and team members to approach her with questions or feedback. Staying in the public eye she has absolute awareness of all comings and goings and can ensure that staff is delivering on the promise of great service and in the process she feels the pulse of the people and of the business.
Most GM’s live by a promise of an open door policy, but by managing your day in the midst of the organized lobby chaos, the GM has managed to elevate the art of being a true hospitality leader. The key benefit from this action is that the GM knows of issues before they became problems or negative reviews.
Another great benefit of being in the lobby is that a GM can lead by example. Team members emulate their leaders, and if a hotel GM is constantly stuck in the office with the door closed, what is he teaching staff about the importance of guest interactions. In this sense, staff are deprived of a role model of how to deal with both happy and frustrated customers.
By being present in guest interactions, staff can learn from and reflect how great GMs mingle with guests and enhance the overall experience, and they can therefor act that example out in future.
We understand that the essence of hospitality may be straight forward, but to most of our people this does not necessarily come naturally. The GM and other heads of departments must display the desired behaviours so that staff can emulate and live that behaviour – and this is true leadership.
Building on this, staff must be encouraged to work with guests to address problems and requests immediately. Property leadership must empower frontline staff by permission and protection to solve problems and enhance a guest’s stay on their own. Such interactions will confirm training and improve guest satisfaction as problems will not linger or esculate. And if an associate happens to make a mistake or incorrect call, use that as a point of training. None of us were born with perfect skills, and as long as team members make more right than wrong calls, the hotel is gaining in the long run.
Finally, it is our responsibility as leaders to return the favour of mentorship to our staff and the greater hotel family, and an effective way to do this is to get out of the office and into the hotel. The reports can wait. As GM you should provide yourself as a public and positive role model for your team members by having memorable conversations with guests.
Be the host of your hotel, and then train your staff to be hosts too, so they can lead your guests through an incredible stay at your property, to a great review and to a return visit!