The challenges of the current economy and downturns in travel from some market segments have worn heavily on the employees in hospitality organizations, leading to layoffs, cutbacks, reductions in compensation and benefits.  Employees have also had to deal with an increased lack of supplies, and have had to use new levels of ingenuity in figuring out how to repair equipment to keep it going or to “make do” with a wide range of limited resources.
 

The stress caused by these conditions places a burden on both front and back-of-the-house workers that impacts their motivation in extremely negative ways.  These individuals become demoralized, feel that they are being treated unfairly, and often feel that their contributions aren’t appreciated.  This dictates the need for mangers to take charge.  They must integrate the kinds of leadership qualities that are crucial to overcoming the factors that inhibit motivation, and that help reduce the stresses that can lead to high levels of dissatisfaction. On a recent late evening at a chain affiliated, mid-market, full service hotel, there were four guests that had arrived within just a few moments of each other, all attempting to check in at the same time.  The austerity program in place at the hotel had minimized staffing at the front desk to only one person per shift, paired with a bell person who doubled as the airport

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Of course, there was no switchboard operator to help with fielding incoming calls, no one to assist with service requests, and no back up to relieve the agent for a break.  While the four guests were gathered awaiting their turn to get room assignments and keys (some patiently and some not so), the phone was ringing constantly, other guests stopped by to request directions and photocopies, and the property’s banquet set-up person marched up behind the front desk, rifling through papers looking for a BEO.

It was obviously overwhelming for the struggling guest services agent.  With an irritated expression and with a demeanor that clearly conveyed that every aspect of the job with which they had to contend was unpleasant.  They snapped and barked at those they encountered.  There were no smiles given, no pleasant greetings extended, no courtesies exchanged.  There was very little, if anything, done during the process that would communicate to the guests that their patronage was appreciated, that their experience would be a positive one (it would likely be memorable, but for all of the wrong reasons), and nothing was done to set the stage to encourage a repeat visit.

While all of this was taking place, an individual who appeared to be the manager exited the restaurant, walked across the lobby, leaned in through the crowd at the front desk, and said to the agent: “I’m heading out now, but I have the cell phone with me if anything happens.”  Without even waiting for an acknowledgement, seeming to ignore the troublesome situation, and without offering to provide support, the person casually left the building through the hotel’s entry.

The guest services agent rolled their eyes in frustration and disgust, sighed heavily, and went about attempting to multi-task as best they could.  The guests eventually got checked in, the photocopies were made, directions were given, and…well, some of the calls got answered.  The agent was overheard saying to one of the callers: “I’m too busy to take a reservation right now.  You’ll have to call back later.”

Assessing the scenario, there were several outcomes, some that were immediately evident and others that were implied.  Revenue was lost, relationships were damaged, brand value was eroded, and price/value positioning was diminished.  Many important questions arise from this very unpleasant condition, two of which are: How long will the guest services agent continue working in this kind of environment?  And, in consideration of the cost-reduction strategy to minimize payroll, why isn’t management sensitive and responsive to the impact on the remaining employees?

A quality that sets managers apart as leaders is the characteristic of pitching in when the going gets tough.  Not only do the most noted leaders have vision, but they set the pace for achieving success by being actively engaged, setting the example, and being involved on the front lines when the critical moments occur.  Leaders of the best performing hotels don’t put their operations on autopilot.  When the circumstances warrant, they roll up their shirtsleeves and pitch in.

It’s most probable that Wolfgang Triebnig, the General Manager of the Lodge at Vail, didn’t receive the recognition of having the best hotel/resort in the Preferred Hotels & Resorts Worldwide system this year by sitting in his office day in and day out.  He had to be immersed, creating the motivational environment that inspires the team members there to be positive, to put forth extra effort and to struggle through the challenging times.  This principle applies at every level of the accommodation spectrum, from economy to luxury.

Instead of leaving the front desk agent in the lurch, a leader would have taken the time to lend a hand during the stress period.  They’d have taken the phone calls, made the photocopies or helped with checking in the guests.  A leader wouldn’t have walked out at such a critical moment.  And, when the situation was alleviated, the leader would have said to the agent: “Thanks for hanging in there.  I know things aren’t easy, and I appreciate the extra effort you’re having to put forth.”

The leader in this instance would have set the example and made the point that in spite of the rough spots, it’s critical to remain positive and pleasant, to be courteous and appreciative, and to create the kinds of experiences that cause guests to feel good about their stay.

Managers have to be prudent when making decisions about the fiscal well being of their hotel; and, sometimes cutbacks in service levels and reductions in staff are necessary.  This is particularly difficult when economic downturns leave few or no alternatives, and when business replacement opportunities are minimal.  It’s at this point, though, when managers must embrace the leadership qualities that will help get the team through the challenging times.

Michael Hampton, Ed.D. Is a professional speaker and serves as Chief Executive Officer of HSA International, a global provider of training, educational and consulting services for the hospitality industry.  Additional information on this topic is available by contacting him via e-mail at mhampton@hsa.com or via telephone at (954) 432-7301.