Often Caught in the Middle
|by Doug Kennedy, April 2007
It is definitely arguable that the role of supervisor or assistant manager in a hotel environment is perhaps one of the most stressful positions on the organizational chart. While everyone has superiors and subordinates, frontline supervisors and assistant managers are often caught in the middle of competing needs of stakeholders ranging from executive-level managers through frontline employees, not to mention being called upon to handle the most difficult and out of hand guests.
That being said, frontline supervisors and managers simultaneously have the best opportunity to close the gap between hotel standards & procedures that exist in memos and training manuals versus what transpires daily on the frontlines. Even more importantly, they have the chance to mentor new associates and inspire the next level of hospitality recruits onward and upward.
I can still remember well the faces of people like Ralph, my bell captain when I was a budding young bellman at the Lexington Marriott Griffin Gate Resort, who not only taught me the paperwork and processes but also encouraged me to tell the GM I really thought I was ready for the next open front desk management training position, despite that several others were more qualified on paper. (Fortunately for me that GM believed me!)
Unfortunately for all parties including themselves, most first level supervisors are automatically promoted into their position without proper training or indoctrination, usually for the sole reason that they were an excellent producer in their frontline position.
By focusing training and career development on this essential but often over-looked role-players, you can ensure that your supervisors and assistant managers reinforce Hospitality on a daily basis. Here are some training tips for your next supervisory-level meeting or workshop.
Maximize every chance to mentor those who report to you, and know that
the rewards can be great when you one day look back at the number of successful
hospitality careers that have been launched under your watch.
|Also See:||First Step In Maximizing Reservations Sales: Believe It’s Possible / Doug Kennedy / March 2007|
|Training Is Key To Turning “Desk Clerks” Into Front Desk Salespersons / March 2007|
|Mastering The Lost Art of Check-In / Doug Kennedy / February 2007|
|Speaking of Hotel Rooms: When You Turn The Lights Off They All Look The Same / Doug Kennedy / December 2006|
|Train Your Front Desk To Overcome Challenges of Fielding Reservations Calls At The Front Desk / Doug Kennedy / October 2006|
|The Hotels Reservations Sales Process; Today’s Callers Want a Personalized and Customized Experience / Doug Kennedy / October 2006|
|It’s Time To Give Hotel Guests What They REALLY Need and Want Daily! Key Basics Some Hotels Still Fall Short On / Doug Kennedy / September 2006|
|Have You Listened To What Your Hotel Sales and Reservations Agents Are Saying To Real Customers? / Doug Kennedy / August 2006|
|Next Step In Revenue Optimization: Train Your Front Desk and Reservations Staff To “Maintain The Rate Fences” / Doug Kennedy / July 2006|
|Beyond “Outrageous,” and “Legendary” Customer Service Training: Creating “Ordinary Excellence, Daily!” / Doug Kennedy / June 2006|
|The Politics of Revenue Management / Doug Kennedy / June 2006|
|Hotel Sales “Steps” and “Processes” Are Out; Today’s Inquiry Caller’s Want A Personalized Sales Experience / Doug Kennedy / June 2006|