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.
-
Demonstrate by example, kicked up a step. Your every actions
are being scrutinized daily by the frontline team; your performance sets
the real standards much more so than those in any manual or handbook.
-
Requisition the resources your team needs to deliver on expectations
and standards. When you need additional systems, equipment, or
even staff, document your need in advance before requesting it. Show upper
management how these resources can improve service or enhance profits.
-
Avoid �reading the headlines� and knee-jerk reactions to atypical incidents
and situations; instead look at each associate�s overall performance
long-term. Research even seemingly-obvious situations before jumping to
a conclusion about who dropped the ball or why.
-
Be consistent overall in applying standards and expectations to all
associates. Avoid �superstar slippage� that can occur when top
performers are allowed to routinely cut corners based on their legendary
service of the past.
-
Pitch-in as needed during periods of peak demand. Stay tuned-into
the daily cycle of service and anticipate the potential bottlenecks and
gridlocks in advance. By pitching-in momentarily during these situations
you can not only improve guest service efficiency but also demonstrate
moral support for your troops.
-
Complete performance reviews on time and with proper consideration.
Remember what an impact the review has on each associate�s individual career
and be diligent in completing them. Log notes about staff performance in
a book or file over the course of the year versus trying to remember it
all come review time.
-
Manage upward effectively to secure long-term change. Frontline
supervisors are the connection between the ivory towers of management and
daily life in the trenches. Make sure that upper management is kept
aware of not only the daily successes but also the daily challenges that
are occurring daily for the staff, versus telling them only what they want
to hear, only when they are asking to hear it.
-
Try not to get called on your day off. One might think that
the supervisor who receives calls day and night at home to help out his
staff gives the most to his hotel. But a truly successful supervisor
is the one who�s team is so effective at getting by on their own that they
don�t need to call for help.
Most importantly, leave your own personal brand service mark. Wherever
you are working at this moment, do everything you can to assist your hotel
on its journey to excellence, right here, right now. Whether expecting
to be there six years or six months, contribute every shift, every week,
every month in every way you can to making your property better upon your
departure than it was on your first day.
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.
|
Doug Kennedy, President of
the Kennedy Training Network, has been a fixture on the hospitality and
tourism industry conference circuit since 1989, having presented over 1,000
conference keynote sessions, educational break-out seminars, or customized,
on-premise training workshops for diverse audiences representing every
segment of the lodging industry. Ee-mail Doug at: [email protected] |
.
|