What happens when mistakes aren’t tolerated?
Your team stops trying. Ideas are stifled, innovation disappears, and the only goal is to avoid failure—at any cost. On the surface, a “perfect” team may seem productive, but dig deeper, and you’ll find a culture paralyzed by fear.
On the flip side, when mistakes are expected, examined, and turned into opportunities, you unlock something extraordinary: growth, creativity, and progress.
In any organization, there are always people who resist change. As leaders, we need to navigate these moments with a focus on building a culture of psychological safety—a place where people feel safe to voice ideas, concerns, and even mistakes without fear of negative consequences. One effective strategy for addressing resistance is the “Three Cs”: Curiosity, Compassion, and Commitment.
When you encounter resistance, start by asking questions with genuine curiosity. Avoid assumptions, and instead, seek to understand where the other person is coming from. Listen actively and respond thoughtfully. Curiosity shows respect and conveys that the person’s thoughts and concerns matter. It’s about fostering a dialogue, not a debate. By staying curious, we create a space where people feel heard and valued.
Next, approach the situation with compassion. Try to understand the root causes behind the resistance. Is it fear of change? Past experiences that haven’t gone well? People are more likely to be open if they sense empathy. When we demonstrate compassion, we’re not just resolving a specific issue—we’re strengthening our relationships and building a foundation of trust.
Finally, show your commitment to the goals you’re aiming to achieve. Displaying excitement and dedication to the work is contagious, and often, resistance melts away when others see your genuine enthusiasm. Commitment isn’t about pushing a personal agenda; it’s about inspiring others to come along because they see the bigger picture and understand the purpose behind it.
Why the Three Cs Matter
These three approaches—Curiosity, Compassion, and Commitment—are powerful tools for overcoming resistance and driving cultural change. They remind us that as leaders, we hold the power to influence the organization’s journey towards a more inclusive and psychologically safe environment. By embodying these values, we can encourage even the most resistant individuals to become part of the team’s forward momentum.
Final Thoughts
The next time you’re confronted with resistance, remember the Three Cs. Approach the conversation with curiosity, show compassion for the person’s perspective, and demonstrate your commitment to positive change. Not only will you likely find a way forward, but you’ll also contribute to a culture where people feel safe, respected, and motivated to bring their best to the table.
In the world of hospitality, we talk a lot about service standards, guest satisfaction scores, and the art of delivering an exceptional experience. But sometimes, the most memorable moments for our guests come from something deeper—an extra layer of thoughtfulness that transforms a good experience into an unforgettable one.
I recently watched a TED Talk by Will Guidara, a renowned restaurateur, where he shares his approach to what he calls “unreasonable hospitality.” It’s not about offering luxury amenities or creating over-the-top experiences; it’s about being present, trying a little harder, and finding meaningful ways to connect with guests.
One of his stories really hit home for me. In his high-end New York restaurant, a guest lamented not having had the chance to try a classic New York street hot dog. So what did Guidara do? He sent a team member to get that hot dog and served it to the guest, right there in his Michelin-starred restaurant. The gesture wasn’t lavish, but it was thoughtful and personal—and it became the highlight of the guest’s experience.
This story serves as a reminder that often, it’s the small, tailored moments that make the biggest impact. It’s easy to fall into the trap of thinking we need to offer grand gestures to impress our guests. But the truth is, thoughtful service is less about cost and more about care. A simple, well-placed effort that feels personal to the guest can mean more than the most luxurious amenities.
The key to unreasonable hospitality is being present. It’s about really listening to what our guests are saying—not just with their words, but in their actions and body language. It’s about staying alert to those subtle cues that allow us to offer a service that’s not just good, but uniquely fitting for that particular guest at that particular moment.
In our own hotels, we can apply this mindset every day. It’s about taking a step back and asking, “What can I do that’s just a little bit extra for this guest? How can I make their stay more meaningful?” It could be a handwritten note, a favorite snack, or an experience tailored to their interests. These touches don’t need to be extravagant, but they do need to be sincere.
At the end of the day, hospitality isn’t just a job—it’s a responsibility to make people feel valued and cared for. And sometimes, the most lasting impressions are made not by how much we spend, but by how much we care.
So here’s my challenge: let’s all strive to bring a little more “unreasonable hospitality” into our daily interactions. It’s not about working harder, it’s about being more present, trying a little more, and always thinking about how to create those personalized, meaningful moments that our guests will remember long after they check out.
Leadership is not just a role; it is a profound responsibility and privilege. The influence a leader wields can shape the trajectory of not only their organization but also the lives and careers of their team members. This concept, highlighted by Warren Bennis in the quote, “Leadership is a privilege. When you are in a leadership role, your influence may affect the trajectories of someone’s entire career and often their lives,” reminds us of the weight that leadership carries.
Leadership extends beyond managing tasks and achieving goals. It involves shaping the environment in which your team operates, guiding their development, and inspiring them to reach their full potential. A leader’s actions, decisions, and even their demeanor can leave lasting impressions on those they lead, influencing their career paths and personal growth.
Leadership doesn’t end when the workday is over. The best leaders understand that their actions, whether in the boardroom or outside of work, can affect how they are perceived and how their team members feel. Leadership is a continuous journey of learning, self-improvement, and commitment to others. It is a privilege that should never be taken for granted.
By embracing the responsibility that comes with leadership, you can create a lasting, positive impact on the lives of those you lead. Whether it’s through mentoring, empowering, or simply being a positive role model, your influence as a leader has the power to change lives.
In Conclusion: Leadership is a privilege and a powerful force for good when approached with the right mindset. As leaders, it’s important to recognize the impact we have on our teams and to use our influence to foster growth, inspire action, and create a positive, supportive environment. The legacy of a great leader is not just in the success of their organization but in the success and development of the individuals they lead.
Credits: This blog post was inspired by the insights shared by Leadership First and the timeless wisdom of Warren Bennis. For more on this topic, you can explore the original post here.
In the ever-evolving landscape of business, the term “strategy” is often thrown around, but its true essence is not always fully grasped. Michael E. Porter, a thought leader in the realm of business strategy, provides a masterclass in strategic thinking with his groundbreaking article, “What is Strategy?” published in the Harvard Business Review. This article offers timeless insights that can transform your approach to business from ordinary to extraordinary.
At its core, Porter argues that strategy is about making deliberate choices—decisions that set your business apart from the competition. It’s not just about being better at what you do; it’s about being different in what you do. This distinction is crucial because while operational efficiency is necessary, it doesn’t lead to long-term success. Strategy is about finding a unique position in the market and sticking to it.
In a world where trends change at the speed of light and competition is fierce, understanding strategy is your ticket to staying relevant and successful. Porter’s insights are more than just academic theories—they’re practical tools that can help any business, large or small, navigate the complexities of today’s market.
So, the next time you hear the word “strategy,” remember that it’s not just about being good at what you do; it’s about being different in what you do. It’s about making choices, creating alignment, and building a position that’s uniquely yours.
Credits: This blog post is inspired by Michael E. Porter’s article “What is Strategy?” published by the Harvard Business Review. For a deeper dive into Porter’s strategic wisdom, you can read the full article here.
Self-awareness is a cornerstone of effective leadership. It involves understanding your strengths, weaknesses, emotions, and the impact you have on others. Leaders who cultivate self-awareness are better equipped to navigate the complexities of their roles, foster genuine relationships, and inspire their teams. This blog post explores the importance of self-awareness for leaders and provides actionable strategies to enhance this critical skill.
Self-awareness is not a destination but a continuous journey of growth and improvement. By actively cultivating self-awareness, leaders can enhance their emotional intelligence, make better decisions, and build authentic relationships with their teams. As you strive to become a more self-aware leader, remember that the journey is just as important as the destination.
Credits: This blog post is inspired by insights shared by Ben Meer on LinkedIn. For more on the topic, check out Ben’s original post here.
In the professional world, accountability is essential for both personal growth and organizational success. The Accountability Ladder, a concept developed by Bruce T. Gordon and popularized by various thought leaders, serves as a valuable framework to understand and improve accountability in the workplace.
The Accountability Ladder is comprised of eight levels, each representing a different mindset and degree of responsibility:
Leaders and organizations can use the Accountability Ladder to foster a culture of responsibility and growth. Here are some steps to implement it effectively:
Climbing the Accountability Ladder is a journey from passive to proactive behavior, transforming individuals and organizations alike. By embracing this framework, we can cultivate a culture of accountability that drives success and innovation.
Credits: The Accountability Ladder concept has been explored and elaborated by various experts, including Bruce T. Gordon, as well as featured in resources like the Niagara Institute and ThinkDev. For more detailed guidance and applications, these sources provide comprehensive insights into building accountability in leadership and organizational practices.
In the competitive hospitality industry, effective sales follow-up strategies are crucial for converting inquiries into bookings and building long-term customer relationships. Research underscores the importance of persistence, with 80% of sales requiring at least five follow-up attempts, while nearly half of salespeople give up after just one. This gap presents a significant opportunity for those willing to go the extra mile.
Persistence, personalization, and strategic timing are key to successful follow-ups in the hospitality industry. By leveraging these strategies, sales professionals can significantly enhance their success rates, turning more inquiries into confirmed bookings and building lasting customer relationships. For those looking to refine their follow-up techniques, learning from industry leaders like Marriott, and utilizing resources from institutions like the Cornell Center for Hospitality Research, can provide valuable insights and practical strategies.
For more comprehensive insights and training, consider exploring courses offered by eCornell and other renowned hospitality management programs.
In the dynamic world of hospitality, motivating employees is crucial for maintaining high levels of service and ensuring guest satisfaction. Employees can generally be categorized into various types based on their performance and engagement levels. Here’s a comprehensive guide on how to motivate each type, along with what to do and what not to do.
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Understanding and addressing the unique needs of different types of employees in the hotel industry can lead to a more motivated and effective workforce. By implementing tailored strategies, you can enhance performance, foster loyalty, and create a positive work environment that benefits both employees and guests.
Working with a great leader can be a transformative experience that enhances your professional growth and overall job satisfaction.
Here are signs to help you recognize if you’re fortunate enough to work for an exceptional leader:
In summary, working for a great leader can significantly impact your professional journey. If you see these traits in your leader, you’re likely in an environment that fosters growth, respect, and success. These principles are essential in creating a workplace where everyone thrives.
Effective leadership is a journey of continuous learning and self-improvement. Here are twelve crucial lessons to help you lead with excellence:
Incorporating these lessons into your leadership approach can transform your team dynamics and lead to greater success. Remember, effective leadership is an ongoing journey of growth and self-improvement.
As I reflect on my career journey and the invaluable lessons I’ve gathered along the way, one key concept stands out: getting things done. This idea, discussed by Former President Barack Obama in this video, forms the backbone of a successful and fulfilling career. In this article, I’ll share insights from this philosophy and how it has shaped my approach to work and leadership.
During a conversation with LinkedIn News Editor in Chief Daniel Roth about the rapid changes taking place in the modern work landscape, Obama shared profound advice for young professionals. He emphasized two main points: learning how to get things done and focusing on what you want to do rather than what you want to be.
The most important advice Obama gives to young people is to learn how to get stuff done. He elaborates on the significance of this by highlighting a common issue in various professional settings:
“I’ve seen at every level people who are very good at describing problems, people who are very sophisticated in explaining why something went wrong or why something can’t get fixed, but what I’m always looking for is, no matter how small the problem or how big it is, somebody who says, ‘Let me take care of that.'”
This resonates deeply with my experience in managing W Bangkok. Whether planning a major event or addressing daily operational challenges, the ability to step up and take responsibility is invaluable. When you project an attitude of handling whatever is needed and executing it efficiently, it sets you apart. Whoever is running the organization will notice, I promise.
Obama also touches on the impatience many young professionals have for plum assignments. He advises:
“A lot of times the best way to get attention is, whatever is assigned to you, you are just nailing, you’re killing it, because people will notice, oh, that’s somebody who can get something done.”
In my career, I’ve seen this principle in action countless times. Consistently excelling in your given tasks builds a reputation of reliability and capability. For example, being present on the floor during peak hours at W Bangkok has been one of the most effective ways for me to stay connected with the team and address any issues promptly. This hands-on approach ensures that operations run smoothly and demonstrates my commitment to getting things done, regardless of the task’s perceived importance.
The second piece of advice Obama offers is to worry more about what you want to do rather than what you want to be:
“I think so often people have in their mind, ‘I want to be congressmen by 30,’ ‘I want to make X amount of money by this age.'”
This mindset shift is crucial. When I first started my career, my focus was on the roles I aspired to attain. However, over time, I realized that a more fulfilling approach is to concentrate on the work I am passionate about and the impact I want to make. This shift not only made my career more enjoyable but also naturally led to the roles and achievements I once aimed for.
As a leader, applying these principles can significantly enhance your effectiveness. It allows you to manage your time efficiently, delegate tasks appropriately, and maintain a clear vision for your team. By focusing on getting things done and being present where the action is, you build trust and demonstrate your commitment to excellence.
Implementing this methodology has been a game-changer in my career. It has provided me with a structured approach to managing tasks, making decisions, and leading my team. Whether you’re just starting your career or looking to enhance your productivity, I highly recommend exploring these principles. By capturing, clarifying, organizing, reflecting, and engaging, you can navigate the complexities of professional life with confidence and clarity.
Stay tuned for more insights and practical advice on navigating your career journey. Remember, getting things done is not just about productivity; it’s about achieving your goals and realizing your full potential.
Today, I’m reflecting on something that’s truly special to me – Mr. Marriott’s 12 Rules of Success. These rules are much more than guidelines for business; they’re lessons that deeply resonate with my own journey in hospitality.
In my career, I’ve lived these principles. They’ve guided me through challenges and shaped my approach to leadership and service.
In Conclusion
Reflecting on these 12 rules, I see a mirror of my own journey in the hospitality world. From my own rules of operations to the wisdom of Mr. Marriott, the underlying message remains the same: leadership, innovation, and a relentless focus on people. As I continue navigating this ever-evolving industry, these principles stand as my guiding stars, driving me towards excellence in every step.
As someone immersed in the world of hospitality, I’ve seen firsthand how we, as leaders, can truly ignite talent and propel growth within our teams. Let me share some thoughts and experiences on how we can boost our team members’ potential and advocate for in-house movements. Let’s unpack some practical strategies to create a vibrant atmosphere and unleash the incredible abilities of our hospitality champions.
Fueling Progress: Employee Learning Programs
I’ve seen time and again that we, as an organization, hold the golden key to propel our team through focused learning programs. Through training, workshops, and mentorship, we arm our team with the right skills to excel. This dedication to growth shapes a motivated and connected crew, eager to rise to new challenges.
Crafting Success: Personal Development Plans (PDPs)
Each of our team members comes with unique dreams and abilities, and there’s nothing more rewarding than helping them grow. Personal development plans, created collaboratively, serve as roadmaps to align their ambitions with our company goals. This investment into their growth fosters commitment to our organization.
Nurturing Our Talent: Talent Management and Succession Planning
A big part of the game is talent nurturing, a key for long-term success. Effective talent management and succession planning help us spot the future leaders in our team and offer them growth opportunities. This approach ensures a smooth transfer of knowledge and upholds our high standards.
Branching Out: Job Rotation and Cross-Training
Encouraging our team to explore new roles and widen their skills is essential for personal growth. Initiatives like job rotation and cross-training expose them to different areas. This strategy not only sparks innovation but also reinforces teamwork.
Scaling New Heights: Internal Job Postings and Career Progression
Internal job postings and career progression programs are stepping stones within our organization. Openly advertising these opportunities fires up ambition and promotes loyalty. I’ve found that supporting in-house transfers and within the company develops individuals and fosters a culture of growth.
Cheering Achievements: Recognition and Rewards
A culture that celebrates successes and offers rewards breeds excellence. Recognizing our team’s wins and offering meaningful rewards reminds them that their work is valued. This recognition fuels pride and keeps the motivation high for more achievements.
Walking Together: Open Communication and Mentoring
Keeping the conversation going and offering support are essential in guiding our team on their professional journey. This open communication, paired with constructive feedback and guidance, instills confidence and a sense of belonging. As a mentor, I’ve seen team members navigate their career paths with newfound assurance.
The Importance of Talent Growth
From my experience as a General Manager, I’ve found that fostering talent growth is essential, not just for the team but for the organization as a whole. It boosts our reputation as a nurturing and supportive place to work, which naturally attracts more high-quality talent. It’s a positive cycle – the more we invest in our people, the more our reputation grows, drawing in more top-notch individuals who want to grow with us.
Being a leader in the hospitality sector, it’s a real privilege to be able to spark talent and fuel growth within our teams. By focusing on employee development, getting behind personalized growth plans, and building a supportive culture, we’re unlocking the full potential of our hospitality pros. Let’s create an environment together where dreams are realized, fantastic experiences are created, and our organization thrives.
Leadership in the hotel industry is a dynamic and challenging role, one that requires a balance of strength and vulnerability. It is easy to fall into the trap of thinking that leaders must always be in control, confident and unshakable, but the truth is that leaders are human too and they have bad days, just like anyone else. As a leader in the hotel industry, I have learned that it is important to be transparent and honest with my team, and to not be afraid to show my vulnerability.
One of the key responsibilities of a leader is to support and empower their associates. This means being available to listen and offer guidance, being willing to admit to their mistakes and actively working to create opportunities for personal and professional growth. A leader who supports and empowers their team members, creates a culture of trust and respect, which in turn allows for better communication and collaboration.
For example, early on in my career, I made a decision that ended up having a negative impact on my team’s performance. I was eager to prove myself and make a positive impact, so I implemented a new system for scheduling shifts without consulting all team members or getting their input. The system was confusing and difficult to use, and it led to a lot of mistakes and confusion among my team members.
Being a new manager, I was not aware of the consequences of my actions, and I quickly realized the negative impact of my decision. I immediately apologized to my team for my mistake, and acknowledged that my decision had affected their performance negatively. I took the time to listen to their feedback and to understand their perspective on the situation.
I then worked together with my team to develop a plan to improve the situation. We made changes to the scheduling system and provided additional training to my team members, to ensure that they were better equipped to use the new system.
I also recognized that my lack of consultation and lack of understanding of my team members perspective led to this poor decision, and I made sure to involve them more in decision-making processes and to better understand their perspective, so that I could make better decisions in the future.
From this experience, I learned that as a new manager, it’s important to involve my team members in decision-making processes and to understand their perspective on a situation before making a decision that affects them. I also learned that it’s important to take responsibility for my mistakes and to work with my team to find solutions to problems that arise from my decisions.
Being a leader also means being able to cope with stress and uncertainty. This means taking care of one’s well-being and being able to manage one’s time and energy effectively. A leader who takes care of themselves is better equipped to take care of their team and to lead by example.
It’s also important for leaders to lead by example and to be role models for ethical and responsible behavior. This means being transparent, accountable and fostering a culture of transparency and accountability. This not only helps to create a positive work environment but also helps to establish trust and respect with stakeholders.
In conclusion, being a leader in the hotel industry is a challenging role, and it is important for leaders to have a balance of strength and vulnerability. Being allowed to not be perfect means that leaders can support and empower their associates, create opportunities for personal and professional growth, take care of their own mental and emotional well-being, and lead by example.
Takeaways:
As a hotel employee, it can be easy to feel like you’re stuck in a rut and not sure where to go next. But, with the right mindset and approach, the hospitality industry offers plenty of opportunities for growth and advancement.
I personally found this to be true when I took advantage of the many hotels Marriott has worldwide. I had always been interested in working and living abroad, so I applied for an international transfer opportunity, and I was given the chance to work in another country. This not only gave me the chance to gain new experiences, but it also helped me develop new skills, and learn about new cultures. It also helped me to become more adaptable and open-minded, which is essential in the hospitality industry.
Additionally, I took advantage of the training opportunities that were available. Marriott offers a wide range of training and development programs for their employees, which I found to be very helpful in my career advancement. I learned new skills and gained a deeper understanding of the industry, which helped me become more confident in my abilities and prepared me for new challenges.
Networking also played a crucial role in my career development. I attend company events and volunteered for committees, which gave me the chance to build relationships with other professionals in the industry. This helped me learn about new opportunities and opened doors to new roles and promotions.
Lastly, I was proactive in my career development. I set career goals for myself, and created a plan to achieve them. I asked for feedback from my supervisor and took steps to address any areas where I needed to improve. It took time, effort and patience, but it paid off.
In conclusion, the hospitality industry offers plenty of opportunities for growth and advancement. As an employee, you can take advantage of training opportunities, seek internal transfer opportunities, network with your colleagues, and be proactive in your career development. And don’t forget, you can take advantage of the many hotels Marriott has worldwide, to live and work in other countries. Believe in yourself and your abilities, and keep working towards your goals.
Key Takeaways:
In the hotel industry, one of the most important aspects of ensuring smooth operations and high guest satisfaction is being prepared. This is where the concept of “mis-en-place” comes in.
Mis-en-place, which is a French term meaning ‘putting in place’, refers to the preparation of ingredients and equipment before the start of service. This includes tasks such as chopping vegetables, setting up cooking stations, and arranging plates and utensils. In the hotel industry, mis-en-place applies not only to the kitchen, but also to other areas such as front desk operations, housekeeping, and even engineering.
I remember one time when I was working as a front desk agent and we were understaffed that day. We had a full house, and guests were starting to arrive for check-in. I was rushing to check-in guests and answer phones at the same time. Suddenly, the computer system went down, and I had to manually check in guests. I was feeling overwhelmed and stressed, and it was obvious to the guests. It was only then I realize how important it is to be prepared and how it can make all the difference in providing excellent service to guests.
Another time when I was working as a housekeeper, I was making up a guest room and I realized that I had forgotten to restock my cart with essentials like shampoo and soap. I had to make multiple trips to the supply room, and it slowed down my work and I was running behind schedule. It was a valuable lesson on how being prepared can greatly benefit operations and own performance.
Having a well-executed mis-en-place not only improves the efficiency of operations, but it also greatly benefits the performance of the staff. When everything is in its proper place and ready to go, staff members can focus on providing excellent service to guests without being bogged down by the stress of last-minute preparation. This can lead to increased job satisfaction and a more positive work environment.
Furthermore, a well-prepared staff is better equipped to handle unexpected situations. For example, if a guest requests a special meal or requests a room move, a staff member who is well-prepared and has a good understanding of the hotel’s operations will be able to handle the situation in a timely and efficient manner, thus minimizing any potential negative impact on the guest’s experience.
In addition to the operational benefits, having a mis-en-place also helps to improve the overall image of the hotel. A clean, well-organized hotel, with staff that is well-prepared and can provide prompt service, leaves a lasting impression on guests and can lead to repeat business and positive word-of-mouth.
In conclusion, mis-en-place is a critical aspect of the hotel industry that can greatly benefit both the operations and the performance of the staff. By putting in place proper preparation and organization, hotels can ensure smooth operations, improve guest satisfaction, and enhance the overall image of the hotel.
Key Takeaways:
When it comes to providing exceptional service to guests, the hotel industry relies on the power of teamwork. From the moment a guest books their stay to the moment they check out, the staff at a hotel plays a crucial role in ensuring that their experience is memorable. And while individual employees may have their own areas of expertise, it’s the collaborative efforts of a team that truly make a hotel run like a well-oiled machine.
But why is teamwork so important in the hotel industry? Here are a few reasons:
So, how can hotel management foster a culture of teamwork within their organization? Here are a few tips:
In conclusion, teamwork is essential for the smooth operation and success of any hotel. By fostering open communication, a positive work environment, and opportunities for team-building, hotel management can create a culture of collaboration that benefits both the hotel and its guests.
start with taking ownership and adopting a growth mindset!
Most people with whom I worked with in my career wanted to get ahead and become a leader.
However, many expected this to somewhat automatically happen to them. If they would just work long enough in their position and become more senior, getting promoted would then eventually just be inevitable and others would look at them as leaders, right?
You probably already know the answer!
If you want to be a leader, you have to first take full ownership of what happens to you and adopt a growth mindset:
Busy does not equal productive, and you’ll find that most people who are trying to add too many things to their to-do list and because of it work too many hours, actually accomplish less. They’re also more likely to get drained and run out of passion, and cannot be at their best anymore when it really matters. Continue reading Are You Really Productive or Just Always Busy? 
