Tag Archives: personal growth

Development, Personal Growth, Strategy

The Four Pillars of Balance (and Everything I Choose to Ignore)

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Work-life balance is one of those phrases everyone talks about – yet few describe in a way that feels real or practical to me.

Often the conversation starts with hours: how many you sleep, how many you work, how many you should have left over if life were “balanced.” But if that’s the definition, my calendar wouldn’t qualify. My schedule is clearly not 9 to 5.

I sleep about six and a half to seven hours a night (and Whoop tells me that I have a solid recovery), and each week I work nearly 73 hours or more, plus another 13 to 15 hours of study (you can do the math). And yet, I feel balanced. Not because I have fewer demands, but because I’m intentional about the ones that matter most to me.

The Four Pillars That Anchor My Life

Over time, I’ve oriented my life around four pillars that guide my choices:

Health.
Family.
Personal Growth.
Work.

Each day, I make sure my time supports these pillars – and I remove everything that doesn’t. This framework has become far more powerful than any generic definition of balance.

Health

It’s no secret that sleep and physical wellbeing affect our energy, focus, and decision-making. Research from Harvard shows that insufficient sleep isn’t just tiring, it hurts performance, mood, and cognitive function, and can even impact long-term health.

I protect my sleep and I work out two to three times a week. Not as a box-ticking exercise, but as an investment in my resilience: physical, emotional, and mental.

Family

The most important parts of my day aren’t on the hotel calendar.

Mornings belong to my daughter.
We have breakfast together. We talk. I bring her to school. That time is not a routine, it’s a daily moment of presence before the world demands anything from me.

Evenings end the same way.
Putting her to bed is important. We read, we talk, we slow the day down. These rituals aren’t glamorous, but they are what keep me grounded and recharge me.

When I’m with my family, I try to be with my family, not half distracted, not multitasking, not half present on a phone (my daughter is sure to tell me each time I slip). That presence matters deeply.

Personal Growth

Alongside my role, I’m pursuing a doctoral degree. I usually study about one hour on weekday evenings and about four hours per day on weekends.

Some might assume this would deplete energy. For me, it recharges it.

Learning keeps my thinking fresh. It reminds me that leadership isn’t just managing what’s in front of you, it’s developing the capacity to lead into the future. For me, growth isn’t something you cram in after work, it’s something that sustains how you work.

Work

The reality is that work for me is intense. The hotel business is 24/7, people-centric, and often unpredictable.

On weekdays, I’m at the hotel early and leave late enough to be present for evening events and dinner service. On weekends, I work about 4 hours or more each day, often squeezing it around family commitments, study blocks, and in-between moments.

When I work, I work with full focus. I also often use in-between moments and waiting times, not just to be busy, but to be intentional. It’s not about packing more hours; it’s about making them count.

The Power of Subtraction – Not Addition

Maybe the most underrated part of balance is not what you add, but what you remove. Peter Drucker wrote that time is the scarcest resource, and unless it is managed, nothing else can be managed. In The Effective Executive, he doesn’t begin with strategy or leadership style. He begins with time, specifically, with understanding where it actually goes.

I don’t scroll mindlessly on my phone.
I don’t default to background TV, and unless it’s a movie with my wife, I don’t watch at all.
I don’t let social media fill in my gaps.

Everything outside the four pillars is optional.

Weekends As Ritual, Not Downtime

Weekends aren’t off – they’re different.

My wife and I have an extended breakfast together every weekend. No agenda. No interruptions. No to-do lists. It’s sacred. It marks the transition from the week’s pace to a different rhythm, one of connection, conversation, and presence.

These rituals may seem small, but they anchor the week.

My Definition of Balance

Work–life balance isn’t a scale where hours on one side must equal hours on the other.

It’s about:

Protecting rituals that ground me

Managing energy instead of just time

Being fully present where it matters

And removing what distracts

From the outside, this life can look intense.
From the inside, it feels sustainable, because it’s rooted in what actually matters.

To be clear, this isn’t a prescription. It’s one lived perspective.

Guest Services, Leadership

The Hidden Cost of a Smile: Are Your Hotel Staff Emotionally Exhausted?

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In the hospitality industry, a warm smile and a friendly demeanor are just as important as a clean room or a delicious meal. We train our staff to be professional, courteous, and welcoming, no matter what challenges they may be facing personally. But what is the hidden cost of this constant emotional performance? A groundbreaking study by Alicia A. Grandey, “When ‘The Show Must Go on’: Surface Acting and Deep Acting as Determinants of Emotional Exhaustion and Peer-Rated Service Delivery,” provides some crucial insights for hoteliers.

The Two Faces of Emotional Labor

Grandey’s research delves into the concept of “emotional labor,” the effort it takes for employees to manage their feelings to meet the requirements of their job. The study identifies two key ways in which service employees perform this labor:

  • Surface Acting: This is when an employee fakes the expected emotion. Think of a front desk agent who has just dealt with a rude guest but has to immediately greet the next person with a cheerful smile. They are essentially putting on a mask, and while it might look convincing, it’s a superficial performance.
  • Deep Acting: This is a more profound form of emotional labor where an employee tries to genuinely feel the emotions they are expected to display. For example, a concierge might try to empathize with a guest who has lost their luggage, drawing on their own experiences of frustration to create a genuine connection.

The Damaging Effects of “Faking It”

The study’s findings are a wake-up call for the hotel industry. Grandey discovered that surface acting is a significant drain on employees, leading to emotional exhaustion and burnout. When your staff are constantly faking their emotions, it takes a toll on their well-being. This emotional exhaustion doesn’t just impact the employee; it also has a direct effect on the quality of service they provide. The research showed that employees who frequently engage in surface acting are rated by their peers as providing lower-quality service.

On the other hand, deep acting was found to be less emotionally draining and had a more positive impact on service delivery. When employees can genuinely connect with guests, it not only improves the guest experience but also protects the employee from the negative effects of emotional labor.

What This Means for Your Hotel

As a hotelier, you can’t afford to ignore the emotional well-being of your staff. Here are some key takeaways from Grandey’s research:

  • Acknowledge the Emotional Demands of the Job: Recognize that your staff are not just performing physical tasks; they are also engaged in demanding emotional labor. Create a supportive environment where they feel comfortable discussing the challenges of their roles.
  • Train for Empathy, Not Just for Smiles: Instead of simply telling your staff to smile, train them in deep acting techniques. This could involve workshops on empathy, emotional intelligence, and perspective-taking. Help them to understand the guest’s point of view and to find genuine ways to connect with them.
  • Empower Your Employees: Give your staff the autonomy to solve guest problems and to make decisions. When they feel empowered, they are more likely to be engaged and to find their work meaningful, which can help to reduce emotional exhaustion.
  • Lead by Example: As a manager, your own emotional intelligence and empathy are crucial. When you show your staff that you care about their well-being, you create a culture of trust and support.

The Bottom Line

In the competitive world of hospitality, the emotional intelligence of your staff is a key differentiator. By understanding the difference between surface and deep acting, you can take steps to protect your employees from burnout and to create a service culture that is authentic, empathetic, and truly exceptional. It’s time to look beyond the smile and to focus on the well-being of the people who are the heart and soul of your hotel.

Development, Leadership, Uncategorized

Fortune Favors the Brave: 5 Ways to Cultivate Courage in Your Leadership

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What does it truly mean to be a courageous leader in today’s world?

In an era of constant uncertainty, it’s easy to freeze, to play it safe, to manage from a defensive crouch. We face market shifts, operational challenges, and moments where the right path isn’t always the clearest one. But as leaders, our teams don’t look to us only for caution; they look to us for courage.

A recent Harvard Business Review article by Professor Ranjay Gulati offers one of the best definitions I’ve seen: Courage is “a willingness to take bold, risky action to serve a purpose that you perceive to be worthy, usually in the face of an abiding fear.”

It’s not the absence of fear; it’s the decision to act in spite of it.

This isn’t just an abstract idea. It’s a muscle that can be built. Inspired by Gulati’s research, here are five actionable strategies for cultivating courage, framed for those of us leading in the demanding world of hospitality.

1. Create a Positive Narrative

Courage needs a “why.” It’s fueled by a story that is bigger than the immediate risk. As leaders, we must be the authors of that narrative. This involves actively “risk hunting”- not to create fear, but to identify the challenges on the horizon and frame them as a moral quest. For us, this isn’t just about identifying a new competitor down the street. It’s about framing that challenge as a mission: “This is our opportunity to redefine what five-star lifestyle luxury service looks like in this city and prove that our commitment to genuine hospitality is our ultimate advantage.” You turn a threat into a purpose-driven goal.

2. Cultivate Confidence Through Preparation

Confidence isn’t a personality trait; it’s the result of deliberate practice. Courageous decisions are easier to make when you feel prepared for the potential fallout. We do this all the time with fire drills and emergency protocols, and the same logic applies to business crises. Run simulations with your leadership team: What’s our communication plan if a negative story goes viral? How do we handle a sudden 20% drop in group bookings? By training for these moments, you build a toolkit that allows you to act decisively, not reactively, when real challenges arise.

3. Take Small, Deliberate Steps

Courage isn’t always a single, dramatic leap. Often, it’s a series of small, intentional steps taken in the face of uncertainty. Imagine you need to overhaul your hotel’s outdated F&B concept- a huge and risky undertaking. Instead of a massive, immediate shutdown, you start with small steps. You pilot a new menu concept for one week. You test a pop-up in the lobby. You gather data, let the meaning emerge from these small bets, and are willing to pivot. Each small step builds momentum and reduces the perceived risk of the final, bold decision.

4. Find Connection and Build Your Allies

Courage is rarely a solo act. Having a trusted circle of allies – mentors, peers, direct reports – is essential. As a GM, your allies are your department heads, your regional leaders, and trusted peers in the industry. Before making a difficult decision, like a major operational change that will be unpopular at first, you consult them. You don’t just seek their agreement; you seek their perspective. This connection doesn’t just make you feel supported; it makes your final decision smarter and more robust.

5. Stay Calm to Stay Clear

The ability to remain calm under pressure is a prerequisite for courage. The hotel environment is a masterclass in staying calm amidst chaos. A leader who panics during a VIP visit mishap or a system-wide IT failure creates more chaos. In contrast, a leader who has rituals, a morning walk, a daily 10-minute mindfulness practice, a weekly call with a mentor, builds the mental muscle to absorb pressure, reframe challenges, and guide their team with a steady hand.

Conclusion: Fortune Favors the Brave

As Gulati notes, the old adage is true: “Fortune favors the brave, not the cautious.” In our industry, the cautious leader may preserve the status quo for a while, but it is the brave leader, the one who acts with purpose, preparation, and a steady hand, who will inspire their team, delight their guests, and build a legacy that lasts.

Leadership, Strategy

Handle Tension Without Losing Direction: The Art of Difficult Conversations

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We’ve all been there. The recurring service issue between the front desk and housekeeping that everyone complains about but no one directly addresses. The talented but abrasive department head whose behavior is affecting team morale. The budget disagreement that has stalled a critical project.

These are the moments that define our leadership. And in these moments, we face two common, yet equally damaging, paths: avoidance or careless reaction.

Avoiding the conversation feels safer in the short term. We tell ourselves it’s not the right time, or that the problem will resolve itself. But it never does. Instead, the silence allows resentment to fester, standards to slip, and progress to grind to a halt.

Reacting without care is the other side of the coin. In a moment of frustration, we might deliver blunt feedback that feels more like an attack, or enter a disagreement with the sole aim of winning. This approach may feel decisive, but it often creates lasting strain, breaks trust, and leaves a trail of defensive and demotivated team members.

As the Harvard Business Review so aptly puts it, there’s a difference between having a difficult conversation and having it well.

The true challenge for any leader is to find the third path: the one where we learn to stay clear, steady, and constructive under pressure. This isn’t about being “soft” or avoiding the truth. It’s about communicating with an intention to solve, not to win. It’s about turning moments of high tension into opportunities for progress.

The Leader’s Guide to Navigating Difficult Conversations

Mastering these conversations isn’t about having a perfect script. It’s about adopting the right mindset and strategies. Based on principles often discussed in leadership forums like HBR, here are three core strategies to guide you:

1. Stay Focused on the “What,” Not the “Who” Before you even start the conversation, define your objective. What is the specific, observable issue you need to address? Is it a broken process, a missed deadline, or a behavior that violates team values?

  • Performative Approach: “John, your team is always late with their reports.” (Focuses on blame)
  • Authentic Approach: “John, for the last three weeks, the financial reports have been submitted after the deadline. I want to understand what’s causing the delay and how we can solve it together.” (Focuses on the problem and a shared solution)

By focusing on the issue, not the person, you reduce defensiveness and open the door for a productive, forward-looking discussion.

2. Listen to Understand, Not to Respond Once the conversation starts, the most powerful tool you have is active listening. Most of us listen while preparing our rebuttal. A great leader listens to truly understand the other person’s perspective, constraints, and underlying interests.

Ask open-ended questions:

  • “Can you walk me through your process?”
  • “What obstacles are you facing?”
  • “What is your primary concern here?”

When people feel genuinely heard, their posture shifts from defensive to collaborative. You stop talking at each other and start solving the problem together.

3. Move the Discussion Forward with Clear Next Steps A difficult conversation without a clear conclusion is just a complaint session. The goal is always progress. End every tough conversation by co-creating a plan with clear, agreed-upon next steps.

Summarize the agreement: “So, to recap, you are going to speak with your team about the new workflow, and I will follow up with IT to ensure they provide the necessary software support by Friday. Is that right?”

This creates accountability and ensures that the emotional and mental energy invested in the conversation translates into tangible action.

Conclusion: From Tension to Trust

Difficult conversations will always be a part of leadership. They are unavoidable. But they don’t have to derail your work or damage your relationships.

By learning to handle them with clarity, focus, and a genuine desire to solve problems, you do more than just manage tension. You build a culture of psychological safety. You create a team that is resilient, honest, and capable of turning its biggest challenges into its greatest strengths. And that is what transforms a group of individuals into a truly cohesive team.

Development, Leadership, Uncategorized

Real Leaders Don’t Need Power Moves

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In any professional setting, you’ve seen the performance: the leader who arrives late to signal importance, the executive who uses strategic silence to dominate a room, or the manager who is perpetually “too busy” to respond. These are classic “power moves” – calculated actions designed to project authority.

But they don’t project power. They reveal insecurity.

These behaviors aren’t signs of a leader in control; they are the tactics of someone afraid of losing it. Let’s decode what these performances really mean.

Arriving Late: This doesn’t say “I’m important.” It says, “My time is more valuable than yours.” Real leaders build trust by respecting others, and that starts with being on time.

Dominating Silence: Waiting until the end to speak isn’t a sign of wisdom; it’s a tool to shut down dialogue. Great leaders listen to learn and elevate the group’s ideas, not to deliver a final, unchallengeable verdict.

Intentional Vagueness: Clarity builds confidence; confusion creates anxiety. Leaders who are intentionally unclear about goals or feedback are often avoiding accountability, not being strategic.

Withholding Praise: Believing that recognition makes people complacent is a myth. Confident leaders give credit freely because they aren’t threatened by the success of others. They know that elevating their team elevates everyone.

Here is the underlying truth: leadership isn’t a performance. It’s a responsibility. Real authority isn’t demonstrated through staged actions but through consistent, authentic behaviors.

Secure leaders don’t need to manufacture power. They build it by:

Showing Up: Being present, prepared, and respectful.

Speaking with Clarity: Providing clear direction so the team can succeed.

Listening to Understand: Valuing every voice in the room.

Giving Credit Away: Celebrating the team’s wins as their own.

Ultimately, power doesn’t need to be performed. If you are secure in your leadership, your team won’t have to guess. They’ll feel it every day.

Development, Leadership

Navigating the Waters: Mastering Conflict Resolution as a Hotel Leader

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The Silent Threat: How Unseen Conflicts Can Drown Your Hotel’s Success

Imagine a bustling hotel lobby. Guests are checking in and luggage carts are rolling. On the surface, it’s a picture of seamless operation. But beneath that, what if tensions are brewing? A miscommunication about a guest’s request, a disagreement between departments over resource allocation, or a team member feeling unheard. These aren’t just minor irritations; left unchecked, they are silent threats that can erode team morale, derail productivity, and ultimately diminish the exceptional guest experience your hotel strives to deliver.

In the fast-paced, high-stakes world of hospitality, smooth operations and happy guests are everything. Behind every seamless check-in and perfectly prepared meal, there’s a dedicated team working in sync. But even the most cohesive teams will hit bumps in the road – disagreements, different viewpoints, or outright conflicts. For those of us in hotel leadership, knowing how to handle these moments isn’t just a nice-to-have skill; it’s absolutely essential. It directly impacts our team’s spirit, how much we get done, and ultimately, our hotel’s bottom line.

Why Conflict Resolution is Crucial in Hospitality Leadership

A hotel is its own unique ecosystem. We’re open 24/7, serving all kinds of guests, and everything relies on intricate coordination between departments – from the front desk to housekeeping and engineering, F&B to sales & marketing. This complexity naturally creates situations where conflict can pop up:

  • Between departments: Think miscommunications about guest requests, room readiness, or event setups.
  • Among staff: Could be personality clashes, disagreements over who does what, or simply different ways of approaching tasks.
  • Guest-related issues: When a guest complaint escalates, it needs careful handling and full team support.
  • Within the leadership team: Different ideas on strategy, how to divvy up resources, or changes to how we operate.

When conflict isn’t dealt with, it festers. That leads to lower morale, more stress, people leaving, and a noticeable drop in service quality. But if we handle conflicts well, they can actually strengthen relationships, spark new solutions, and make our team more resilient.

The Leader as a Conflict Architect: Principles for Resolution

As a hotel leader, your role goes beyond just managing; you’re building a positive, productive environment. When conflict shows up, how you handle it makes all the difference. Here are some key principles, backed by a lot of research in leadership and organizational behavior:

  1. Really Listen and Understand: Before you can fix a problem, you truly need to get it. Give everyone involved a chance to speak their mind without being interrupted. Listen not just to their words, but to the feelings behind them. Showing empathy builds trust and signals that you genuinely care about what they’re going through. As a workplace conflict mediator, often highlighted by Harvard Business Review, emphasizes, active listening and asking open-ended questions build trust and help uncover the real root of a conflict.
  2. Be Fair and Impartial: Leaders must be seen as fair. Don’t take sides or jump to conclusions. Gather all the facts objectively. Your job is to help find a just outcome, not to point fingers. Research suggests our perception of fairness can be biased, and leaders need to actively work against an “us versus them” mentality by focusing on shared goals.
  3. Focus on Solutions, Not Blame: Shift the conversation from “whose fault is this?” to “how can we fix this and make sure it doesn’t happen again?” Encourage everyone to work together to find common ground and practical solutions. As HBR often recommends, prioritize reasonable compromises that achieve as much of both parties’ goals as possible.
  4. Communicate Clearly and Respectfully: Once you’ve got a solution, make sure it’s communicated without any doubt. Everyone needs to understand the agreed-upon steps and their part in it. Keep the dialogue respectful throughout the process, even when emotions are running high. Poor communication is a primary reason projects fail in organizations, highlighting how crucial it is in resolving conflicts.
  5. Lead by Example: How you react to conflict sets the tone for your whole team. Show composure, demonstrate your problem-solving skills, and commit to respectful engagement. Show them how you want them to handle their own disagreements.
  6. Mediate and Coach: Sometimes, you’ll step in as a mediator, guiding the conversation. Other times, you’ll be a coach, helping individuals develop their own conflict resolution skills. Knowing when to jump in directly and when to offer guidance from the sidelines is key.

Proactive Leadership: Preventing Conflict Through Clarity and Communication

Beyond putting out fires, a truly effective leader works to stop them from starting in the first place. This is especially true when disagreements are sparked by incomplete information, misinterpreting data, or the dangerous habit of making assumptions.

  1. Insist on Evidence-Based Discussions: In a data-rich environment like a hotel – with guest feedback, occupancy rates, operational costs, and so on – conflicts can easily pop up from different takes on performance or priorities. Leaders must make sure that all discussions, especially those involving big decisions or perceived issues, are rooted in facts and solid evidence.
  • Your Role: Make sure everyone has access to the right information. Encourage teams to bring data to the table. As research on evidence-based decision-making suggests, leaders should pull from scientific literature, internal organizational data, professional expertise, and stakeholder insights. When a conflict surfaces, challenge assumptions by asking, “What evidence backs that up?” or “Can we look at the numbers together?” This shifts the focus from opinions to objective reality.
  1. Break Down Silos with Person-to-Person Communication: Departmental silos are perfect breeding grounds for misunderstanding and resentment. When teams work in isolation, they often get a narrow view of the whole operation, leading to assumptions about what other departments are facing or contributing. Research clearly shows that silos lead to conflicting strategies, inefficient workflows, and fragmented communication.
  • Your Role: Actively encourage direct communication between individuals and teams. Instead of letting issues get passed up and down through layers, push for direct conversations between the people involved. Set up cross-functional meetings, joint projects, or even simple coffee breaks that encourage informal chats. A simple “Have you talked directly with (co-worker) about this?” can be incredibly powerful. Studies emphasize that tackling silos means promoting a unified vision, setting common goals, and fostering cross-functional collaboration.
  1. Combat Assumptions with Direct Inquiry: Assumptions are often the silent killers of team harmony. Thoughts like “They probably didn’t do this because they’re lazy,” or “I’m sure they just misunderstood my email,” are dangerous and can quickly blow up into full-blown conflicts without being checked. These assumptions thrive when direct, clarifying communication is missing. As Forbes highlights, managers’ negative assumptions about employees can seriously hurt performance and morale, underlining why direct inquiry and understanding are so crucial.
  • Your Role: Create an environment where it’s safe to ask clarifying questions and challenge assumptions. Teach your team the importance of “checking the story” – going straight to the source to understand intentions and context. When you hear an assumption, gently guide them toward direct inquiry: “Instead of assuming, what if you just reached out to them directly to understand their perspective?” This empowers people to seek clarity instead of stewing in frustration.

By actively cultivating an environment where information is shared, communication is direct, and assumptions are met with healthy skepticism, leaders can significantly cut down on avoidable conflicts and build a more transparent, collaborative, and ultimately, a more effective hotel team.

My Approach to Leading Through Conflict

When it comes to handling conflict, my personal style boils down to two things: really leaning into proactive empathy and always aiming for solution-driven collaboration. I genuinely believe that most disagreements aren’t about someone being difficult, but rather about misunderstandings, unmet needs, or just different expectations. So, my starting point is always to:

  • Calm things down and dig deeper: First, I make sure everyone feels safe to speak their mind. My main goal is to truly listen- not just to the words, but to the emotions behind them – to grasp each person’s side of the story and pinpoint what’s really at the heart of the issue. I’m always looking for the ‘why.’
  • Empower them to own the fix: Instead of just telling people what to do, I guide the team members to figure out their own solutions. This could mean a focused discussion, a quick brainstorming session, or setting clear new boundaries. The key is that they feel a stake in the outcome, which makes the solution stick.
  • Find common ground: Conflicts can make people feel like they’re on opposite sides. I actively look for what connects them – whether it’s their shared commitment to happy guests or the team’s overall success. Highlighting these common goals helps them look past the immediate disagreement.
  • Check in and learn: Once a plan is in place, I follow up. It’s not just about making sure it’s working, but more importantly, about learning from the experience. What can we take away from this to make our communication, processes, or teamwork even better next time?

This way of working turns conflict from something to dread into a real chance for growth and a more solid team. It’s less about fixing a problem after it blows up, and more about building stronger relationships all along.

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Conclusion

Conflict is an inevitable part of any human endeavor, especially in a fast-paced industry like hospitality. For hotel leaders, embracing conflict resolution as a core leadership competency is not just about problem-solving; it’s about building resilient teams, fostering a positive work environment, and ultimately, delivering the exceptional service that defines our brand. By leading with empathy, fairness, and a relentless focus on solutions, we can transform challenges into triumphs and strengthen the very foundation of our hotel’s success.

Development, Leadership

12 Hard Truths About Career Growth – And How to Use Them to Your Advantage

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If you want to grow in your career, work hard. Show up. Give your best effort in everything you do. That part doesn’t change. But hard work alone isn’t enough – you also need to understand how the game is played.

Some of these lessons took me years to learn. Others came quickly, often through mistakes. The earlier you embrace them, the more control you’ll have over your own success.

1. Hard Work Alone Won’t Get You There – But It’s Still Essential

Effort matters. Dedication matters. But if no one sees your impact, it’s easy to be overlooked. Success comes from a combination of hard work, visibility, and delivering results that matter. Don’t just work hard- work smart, speak up, and make sure your contributions are recognized.

2. Loyalty is Valuable – But Business is Business

Companies make decisions based on what’s best for the business, not just individuals. That’s not a reflection of you – it’s just how businesses operate. The key is to stay committed to excellence in your work while also keeping an eye on your own growth and development.

3. Your Title Doesn’t Define You – Your Skills Do

A title may look great on a business card, but it’s what you can do that determines your value. Focus on building skills, learning continuously, and adapting. That’s what will make you successful no matter where you go.

4. Leadership Doesn’t Always Have the Right Answer

Great leaders make tough decisions, but they’re not infallible. The best leaders appreciate perspective, solutions, and constructive feedback. That’s why learning how to challenge ideas respectfully is an essential skill – it makes you a valuable contributor, not just a follower.

5. Relationships Matter as Much as Talent

Your skills will open doors, but relationships help you walk through them faster. The people you connect with today might be the ones who recommend you for an opportunity tomorrow. Be someone people respect, trust, and want to work with.

6. Burnout Isn’t a Badge of Honor – Sustained Excellence Wins

I used to think working the hardest and the longest would set me apart. But what truly sets you apart is the ability to perform at a high level consistently. That requires balance, discipline, and knowing how to manage your energy – not just your time.

7. Growth Comes from Doing What’s Uncomfortable

Every major leap in my career happened when I took on something that made me nervous. Growth requires taking on challenges before you feel fully ready. The fastest way to build confidence? Get started.

8. Learn to Take Feedback Without Taking It Personally

Feedback isn’t always easy to hear, but it’s one of the fastest ways to improve. Instead of feeling defensive, ask yourself, “What can I take from this to get better?” The people who grow the fastest are the ones who seek feedback – not avoid it.

9. No One is Irreplaceable – But Impact is What Lasts

Being “indispensable” isn’t the goal. Instead, focus on making a real impact. The most valuable professionals aren’t the ones trying to hold onto a role – they’re the ones who create value, solve problems, and leave things better than they found them.

10. Don’t Overthink – Just Get Things Done

The best people in any organization aren’t always the smartest or the most strategic – they’re the ones who get things done. There’s a place for planning and discussing, but execution is what moves things forward. Be the person who follows through, delivers, and helps make things happen.

11. Progress Doesn’t Always Look Like a Straight Line

Some of the best career moves aren’t “up.” Sometimes they’re sideways, diagonal, or unexpected. A different role, a temporary step back, or an unfamiliar challenge might be the thing that propels you forward in the long run.

12. No One is Going to Manage Your Career for You

The people who get ahead are the ones who take ownership of their careers. They don’t wait for permission. They ask for opportunities. They step up. No one will come and say, “Now is your time.” You have to make it your time.

Final Thought: Control What You Can, Adapt to the Rest

There are things in your career that you can’t control – but there’s also a lot that you can. You control how much you learn, how hard you work, the relationships you build, and the attitude you bring to every challenge.

People who take ownership of their work, show up with a great attitude, and consistently get things done will always be the ones who move forward.

Development, How To, Leadership

From Perfection to Progress: Why a Learning Culture Drives Innovation

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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.

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Development, Leadership

The Three Cs of Confronting Resistance: Building Psychological Safety in the Workplace

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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.

  1. Curiosity: Ask Questions That Matter

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.

  1. Compassion: Understand Their Frustrations

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.

  1. Commitment: Lead by Example

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.

Leadership

Leadership: A Privilege with Profound Impact

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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.

The Power of Leadership

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.

  1. Mentorship and Guidance: A great leader recognizes that their team is their greatest asset. By providing ongoing mentorship and guidance, leaders can help their team members unlock their potential, build confidence, and develop the skills necessary to succeed. This not only benefits the individual but also strengthens the entire team, creating a culture of continuous improvement and growth.
  2. Empowering Your Team: Empowerment is about more than delegation. It’s about creating an environment where team members feel confident in their abilities and are encouraged to take ownership of their work. This involves trusting them with responsibilities, supporting their decisions, and providing them with the tools and resources they need to excel. Empowered employees are more engaged, more productive, and more likely to stay with the organization.
  3. The Impact of Leadership on Career Trajectories: A leader’s influence can be the deciding factor in an employee’s career trajectory. Positive leadership can inspire team members to pursue their goals, take on new challenges, and aspire to leadership roles themselves. Conversely, poor leadership can stifle growth, diminish motivation, and even lead to disengagement. It’s crucial for leaders to be aware of the impact they have and to strive to be a source of inspiration and support.

Leadership as a Lifelong Responsibility

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.

Development, Leadership

Cultivating Self-Awareness in Leadership: A Path to Authenticity and Growth

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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.

Why Self-Awareness Matters in Leadership

  1. Improved Decision Making: Self-aware leaders are better decision-makers. They understand their biases and emotions, which allows them to make more rational and objective choices. This clarity leads to more consistent and effective leadership.
  2. Enhanced Emotional Intelligence: Emotional intelligence is crucial for managing relationships. Self-aware leaders can recognize their emotional triggers and manage their responses. This skill helps in resolving conflicts, building trust, and creating a positive work environment.
  3. Authenticity and Trust: Leaders who are aware of their values and beliefs are more authentic. Authenticity builds trust with team members, as it shows that the leader is genuine and consistent in their actions and decisions.
  4. Personal and Professional Growth: Self-awareness fosters continuous learning and development. Leaders who understand their strengths can leverage them effectively, while acknowledging their weaknesses opens opportunities for growth and improvement.

Strategies to Enhance Self-Awareness

  1. Reflective Practices: Regular reflection on your actions, decisions, and interactions can significantly enhance self-awareness. Set aside time each day to think about what went well and what could be improved.
  2. Seek Feedback: Actively seek feedback from peers, mentors, and team members. Constructive feedback provides valuable insights into how others perceive you, helping you identify blind spots and areas for development.
  3. Mindfulness and Meditation: Practicing mindfulness and meditation can improve your emotional regulation and self-awareness. These practices help you stay present, understand your emotions, and respond thoughtfully rather than react impulsively.
  4. Personal Development Programs: Enroll in leadership development programs that focus on self-awareness and emotional intelligence. These programs offer tools and techniques to enhance your self-understanding and leadership effectiveness.
  5. Journaling: Maintain a journal to document your thoughts, experiences, and reflections. Writing down your insights can help you process your experiences and gain deeper self-awareness.
  6. Emotional Intelligence Assessments: Use EI assessments to evaluate your emotional strengths and areas for improvement. Tools like the Emotional Quotient Inventory can provide a structured approach to understanding your emotional competencies.

Conclusion

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.

Development, How To, Leadership

Climbing the Ladder of Accountability: A Path to Empowerment

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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.

Understanding the Accountability Ladder

The Accountability Ladder is comprised of eight levels, each representing a different mindset and degree of responsibility:

  1. Deny Awareness: At this base level, individuals refuse to acknowledge their role in a problem. They might say, “I didn’t know.”
  2. Lay Blame: Here, individuals shift responsibility to others or external factors, avoiding ownership. Statements like, “It’s not my fault; it’s theirs,” are common.
  3. Make Excuses: Individuals justify their actions or inactions with excuses, such as, “I had too many other tasks.”
  4. Wait and Hope: This passive approach involves waiting for problems to resolve themselves, often accompanied by statements like, “Let’s see how it goes.”
  5. Acknowledge Reality: The shift towards accountability begins here, with individuals admitting, “I should have done something.”
  6. Own It: At this level, individuals fully accept responsibility for their actions, saying, “I own my part and will work to fix it.”
  7. Find Solutions: Moving beyond ownership, individuals actively seek and implement solutions, demonstrating initiative with statements like, “Here’s how we can resolve this.”
  8. Take Action: The highest level, where individuals not only take responsibility but lead by example, ensuring that they and their team succeed.

Practical Application of the Accountability Ladder

Leaders and organizations can use the Accountability Ladder to foster a culture of responsibility and growth. Here are some steps to implement it effectively:

  1. Promote Open Communication: Encourage team members to openly discuss their challenges and responsibilities. This transparency helps identify current levels of accountability and areas for improvement.
  2. Model Accountability: Leaders should exemplify the behaviors they expect from their team, demonstrating a willingness to admit mistakes and actively seek solutions.
  3. Provide Resources and Support: Equip employees with the necessary tools and authority to take responsibility. This might involve training, mentorship, or delegating decision-making powers.
  4. Celebrate Progress: Recognize and reward individuals who demonstrate high levels of accountability. Acknowledging their efforts reinforces positive behaviors and sets a standard for others.

Conclusion

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.

Development, How To, Leadership

Motivating Different Types of Hotel Employees: Strategies for Success

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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.

1. High Performers

Characteristics:

  • Consistently exceed expectations
  • Show leadership qualities
  • Highly motivated and engaged

Motivation Strategies:

  • Recognition and Rewards: Regularly acknowledge their achievements and provide tangible rewards.
  • Career Development: Offer opportunities for further training and career advancement.

What to Do:

  • Provide challenging tasks that use their skills.
  • Involve them in decision-making processes.

What Not to Do:

  • Do not micromanage.
  • Avoid taking their performance for granted.

2. Steady Performers

Characteristics:

  • Consistently meet expectations
  • Reliable and dependable
  • Content with their current roles

Motivation Strategies:

  • Stable Environment: Maintain a secure work environment where they feel valued.
  • Incremental Challenges: Introduce small challenges to encourage growth.

What to Do:

  • Offer regular feedback and recognition.
  • Provide opportunities for cross-training.

What Not to Do:

  • Do not ignore them in favor of high performers.
  • Avoid placing excessive pressure for rapid advancement.

3. Underperformers

Characteristics:

  • Frequently fail to meet expectations
  • Lack motivation or skills
  • Often disengaged

Motivation Strategies:

  • Clear Expectations and Support: Set clear performance expectations and provide necessary support.
  • Regular Check-ins: Conduct regular meetings to understand their challenges.

What to Do:

  • Identify the root causes of underperformance.
  • Create a performance improvement plan.

What Not to Do:

  • Do not publicly criticize or shame them.
  • Avoid neglecting them.

4. New Employees

Characteristics:

  • Recently joined the organization
  • In the learning phase
  • Need guidance and support

Motivation Strategies:

  • Comprehensive Onboarding: Provide thorough onboarding to help them understand the company culture.
  • Mentorship Programs: Pair them with experienced employees.

What to Do:

  • Offer regular check-ins.
  • Provide clear and achievable short-term goals.

What Not to Do:

  • Do not overwhelm them with too much information.
  • Avoid leaving them without proper guidance.

5. Engaged Employees

Characteristics:

  • Highly committed and enthusiastic
  • Go above and beyond in their duties

Motivation Strategies:

  • Recognition and Rewards: Regularly acknowledge their dedication.
  • Professional Development: Provide opportunities for further training and development.

What to Do:

  • Encourage their involvement in important projects.
  • Provide opportunities for leadership roles.

What Not to Do:

  • Do not take their engagement for granted.
  • Avoid ignoring their ideas and contributions.

6. Disengaged Employees

Characteristics:

  • Lack motivation and interest
  • Exhibit low productivity and morale

Motivation Strategies:

  • Identify Root Causes: Conduct meetings to understand reasons behind disengagement.
  • Re-engagement Strategies: Provide opportunities that align with their interests.

What to Do:

  • Offer support to address challenges.
  • Create a positive and inclusive work environment.

What Not to Do:

  • Do not ignore their disengagement.
  • Avoid making assumptions about their lack of motivation.

7. Seasonal/Temporary Employees

Characteristics:

  • Hired for a specific period or season
  • Often work on short-term contracts

Motivation Strategies:

  • Clear Communication: Ensure they understand their roles and responsibilities.
  • Inclusive Culture: Make them feel part of the team.

What to Do:

  • Provide necessary training and support.
  • Recognize and appreciate their contributions.

What Not to Do:

  • Do not treat them as expendable.
  • Avoid excluding them from team activities.

Conclusion

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.

Development, Hotels, Leadership

Signs You’re Working with a Great Leader

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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:

  1. They Truly Listen: Great leaders make you feel heard. They don’t just nod and move on; they actively engage with your ideas and feedback, making you feel valued and respected. They prioritize regular communication to understand their team’s perspectives and concerns.
  2. They Show Genuine Appreciation: Recognizing and celebrating your contributions is a key trait of a great leader. Regular acknowledgment of your hard work boosts morale and encourages continued excellence. They highlight achievements in team meetings and through personalized recognition.
  3. They Cultivate a Positive Culture: A positive workplace culture where everyone feels motivated and valued is crucial. Great leaders foster an environment that encourages innovation and collaboration. They celebrate diversity and inclusivity, creating a welcoming atmosphere for all.
  4. They Promote Team Collaboration: Collaboration is at the heart of a successful team. Great leaders know how to bring people together to achieve common goals. They facilitate team-building activities and open forums to promote teamwork and shared success.
  5. They Invest in Your Growth: A commitment to your professional development is a sign of a great leader. Providing opportunities for learning and advancement demonstrates their investment in your future. They support their team’s aspirations by offering training programs and career development workshops.
  6. They Challenge You to Excel: Pushing you out of your comfort zone helps you grow. Great leaders encourage you to take on new challenges, helping you realize your full potential. They believe in setting ambitious goals and providing the necessary support to achieve them.
  7. They Offer Flexibility: Understanding that life extends beyond work is essential. Great leaders provide the flexibility needed to balance personal and professional commitments.
  8. They Maintain a Respectful Environment: Addressing toxic behavior promptly ensures a respectful and positive work environment. Great leaders do not tolerate negativity, fostering a culture of respect and integrity. They have a zero-tolerance policy for toxic behavior and actively work to resolve conflicts amicably.

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.

Leadership, Uncategorized

The power of imperfection: How to be a great leader and still have bad days

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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:

  • Leadership is dynamic and challenging, and it is important for leaders to have a balance of strength and vulnerability.
  • Leaders are human, and it’s okay for them to show it
  • Leaders should support and empower their associates, create opportunities for personal and professional growth
  • Leaders should take care of their own mental and emotional well-being.
  • Leaders should lead by example, being transparent, accountable and fostering a culture of transparency and accountability.
Development, Leadership

The Power of Teamwork in the Hotel Industry

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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:

  • Improved guest experience: When employees work together as a team, they are able to provide a better guest experience. I’ve seen firsthand how a team of front desk employees who communicate effectively and work together to resolve guest issues results in happy guests who are more likely to return to the hotel.
  • Increased productivity: When employees work together as a team, they are able to accomplish more than they would individually.
  • Better problem-solving: Teams are able to come up with more creative solutions to problems than individuals. When employees from different departments worked together to solve a difficult guest complaint, they came up with an innovative solution that not only satisfied the guest but also improved our hotel’s overall service.
  • Enhanced employee morale: When employees feel like they are part of a team and their contributions are valued, they are more motivated and satisfied with their job. When employees feel that they are part of a team and are recognized for their hard work, they are more motivated to continue to provide excellent service to our guests.
  • Cost savings: Teams can work together to identify areas where cost savings can be made.

So, how can hotel management foster a culture of teamwork within their organization? Here are a few tips:

  • Clearly define roles and responsibilities: Make sure each team member knows their role and what is expected of them. This helps to avoid confusion and ensures that everyone is working towards the same goals.
  • Encourage open communication: Create an environment where team members feel comfortable sharing ideas, concerns, and feedback. This helps to build trust and fosters a sense of collaboration.
  • Lead by example: Hotel management should model the behavior they expect from their team members and foster a positive work environment that promotes teamwork and collaboration.
  • Recognize and reward teamwork: Recognize and reward team members for their contributions to the team’s success. This helps to build a sense of pride and ownership among team members, which can lead to increased motivation and productivity.
  • Provide opportunities for training and development: Invest in your team members by providing them with opportunities for training and development. This helps to build a skilled and motivated team that is better equipped to work together effectively.
  • Celebrate successes: Take the time to celebrate the team’s successes, big or small. This helps to build a sense of camaraderie and promotes a positive work environment.
  • Encourage feedback and suggestions: Encourage team members to give feedback and suggestions on how to improve teamwork. And act on that feedback, this can help identify and solve issues that might be hindering teamwork.

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.

Development, Leadership, Restaurant Reviews

Maison Kayser’s New Opening And A Friend’s Journey to Leadership

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Nothing is more rewarding than seeing the people who worked for you and that you believe in succeed. One of my former employees recently returned to New York for a position as food & beverage management trainee at Maison Kayser, and now got promoted to manage its new opening in the Flatiron building. She invited me and my fiancée to the soft-opening to experience what the newest addition to the Maison Kayser portfolio would be all about and to give our feedback to the kitchen and service. She did well when working for me as a floor manager two years ago, and I expected her to do great that evening as well. 936383_516609218405802_1859384716_n I was taken with the food and service of Maison Kayser and can strongly recommend you trying it for lunch or dinner, or just to pick up some delicious pastry and bakery, but I was deeply impressed by her performance in managing the soft-opening and the many challenges that come with it. Most leaders in the making have a hard time evolving from being a micro-manager to delegating things to their employees, and letting go of control to empower and grow those around them. She graciously did the introduction, ensured we settled in well, and stepped back to let her people take over and be in control. A successful evening and a leader by heart! Continue reading Maison Kayser’s New Opening And A Friend’s Journey to Leadership →
Development, How To, Leadership

How Do You Get People To Like You

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Working in the hotel industry just like any other service industry it’s all about people, it’s about one person respecting another person.

It’s about people trusting each other, because if there is no trust between people, efficiency and productivity will go down to zero.

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Image courtesy of Ambro at FreeDigitalPhotos.net

So how do you get people to like you, or better yet, how do you get people to want to work with you and for you? And I am not talking about a popularity contest, I am talking about respecting another person, respecting his or her values and beliefs. Continue reading How Do You Get People To Like You →

Development, Leadership, Recommended Books

Are You Really Busy or Just Lazy?

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Being busy is just another form of laziness!

‘Excuse me? I am running around the entire day putting out fires and getting things done!’ This would have most likely been my response to above statement just two years ago when working more than 12 hours a day and seven days a week. Two years ago I honestly believed that I added value every minute of all those extra hours worked.

As Tim Ferris describes it in The 4-Hour Workweek ‘Being busy is a form of laziness – lazy thinking and indiscriminate action’, and what this means is that being busy is only a sign of not being able to prioritize tasks and being able to focus on the important stuff.

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Continue reading Are You Really Busy or Just Lazy? →

Development, How To

How to Get Promoted in 3 Steps

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You are eager to get promoted and move on to the next step. You are constantly comparing yourself to your peers, are impatient about your own job situation and cannot wait for something exciting in your career to happen. You want to get promoted!

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Image courtesy of dream designs at FreeDigitalPhotos.net

Every once in a while when your personal life calms down a little and work isn’t as busy for a change, you’ll get the feeling that it’s time for something new… that you’re standing still and that something new and exciting needs to happen for you! Continue reading How to Get Promoted in 3 Steps →