1. A Great Hotel Manager Must be Honest and Objective

Always be honest with your staff! You don't want to sugarcoat things, hide from the truth, or seem aloof, evasive or uncaring. Your staff will see through any BS anyhow, so it’s best to be as honest as possible (without being mean). 

At a time when stress and emotions run high, stay objective. It helps keep your head level and your approached even-handed. Dialing too deep into emotions can create an inconsistent experience for individual staff members. That breeds feelings of unfairness and resentment, as individuals feel they’re being treated differently. Avoid that and stay both objective and honest.

2. Hotel Management Happens in the Lobby, Get out of the Office

When times are tough, the last thing you want is for staff to think you’re hiding in your office. Get out into the hotel and stay connected with all aspects of the property. You’ll have a better understanding of the current mood and operational needs. This is called “Management By Walking Around (MBWA),” and it keeps you up front and visible with staff. You lead by example and show them that you’re active and engaged, rather than hidden away in the office. 

Being visible is also a fantastic way to provide a top-notch guest experience. Greeting guests and being available to address comments or concerns keeps you in tune with their needs -- a personalized approach that encourages glowing reviews and builds your online reputation. 

Remember that it’s not enough to just get out of the office: you also must interact with others to really catalyze the benefit, says Mark Hamister, CEO of the Hamister Hospitality Group:

“Adding an "I" for Interaction to MBWA enabled us to finally encourage teamwork between management and staff, increase the number of informal problem-solving opportunities on a daily basis, and thereby produce immediate and creative solutions.”

3. The Best General Managers Prioritize Speed Over Precision

If there's was a TLDR (too long didn't read) headline for GM job descriptions, it would read "do everything, always".  Whether you realize it or not, your team takes cues from your confidence and posture. As their leader, you set the bar. Especially during times of crisis, when circumstances change often, you must be a fearless leader. You don’t have the luxury of rumination. So you must be decisive and prioritize speed over precision. Even if you have to fake it because you are freaking out inside, act fast and with conviction. See the next point for a specific tactic that requires a good leader to be decisive.

4. The Hotel Manager Job Requires Firing Quickly and Fairly

Staffing is the #1 challenge for most hotels during normal (i.e. non-COVID times).  A general manager needs to be highly skilled in human resources management.  Part of that includes finding the best talent, but that also, unfortunately, includes firing employees who aren't a good cultural fit.  A single bad apple can destroy the culture of an organization.

Even if you have to fire people today, you may want to hire them once the downturn eases and demand returns. The last thing you want to do is leave a poor impression that scuttles employee loyalty. Do right by them, as you may want to bring former employees back rather than trying to find new staff.

Furloughs may become temporary as the downturn drags on. And you may even need to fire employees that you recently brought back on. Firing is often the worst part of being a manager.  It's emotionally exhausting and extremely difficult. But don’t delay the inevitable, as making several rounds of smaller layoffs leads to lower morale. 

To minimize the stress of an already difficult situation, fire quickly and fairly. Make an honest appraisal of what you need to do to keep the lights on and then make those decisions quickly. You also want to be fair and as transparent as possible about how these decisions were made. Avoid politics and personal preferences to avoid favoritism or ill-will. And always follow the traits above: Be objective, honest and helpful!

5. Interpersonal Skills are Key: Listen, Listen, Listen!

Great leaders are great listeners. They're able to listen, synthesize and act based on what they’ve learned. Listening is the foundation of hospitality, as it builds mutual understanding, meaningful relationships and memorable, experiences, says Gary Gutierrez of HRI Lodging in New Orleans:

“For hoteliers, what’s most meaningful is creating positive, uplifting outcomes for human experiences and human relationships. Running a hotel, like life, is all about how you make people feel.”

And it’s not just with guests; sometimes it's just about being a friendly ear for your team. You don't have to be a therapist but you certainly have to be there to listen. Oftentimes, that’s what your team needs most: a sympathetic ear.

6. Be Available to Your Staff

Make it crystal clear that you are a manager with an open door policy. Build trust with your staff by listening to their concerns and doing what you can to address them.  Different roles require different styles of communication and hospitality management employs a highly diverse employee base.  Front office and guest service workers are generally very social and outgoing where engineers and chefs, for example, might require a more logical and direct approach.  Of course, much of it will be out of your hands. So just listen and empathize.  Be there for your staff and they will have your back. Even in tough times, people know when they are treated fairly and with respect - and that makes a lasting impression. 

Sometimes an open-door policy may not be enough to encourage employees to surface issues. Experiment with holding office hours, which are open to anyone and held at the same frequency (weekly, bi-weekly or monthly). 

You also should offer anonymous channels of communication. Not everyone is comfortable with face to face conversations. To reduce gossip, prevent abuse and shorten the distance between you and your employees, make an anonymous feedback channel for your staff. Anonymity helps you build trust and address concerns quickly before they get out of control.

7. Embrace Creativity, Patiently

A crisis is an ideal time to experiment and try new things. It pulls you out of the everyday routine and provides an organic opportunity to embrace creativity. Convene your staff and encourage them to brainstorm creative ways to both address the current crisis and build resilience for future ones.

One of the corollary benefits to creativity is that it often engages your staff. Most people respond well to being asked to brainstorm ideas and contribute to the success of the organization. By unleashing your the creativity of your staff, you inspire and bring out the best, which also nurturing potential future leaders, says Paul Patiño of the Saguaro Palm Springs: 

“The true challenge is being that leader that can move everyone in the same direction together and bring out the best in each person, inspiring them to be better versions than they already are. All great things take time, patience, and lots of love.”

8. Get Creative and Do More with Less

Hotels everywhere are trying to do more with less. There’s fewer bookings which means fewer people working on property.  Look for opportunities to economize your operational footprint and be as efficient as possible. If you can find room in the budget, invest in new technology that preserves service standards despite being short-staffed -- and reduces the burden on your small team overloaded with tasks.  Hotel technology like revenue management systems should be viewed drivers of profitability rather than cost centers at your hotel.  For operations managers at large hotels or hotel chains, preventive maintenance software can keep down long term equipment replacement expenses.  Lodging managers and owners of small hotels can use technology like guest messaging software to deliver impeccable service to guests even when running with a light staffing model.

Roll your sleeves up and show your team but no task is too small. It’s all-hands-on-deck, so step up and lead by example. This behavior will build trust and motivate your staff, as well as create a “we’re all in this together” mindset.

9. Be Helpful and Humble

Great managers aren't just good listeners and clear communicators, they're also helpful. Management experience tends to strengthen humility and empathy amongst top leaders yet exacerbate arrogance amongst weak ones.  The hotel industry is a people business and while this is our last recommendation it's arguably the most important.

As a trusted resource, you show staff that you care and that it’s ok for them to bring their whole selves to work.  When you fire people, offer to write recommendation letters and do help them in their job search. When you discipline individuals, provide clear performance improvement tips that help them improve. When you walk around the property, be helpful to guests and staff - helpfulness is a form of hospitality, after all!

You also must be humble. As someone in a position of authority, it’s easy to think that your position makes you the best person to solve the problem. But that leaves blindspots and leads to employees feeling disengaged at work. That’s not a good recipe for hospitality! To avoid this, leaders don’t just listen but also ask to lead with questions, says Joseph Kirtley, GM at Highgate Hotels:

“Leaders often feel that we are supposed to have all the answers. In actuality, being a great leader takes humility, and asking the right questions. Opening yourself to the strengths and knowledge of those around you takes you to another level.”

Did we miss any? Reach out over live chat to share your favorite tips with the Hotel Tech Report community!