The way hotel companies are operating in the COVID-19 era means managers are working from home and skeleton crews are operating at hotels still not re-opened. How do owners, operators and brands maintain an assemblance of normalcy and keep spirits intact?
Kenneth Greger and James Theodore, partners in the Travel & Hospitality Practice at global executive search firm August Leadership, asked those questions of key industry leaders, including Accor’s Sébastien Bazin, Marriott’s Arne Sorenson and Edie Rodriguez, immediate past chairman of the Americas, Ponant Cruise Line. Read what they also have to say about managing through crises as well as career management. Then read the takeaways from the authors.
Greger/Theodore: As to the workforce still in place, but working remotely, what advice do you have for top leaders in regard to maintaining momentum, engagement and a sense of team?
Bazin: Firstly, I’d say: remember your priorities. There are some tough decisions to be made in times like this, no question. But I make sure I never, ever forget that the consequences of those decisions are not just financial. These are people’s livelihoods that we are talking about; we should never lose sight of that. So, there’s one thing I’ve repeated again and again in the last few weeks, to our people, to our managers, to our investors and to everyone: don’t get confused about the order of my priorities. First, there’s safety and health, which is unquestionably the most important thing. Second, there is family, which matters so much right now. Third – and only then – comes the business. I say this to my staff because I need all of them to be back supporting me when the rebound comes.
The other thing is to make sure values are instilled into the teams. For me and for everyone in our company this means three things. First, be humble, because there is a lot we don’t know right now, and our teams need to be open and accommodating. Second, be strong, because our people need passion and energy to get us through this. And third, trust one another.
I am honestly amazed by how much trust and openness has been displayed by our company since this crisis began: between management teams and boards, between workers and their managers, between the company and its shareholders. Our people will keep their momentum, their engagement and their camaraderie because they remember what our company stands for: we are open, we are welcoming, and we are extraordinarily caring towards one another. Values matter.
Mike Leven: You have to use all the resources and technology available – video conferencing, email, and the telephone. If you can’t visit in person, you need to make sure your presence is felt. People need your presence, and there has to be transparency. Even with thousands you can do this. It’s not simple and you need a team around you because it isn’t just your employees that need to hear from you, but also your customers, including franchisees. You or members of your team need to proactively reach out and make sure they know what you’re doing and that you care about them. You want to get in front of their questions.
If you ever think you’ve seen everything, something is going to happen that’s worse than you ever saw before. Encourage a collaborative relationship and share the pain. You’ll find that many franchisees and companies will share pain just like they share success. These are universal truths and not just about COVID-19; it’s about life.
Rodriquez: Communication is key with both your teams and the guests. Communicate, communicate, communicate! It is also important to make technology work for your company in a new way. Perhaps use this time to begin evaluating how many of your employees truly can or want to continue working remotely and how you might integrate that option in the “new normal.” Let them know through your leadership style that they can be assured of feeling comfortable returning to their workplace in the future, and that your company is planning on being even more flexible in accommodating their needs.
I also encourage you to communicate via video at least weekly to your entire company and to your guests. Since you are the leader, both audiences will want to hear directly from you. These two videos need to contain very different messaging based on the audience. However, it is important in both to include what your company will be doing in the future (temperature checks, new cleaning measures, etc.) to make things safer.
Sorensen: I don’t think our team has ever been more engaged. Our company has never had a bigger challenge and we are all collectively driven to see through this unprecedented crisis and usher in a return to travel. Most of us are utilizing video conferencing, so we have a chance to ‘see’ each other and check in on a personal level, which has helped to maintain the sense of team. As a global company, we’re accustomed to connecting with associates remotely in other parts of the world. I encourage leaders at other companies to keep communicating. Articulate your vision, develop a timeline and see it through.