Search

×

The Great Reset: Valued traits to manage change

In Part 3 of our series on preparing your teams for the uptick in business as the COVID threat recedes, it is clear managers today must wear so many hats: coach, mentor, marketer, cultural guru, strategic thinker and more. As teams gear up to welcome guests back, navigating what could be a bumpy, prolonged process demands some different priorities.

(Read Part 1 of The Great Reset on rehiring, retraining, recalibrating; and Part 2 about engaging, motivating team)

“The leadership role is incredibly important now,” said Robyn Pratt, a Malta-based hospitality consultant. Pratt, who also was brought on as acting general manager at The Phoenicia Malta, has seen firsthand how the pandemic has altered priorities for managers. She has found these traits most valuable during this uncertain time:

Empathy. Reactions to the pandemic have varied widely, from fear to skepticism, and managers can’t expect all employees to be on the same page. Team members are likely to fret over not just the risks they are taking each day at work but also reduced paychecks, unpaid bills and what the future holds. “People just need an ear to listen to them, someone to appreciate that they are going through a hard time,” Pratt said.

Getty Images
Getty Images

Transparency. “We’ve always talked about trust and transparency; now they are even more important,” Pratt noted. Honest answers to questions, even if that means admitting “we don’t know,” and shared updates about the property’s performance and outlook can cultivate a sense of teamwork. These days, there is no such thing as overcommunication, she added.

Adaptability. With lean staffs likely to remain the norm indefinitely, managers will need to continue to step in when key employees are absent. A willingness to work the front desk, pitch in on maintenance jobs, even clean rooms in some cases, demonstrates an “we’re all in this together” attitude. As well, an open mind toward staff requests — to work from home, change hours, switch to jobs that don’t involve direct guest contact — doesn’t cost anything, but it can earn goodwill and loyalty.

Safety. Guests aren’t the only ones who need to feel safe. “As leaders, we have to understand and help people who are afraid to feel less so,” Pratt said. That means making adequate PPE available, ensuring social distancing at meetings, providing hand sanitizers and following current guidelines from health authorities.

Gratitude. Showing gratitude toward staff can be challenging during a time when bonuses and raises are off the table, but low-cost alternatives like a comp dinner or night in the hotel might be especially meaningful to workers who have seen their paychecks shrink. Managers themselves can cultivate an attitude of gratitude, focusing first on any positives, however minor, and channeling the positive energy that results into dealing with problems.

Comment