Report This!

September 15th, 2019

Some years ago while I was discussing the benefits of benchmarking with a club general manager, he surprised me by saying that he “didn’t like reports.”  I was so stunned by this admission that I never did discover his objection – whether he didn’t like preparing them for his superiors or didn’t like getting and reading them from subordinates.  Either way it seemed to me that he was unnecessarily limiting the flow of information and blinding himself to the details of his operation.

Let me digress for a moment to imagine a pilot of a commercial airliner in the cockpit of his plane.  At any moment of the flight from pre-flight preparation, take off, cruising to destination, to approach and landing, he has a host of dials, gauges, and indicators that keep him informed of the status of all operating systems and external factors affecting the plane – information such as altitude readings, fuel levels, engine oil pressure, status of hydraulic systems, radar signals, navigation beacons, and so on.  The pilot, by monitoring this array of displays, assures himself that all parameters of the plane’s performance are within desired standards.  If something is amiss, alarms will immediately notify him of problems needing attention, thereby assisting him in taking the appropriate action to assure the safety of plane and passengers.

It may be argued that club operations are just as complex with thousands of details that must be attended to daily (though without the serious safety implications).  Yet the person with overall responsibility for club operations – the general manager – has limited mechanisms to report on the health and vitality of the enterprise in anything approaching real time.  In some clubs the only indicator of developing problems is the monthly financial statement that becomes available weeks later.  Even then, the summary information in the club’s operating statement provides only a limited assessment of performance at best.

Modern point of sale and club management software systems have come a long way in providing the underlying detail of the operations with “drill-down” capabilities and custom reporting, yet how many general managers avail themselves of this trove of information or make a formal effort to analyze the detail in the longer term context of goals and budgets?

This brings me back again to reports.  A discipline of formal reporting can and does provide a means of monitoring specific information on a regular basis.  As such, reports are an important mechanism for the general manager, as well as department heads, to monitor performance in a timely and efficient way.  For the department head tasked with preparing the report, it is a disciplined means of focusing on the important details of departmental operations while creating a record of ongoing initiatives, progress toward goals, and departmental performance.  Once established, the discipline of routine periodic reports is the best way for a subordinate manager to influence the boss’s perceptions about his or her performance.

For the general manager, regular reporting of key information from department heads is the best way to monitor departmental performance with the least investment of time.  Instead of personally digging into the details of the operation, the general manager can review periodic reports and benchmarks and focus time and attention on out-of-line parameters.  Also, when the responsibility to monitor and report key data is put on the department heads, they are in the position of primary discovery, allowing them to formulate solutions or initiatives to correct operational deficiencies, as opposed to putting that burden on the general manager.  Lastly, by establishing such a reporting discipline, the general manager is providing a critical lesson to subordinate managers – that they are responsible for the performance of their departments, that they must pay close attention to the details of their operation, and that they are responsible for managing the boss’s perceptions of their performance by providing timely and accurate data, analyzing information, and drawing conclusions regarding operational trends.

While reports may seem like a lot of paperwork to some, once the discipline of preparing and submitting these reports is established, department heads will discover that they are just part of operational routine.  On the other hand, the benefit of everyone paying attention to key performance indicators is well worth the effort.  Ultimately, it makes the general manager’s challenging job easier and serves to make club operations more efficient.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Principles of Employee Relations

September 1st, 2019

We have spoken frequently about the importance of well-defined values in club operations.  None is more important that the manner in which we conduct our employee relations.  Here is a sample statement of those values.

1.  All employees will be treated with dignity and respect.

2.  We pledge to conduct our employee relations in an honest and straightforward way.  Any necessary criticism or counseling will be conducted in private in a constructive manner with the intention of instructing and correcting rather than blaming.

3.  Every employee contributes to the overall success of our operation.  The only difference among employees is their level of authority and responsibility.  Every employee is important.

4.  The great majority of people want to do their jobs well and take pride in their work.  When an employee fails, it is often a failure of management to properly train or communicate performance expectations.  In other words, we can’t expect employees to do something properly unless we have properly shown them how to do it.

5.  Employees have no idea what goals management has for them unless those goals are communicated.  They have a need and the right to know how their performance is contributing to the achievement of those goals.  Continual feedback is essential.

6.  Management must make every practical effort to keep employees informed on matters concerning standards, policy, procedures, long range plans, projects, work conditions, and compensation and benefits.  An informed employee is a better employee.  Supervisors should be available at reasonable times to answer questions and hear employee concerns.

7.  Recognition is important to all of us.  If we have the authority to correct, we also have the responsibility to praise.  We cannot have one without the other.

8.  Every one of us has a responsibility to help our fellow employees.  We do not work alone.  Rather we work together for a common purpose.  We owe it to ourselves and everyone we work with to be personally pleasant and mutually supportive.  One unpleasant personality or negative, non-cooperative attitude can ruin the workplace for all of us.

9.  We must empower our employees through meaningful contribution, while striving to make our workplace interesting, challenging, and rewarding.  We can do this only by involving employees in decision-making and continual process improvement.  The ideas and energy of our employees are truly the driving force behind any success we may achieve as an organization.

10.  Our workplace must also be pleasant, enjoyable, and even fun.  Too much of our lives are given to work for it to be viewed as a necessary drudgery.  Each employee is challenged to do everything possible within good taste and reason to make their workplace more enjoyable for us all.

When a leader make it clear to all in her organization how employee relations will be conducted, it reduces the problems created by inappropriate and inconsistent treatment by managers.  Just as children get mixed messages when their parents have different approaches to child rearing and discipline, club employees can suffer when their managers have different ways of dealing with staff.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Value Your People

August 17th, 2019

In an article on employee empowerment, business consultant Susan M. Heathfield said, “Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person’s unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible.”

What things can you as a leader do to demonstrate your regard for people “in all your actions and words”?

Know and use employee names.  Everyone likes to be recognized as an individual and called by name.  Certainly your members and guests do and your employees do as well.  Introduce them to members and guests when appropriate.  Failing to do so implies they’re just part of the scenery instead of key contributors to the success of your operation.

Learn about employees as individuals.  Get to know them, their life situations, their dreams and plans, their goals in life.  This does not mean you are to become their friend or confidante, but it does mean you have enough interest in them as individuals to try to understand their situation, their needs, and motivations.

Greet employees daily.  You should never fail to greet employees when you see them each day.  You don’t like to be ignored as if you were unimportant, and neither do they.

Share your time with employees.  As busy as you are, make time for your employees.  They have questions, concerns, and needs that should never be ignored.  Be open and approachable.  When you are not, when they are afraid to come to you for fear of your reaction, you are kept in the dark about what is really going on in your team.  If any employee is monopolizing your time or is a “high maintenance” employee, do not be shy about letting him know the inappropriateness of this behavior.

Recognize each person’s strengths and weaknesses.  None of us is the perfect manager, server, retail attendant, etc.  Don’t expect your employees to be.  Learn each person’s strengths and weakness.  Capitalize on the strengths and help each person overcome their weaknesses.  The time you invest in helping an employee develop his or her skills and abilities is well worth the effort and will be appreciated far more than you’ll ever realize.

Be involved in the workplace and work processes.  Do not create a hostile work environment by failing to adequately engage with your employees.  Without your ongoing guidance and direction, petty dissensions and friction will grow among the workers of your team as they struggle to figure out who must do what.

Look out for your peoples’ welfare.  Make sure your employees get adequate work breaks, that their work spaces are set up for comfort and efficiency, that they are properly trained and equipped for their jobs, that you adjust work schedules when possible to meet individual needs, that you resolve pay discrepancies quickly, that you get back to them to resolve issues they’ve raised.

Treat employees as adults.  When you treat employees like children, they will act like children.  Don’t talk down to them or treat them as if they’re immature.  When you give people responsibility, most will reward your trust.  Those who demonstrate they can’t be trusted should be encouraged to move on.

Show respect.  This is critically important in the way you speak, the tone of your voice, your choice of words, and your body language.  Your respect for others cannot be faked.  You must sincerely value people to treat them with respect at all times.

Do not take advantage of people.  Employees are not your servants and should not be expected to perform personal services for you.  If you delegate tasks, make sure there is value in it for them, either in enhanced compensation or a genuine learning opportunity.

Demonstrate the common decencies of human interaction in all your dealings.  Be kind and courteous.  Give your people the benefit of the doubt.  Don’t be quick to take offense or become upset.  Maintain control of your temper and reaction to events.

Thank employees often.  How easy is it to say “Thank you”?  It costs nothing and it reaps great rewards.  The only requirement is that it must be sincerely given.

Say goodbye at the end of the day or shift.  A farewell is a common courtesy that you would extend to family and friends, if for no other reason than as an acknowledgement of departure.  The members of your work team, who you depend on for your success, should receive no less a courtesy.  Again, the need for sincerity is absolute.

American poet and author Maya Angelou said, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

Value your people and they will be willing and committed participants in your quest for quality and service.

Excerpted from Leadership on the Line- The Workbook, Ed Rehkopf, Clarity Publications, 2009

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Leading Change

August 7th, 2019

Amin came to work for me as the Restaurant Manager in an historic university-owned hotel.  He faced many challenges, not the least of which was the fact that the restaurant was losing money and badly needed repositioning.

He attacked the problem with enthusiasm and energy, and he promptly ran into a buzz saw of opposition.  It seems that many of his customers, including several academics who were powerful shapers of university opinion, thought the existing operation was just fine.

While surprised by their reaction to his plans, Amin developed a strategy to win them to his cause.  He actively courted them, made appointments for office visits, listened to many nostalgic tales of meals gone by, but also heard in all the conversation their distinct desire to maintain the restaurant as a quiet, dignified place where ideas could be discussed over a good, reasonably-priced meal.

He then enlisted a respected professor’s wife and interior designer with a deep sense of university tradition to prepare designs to renovate the restaurant.  He also formed a focus group of key individuals to communicate menu preferences to the Chef.  As the plans began to take shape he was careful to keep his many advisers abreast of developments.

Amin also took great pains to involve the food service staff in his planning and designs.  Not only were their suggestions helpful, but they looked forward to the repositioning with proprietary interest.

Finally, the day came when the restaurant was closed for renovation.  During the three-week closure, a number of our “advisers” stopped by to see how the project was coming.  Most made reservations for re-opening day so they could bring friends and colleagues to see the results of “their work.”

Needless to say, the re-opening was a great success.  Certainly, there were some minor glitches, but the pride and good feeling of our many active participants carried the day.

As this example suggests, a lot of mistakes can be prevented if you take the time to completely think through the ramifications of planned changes.

  • Attempt to understand the impact of proposed changes on all elements of the organization and customers alike.
  • Change can be threatening to employees.  They sometimes do not understand that change can also be an opportunity.  Reassure them.  Much of how change is viewed is attitudinal and can be influenced by the manner in which you, as the leader, approach it.
  • Enact change in a manner that lessens the threat to employees.  Lead your staff through change.  Make sure they understand the reasons for the change and whatever new goals you have.  Brief them thoroughly on new policies or procedures.
  • New processes also impact your customers, so make sure you communicate changes to them.  Start well in advance of the proposed changes and “sell” new services and procedures to your customers.
  • Change isn’t any good unless it works.  Evaluate change and analyze the effectiveness of new systems, policies, and procedures.  Corrections and modifications will inevitably be necessary.  Do not be afraid to admit that things aren’t going as planned or hoped.  Intervene as necessary.  Stay focused and committed until all the bugs are worked out.
  • Communicate well and thoroughly throughout the period of change.  Fear feeds on itself and can get out of hand quickly.  In the absence of information, employees will usually assume the worst.  Listen to their fears and try to allay them.
  • A leader must exude confidence and enthusiasm for change.  Be supportive of the change even if you don’t agree with it.  Leaders usually have opportunities to express disagreement with proposed changes.  Once a decision is made, though, support the idea as if it were your own.  Never disparage the change in front of your employees.  You will doom it to failure.

Work to create an environment where change occurs naturally and the process of change thrives.  It can be essential to your success.

Excerpted from Leadership on the Line – A Guide for Front Line Supervisors, Business Owners and Emerging Leaders, 2d Edition, Ed Rehkopf, Clarity Publications, 2006

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Consequences

July 22nd, 2019

Albert Einstein said, “Setting an example is not the main means of influencing another, it is the only means.”

Always keep in mind the consequences of your own behavior as a leader:

  • If you are not loyal to your employees, they will not be loyal to you.
  • If you do not respect your employees, they will respond in kind.
  • If you don’t care about your employees, they won’t care about you or your endeavors.
  • If you don’t look out for their interests, they won’t look out for yours.
  • If you don’t treat your employees with respect, they will not treat you or our members with respect.
  • If you are abusive to employees, the good ones will leave; only the poor ones will stay.
  • Remarkable service is all about attitude; treating employees badly fosters bad attitudes.

“A leader leads by example, whether he intends to or not.”  – Unknown

Your example sets the standard for all your employees.  Don’t blame them if they don’t have high standards.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Becoming a Service-based Leader

July 7th, 2019
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Developing leadership skills is not memorizing a list of things to do or not to do, though such lists are useful in helping students learn.  Leadership is not the accumulation of managerial abilities, such as budgeting, computer skills, or the specific work skills of a particular industry, though such aptitudes will certainly enhance your overall skill set and add to your competence.  Leadership is not a position or a title.

Successful leadership depends on the quality of relationships between a leader and followers.  As such it entails relationship skills – the personal characteristics and abilities to connect with and inspire the enthusiastic efforts of a diverse group of people toward a common goal.

True leadership requires an understanding of what makes people tick – individually and in group settings.  It requires sensitivity to the needs and desires of others, even when they may not be able to adequately define or communicate these themselves.  It requires openness and accessibility so followers are comfortable bringing their concerns and issues to the leader.  It requires a person who is self-analytical, who examines every less-than-optimum outcome for improvement, often discovering a better way to interact with followers.  It requires a person who puts the needs of the enterprise ahead of personal ambition, who recognizes that tending to the group welfare in a disciplined way will ultimately bring about better performance.

Finally, learning leadership skills is not a one-time event.  Just as different endeavors and levels of organizations require different skill sets for managerial success, leadership skills must expand and develop as the individual moves up to higher levels of responsibility.  Satisfactory leadership skills in a front line supervisory position are clearly inadequate for the challenges of a general manager, division manager, or president of a company.  But the skills learned in the early years of one’s career will be the foundation for the broader skills necessary when one takes on greater responsibilities, particularly if you understand that true leadership is a lifelong journey, not a destination.

The Single Most Important Requirement to Becoming a Service-Based Leader

Becoming a Service-Based Leader is a transformative process; it’s about personal growth.  The student must be prepared to challenge ingrained attitudes and beliefs about self and others.  It requires a willingness to closely examine motivations and habits.  The emerging leader must also be willing to accept personal responsibility for his or her life and decisions.  But most of all it requires a great deal of personal honesty.  Self-delusion and denial are the committed enemies of personal growth.

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As you progress through The Workbook, make a promise to yourself.  Promise that you will search the depths of your being to get to and understand your deepest motivations, not those that you glibly repeat because you have so often heard others say them and think they’re the norm.  True leadership is not the norm, and becoming an effective leader will require you to step outside your comfort zone and confront the beliefs and attitudes you hold, not from conviction but from unexamined habit.

The Rewards of Service-Based Leadership

Developing the skills of a Service-Based Leader will reward you in a variety of ways.  First and foremost, I believe the foundation of Service-Based Leadership and a recognition of the value of people in all you do, can, over the course of a career, lead you to the Level 5 Leadership that Jim Collins found at the top of all Good to Great companies.

Second, because Service-Based Leadership is all about developing successful relationships, it can bring success to other parts of your life – your family relationships, your friendships, and the way you interact with people wherever you meet them.

Lastly, Service-Based Leadership will help you develop the self-analytical skills to examine life’s challenges and better understand how you react to them.  Ultimately, it will help you to grow as a person and learn to face difficulties with greater equanimity and purpose.

Excerpted from Leadership on the Line – The Workbook, Ed Rehkopf, Clarity Publications, 2009

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

The Essence of Leadership: Building Strong Relationships

June 23rd, 2019

Maggie was a retired schoolteacher starting a second career.  She applied for a sales associate position with a well-known hotel and conference center.  While she had no sales experience, her maturity, calm demeanor, and articulate style impressed the Director of Sales.

The position of sales associate is challenging.  In addition to selling the facility and its services to the local community and industry, it is important to have a good working relationship with the hotel’s operating departments.  Ultimately, they are the ones who must execute the promises of the sales staff.

In short order, Maggie proved adept at winning new business for the hotel.  She had a knack for meeting new people and establishing a sense of trust.  Much of it came from her genuine, down-to-earth nature.  She was short on hype and easy promises, but long on establishing meaningful relationships built upon commitment, confidence, and trust.  Her clients knew that she was true to her word.

But as strong as she was in finding new business, she was even stronger at building those key relationships with hotel department heads and line employees enabling her to ensure that promises were kept and expectations met.  Inevitably things would fall through the cracks and some meeting room was not set up properly for one of her clients.  Maggie, because she always double-checked arrangements, would find the problem and seek help to correct it.  Because she had taken the time to develop good working relations with the housekeeping, maintenance, and banquet staffs, she never had problems finding someone willing to help.  As one porter said of her, “She always asks so nicely, there is no way to say no.”

Maggie was an outstanding success as a sales associate.  In two years she increased her hotel bookings by 18.3%, and more importantly, trend lines promised even more future business from her many satisfied clients.  Not surprisingly, when the Director of Sales was transferred to another property out of state, Maggie was asked by her General Manager to take over the position.

Your success in balancing the needs of those you serve lies in ensuring that you build strong relationships with individuals.  How do you do this?  Begin by:

  • Treating everyone you meet with courtesy, respect, and good cheer.
  • Focusing on each person you deal with as if he or she were the most important person in the world.
  • Taking the time to get to know people; sharing your time and attention with them.
  • Learning about other people’s jobs and the challenges and difficulties they face.
  • Keeping promises and following through on commitments.
  • Being principled, showing fairness, and demonstrating integrity.
  • Recognizing the ultimate value of people in all you do.

Relationships depend upon how you view yourself in relation to others.  If you see yourself as separate and apart from your constituencies, if you view others as the means to your end, if your vision and goals lack a broader purpose than your own needs and ambitions, establishing meaningful relationships will be impossible.  On the other hand, when you see yourself as part of a team with a shared mission, then a sense of service will be an intrinsic part of your service team relationships.

The difference is your attitude, your motives, and your approach to dealing with others.  Since all of these things are within your power to change, establishing a service-based approach to leadership by building strong relationships is totally up to you.

Excerpted from Leadership on the Line:  A Guide for Front Line Supervisors, Business Owners and Emerging Leaders, Ed Rehkopf, Clarity Publications, 2006

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

The Soft Stuff

June 8th, 2019

Roger Enrico, former chairman at Pepsico, famously said, “The soft stuff is always harder than the hard stuff.”  As one who has worked in hospitality leadership roles for over thirty-five years, I would say that truer words were never spoken.  In the detail and people rich environment of the hospitality business, it is the absence of well-developed “soft” skills at all levels of organizations that create our greatest challenges.

So what are we really talking about when we speak of the soft stuff?  In short, it’s the people skills – those aptitudes and abilities used to get the most out of our human assets.  It encompasses all of those things we talk about when discussing leadership – the highly nuanced interactions with a diverse workforce that result in motivation, morale, enthusiasm, focus, commitment, initiative, productivity, teamwork, organizational cohesiveness, and group success.

What makes it all so hard is the complexity of human psychology.  People are complex and struggle with the unique and sometimes overwhelming challenges of their lives.  Put together in a group dynamic with any number of other people coping with their own daily difficulties, both real and imagined, and it’s a mind-boggling challenge for any leader.

So what are some very real things that you can do to improve the soft stuff at your club?  Here are three basics:

Leadership training for all managers to ensure they understand the absolute importance of leadership in all they do.  My own experience points to a service-based style of leadership and the importance of building a unified and consistent approach to leadership on the part of all managers and supervisors within an organization.  The ongoing example and performance of your leadership team is THE most important driver of your club’s success.

Well-defined organizational values and constantly reinforced culture of service are an absolute must.  Don’t expect that all your managers and employees will understand your vision, values, or even how to go about providing service to your members.  Without clearly articulated values and club culture, your efforts to provide high levels of service to your membership will certainly fail.

Training, training, and more training is a bedrock requirement in the hospitality industry.  There’s just too much that needs to be done right every day by everyone on your staff to leave the details to chance.  Without training for managers and line staff, it’s a hit or miss proposition and you spend all your time responding to complaints from members, dealing with staff issues, and struggling with high levels of employee turnover.  Given the cost and effort of thorough, ongoing training, you must commit to the development and discipline of “on the go” training for all areas of your operation so you can take advantage of the spare moments during every shift.

The “hard stuff” – the buildings, golf course, and other amenities are certainly important to a successful club experience.  But without the soft stuff they are just expensive shells and monuments, lacking in the reassuring warmth and human touch that is the heart of hospitality and service.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

The Hospitality Challenge

May 25th, 2019

I’ve learned a lot about the hospitality business since my first position as General Manager of an historic hotel in the late 70s.  In a variety of positions in hotels, resorts, and private clubs – in startups, turnarounds, and repositionings, I’ve learned a number of key lessons from my efforts to deliver high levels of service.  Here they are:

The customer is King.  The only perception of quality, service, and value is the customer’s.  Hospitality managers must learn as much as possible about their customers in order to meet their needs and wants – where they come from, why they come to your establishment, what are their expectations, what do they like or dislike about your property, what are their complaints, what would they like improved?

The hospitality business is detail and people-intensive.  It takes a lot of people doing all the right things everyday to deliver consistent, quality service.  Therefore:

  • Written standards, policies, and procedures ensure every employee knows what to do and how to do it; help develop specific training materials; and ensure consistency and continuity in the operation.
  • Formal training is a necessity.  Operational processes cannot be left to oral history or chance.
  • Continuous process improvement is a must.  We can never rest on yesterday’s accomplishments.
  • Thorough benchmarking of all areas of the operation ensures that we know what is going on and what our customers are telling us by their spending habits.

“The soft stuff is always harder than the hard stuff.”

  • Consistent, property-wide leadership is a must.  Disparate and competing leadership styles confound the staff and sow divisions in the team.
  • Values and behaviors must be spelled out in detail and reinforced continually.
  • Excessive employee turnover is damaging to an organization in continuity, lost time, and cost.  Except in extreme cases our first impulse (especially in difficult labor markets) is not to fire, but to examine causes; improve processes, organization, disciplines, and training; and instruct, counsel, and coach employees.
  • Employees must be empowered to think and act in alignment with organization values, the property’s mission and vision, and carefully defined management guidelines.  “Without empowerment an organization will never be a service leader.”  Why?  Because there is far more to do and monitor on a daily basis than any management team can possible handle.  Authority for service and service delivery must be pushed down to the lowest levels of the organization – where it takes place.

Work planning and ongoing performance review are essential to holding managers accountable for their performance and the performance of their departments or work teams.  Without accountability only the General Manager is accountable and he or she will fail or burnout trying to succeed.

Leadership is key at all levels of the organization:

  • To set an unimpeachable example for employees.
  • To uncover, analyze, and solve problems.
  • To thoroughly communicate standards, policies, procedures, information, and training.
  • To engage customers and staff continuously.

All of the foregoing requirements must be institutionalized so that the operation continues undisturbed in the face of any turnover and 80% of the operation functions routinely – allowing management to focus on strategic issues, planning, execution, problem-solving, and customer interface.

These lessons learned have led me to formulate a plan to create and deliver high levels of service.  This plan can be found in a white paper I’ve written entitled The Quest for Remarkable Service.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Why Service-Based Leadership Matters

May 4th, 2019

Service-Based Leaders have to balance the needs of the customers, their employees, the business and themselves. It is a lot to handle, particularly for new leaders. Leadership on the Line – The Workbook by Ed Rehkopf is not a rehashed list of stagnant advice. The Workbook is an interactive experience that allows readers to assess their individual needs to cultivate their employee relationships, customer service and leadership skills.

What sets The Workbook apart from other leadership guides is the intense level of self-analysis that it provides. This book helps readers learn about the motivations behind their behavior. It provides advice on how to build a leadership foundation based on character traits and interpersonal relationships. The book can be used as self-study or as part of a guided instruction.

It is important to note that this book is the most effective for those who are willing to honestly examine their beliefs and behaviors. Skimming through the text without participating in the exercises will not be as beneficial to the reader. The more a person puts into The Workbook, the greater the outcome will be.

Strong leadership is dependent upon strong relationships. One of the first exercises in The Workbook helps the reader to determine who his or her constituencies are. Creating a list of people who depend upon you is the first step to figuring out their needs and how you can best meet those needs. The Workbook teaches the reader how to nurture the relationships with all constituencies in order to improve employee and customer relations.

The Workbook also examines the relationship between the reader and his or her boss. Being a Service-Based Leader does not give a person free reign, so this portion of the book is particularly helpful. The Workbook asserts that you are responsible for your boss’s opinion of you. By considering what can be done to help manage your boss, The Workbook helps readers enhance their relationships with their superiors.

The strength of The Workbook is how much ground it covers in under one hundred pages. It addresses everything from engagement and accountability to standards and policies with the same honest introspection. Moreover, the lessons learned in this book can help people in any stage of their career path. Newly hired leaders can use The Workbook to appraise their strengths and weaknesses and help them develop their managerial style. Established leaders can use the book to reexamine the way that they work and how it affects the people around them.

Since The Workbook is so personal, it fosters different results for each individual. Ed Rehkopf created a work that helps people customize their leadership approach. The Workbook guides readers into having reasons behind their actions instead of acting solely out of habit. The book explains that there isn’t one particular way to be a leader. Different strategies will work for different people, and The Workbook celebrates that fact. Ed Rehkopf teaches that leadership isn’t something a person just has. Leadership must be developed, and The Workbook is a powerful tool to help people do just that.

Reviewed by Erin