Archive for May, 2018

Leadership Growth and Adaptation

Tuesday, May 29th, 2018

As any individual grows in leadership, his ideas about what leadership entails will mature and, in that maturation, one constant will stand out − change.  Adaptation to insistently changing circumstances is a hallmark of success.  One must approach life as a continual learning experience.

What attitudes and approaches lend themselves to this continual learning experience?

theworkbook_cover-41.  Always keep an open mind.  Try not to pre-judge situations or people.

2.  Never assume you know it all.  The more you learn, the more you realize how little you know.

3.  Be open and accessible to constituents-particularly followers.

4.  Remember that each follower and each constituent is unique and may require different motivators.

5.  Take time to stop and listen to your constituents.  In your rush to accomplish, do not forget that you need their input, feedback, and support.  Knowing their needs is essential.

6.  Don’t cast others as adversaries.  Find out their legitimate concerns about your agenda.  Accept the challenge of winning over your most difficult constituents.

7.  Take constituent concerns seriously and adjust your agenda as necessary.  Their buy-in to your program is essential to your success.  Judicious compromise is a sign of intelligence and flexibility, not defeat.  It should never be “my way or the highway.”

8.  Stay informed.  Know what’s going on in your organization, community, and the world at large.  To be effective, you must be relevant to your time and place.  To speak with authority and win people over, you must be knowledgeable about more than just your job.

9.  Nurture and care for your constituents.  While never on a quid pro quo basis, you will find that the care you give will be returned many times over in loyalty, support, and advancement of your goals.

10.  Be aware and alert to what goes on around you.  Learn by observing others, by witnessing their successes and failures.  Most knowledge comes not from education, but from your life experiences.  When you go through life in a fog of your own making-too consumed with real and imaginary dramas-you are inert, like a rock, to the wealth of learning opportunities around you.  As one leading hospitality company puts it, “keep your antennas up and your radar on” at all times” − you’ll learn a lot by doing so!

11.  When you’re stressed or something has you ill-at-ease or on edge, it is a sure sign that something is wrong somewhere.  Analyze your situation. Discovering the source is the first step in finding out what’s wrong and where you need to act.

12.  Once you’ve discovered the problem, contemplate how your leadership can overcome the issue.  Like any other learned ability, this continual “puzzling” over leadership challenges will enhance your skills and usually bring you to a better resolution.  If things turn out badly, figure out what went wrong and learn from the mistake.

Darwin was right on many levels when he said that creatures have to adapt to survive.  Leaders must adapt, not just to survive, but to thrive.

Excerpted from Leadership on the Line – The Workbook.

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.

Personal Responsibility and the Will to Lead

Monday, May 14th, 2018

The Freedom of Taking Personal Responsibility

Personal freedom is often thought of as the absence of responsibility.  In this respect, no one is free.  Everyone is responsible for and to someone else.  There is, however, a freedom that comes from accepting personal responsibility for oneself and one’s sphere of influence.

When you blame no one else for the challenges you face, when you realize that where you stand today is the result of all your past decisions and indecision, you look to the true source of any difficulties.  It is never the undefined “they.”  It is always the ever present “I.”

Realizing this is the true source of your freedom.  Instead of being buffeted to and fro by uncontrollable forces, you accept the power of your own authority.  For good or ill, you are the one in charge of your life.

For the supervisor, this means that, as you seek opportunity, you also take responsibility for all aspects of your duties.  Size up those around you, your superiors, peers, and employees.  If they demonstrate responsibility, learn to depend upon them.  If they don’t, find ways to compensate for their inadequacies.  In the case of your employees, take action as necessary.

In the end, you are the only one responsible for your success or failure.  If something goes wrong, there is always more you could have done.  In the case of the truly unexpected event, it’s not so much what went wrong as how you respond to it.  Instead of blaming circumstances or others, take responsibility to make things right.  By accepting this degree of personal responsibility, you free yourself from the unpredictability of life and those around you.

The Will to Lead

Taking personal responsibility equips you to assume a leadership role.  But the will to lead is a far cry from being willing to lead.  A good number of people are willing to accept positions of leadership.  But accepting and exercising leadership are two very different matters.

Having the will to lead implies a commitment to face whatever challenges may present themselves.  Simply put, it’s the will to make things happen.  Consider this example.

Bob was the front desk manager of an older hotel.  Hospitality was his profession, but running was his passion.  Each day at lunchtime, regardless of the weather, he took a five-mile run.  After running he used the employee locker room to change and shower before returning to work.

The poor sanitation and maintenance of the locker rooms disgusted Bob, but for a long time he said nothing.  Finally, he had had enough and announced at a staff meeting that the employees deserved better and that he was going to petition the General Manager to clean and fix up the locker rooms.

One of the other supervisors commented that it would be a waste of time and that they would quickly return to their former condition.  He said that the employees didn’t care and wouldn’t keep them up.  Bob responded that it didn’t matter whether the employees cared or not – he did!

Over the next few weeks with the General Manager’s blessing, Bob organized the maintenance and housekeeping staffs to scrape and repaint walls, strip and refinish the floor, replace broken and unserviceable lockers, and improve the lighting.  Then he got the General Manager to assign different departments the rotating duty of keeping the locker rooms clean.  Finally, he checked them daily for several months to ensure that they were being properly maintained.

The end result was improved employee morale and a changed attitude about their locker rooms.  Employees did care – they just needed someone to lead the way and to overcome the erroneous notion that they didn’t.  They needed Bob’s “will to make things happen.”

Excerpted from Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders.

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 hospitality managers throughout the country and around the world.