THE GOOD, THE BAD...
Extolling the virtues of good management and leadership is fine, but what are the actual effects on a business? For Bellinger, the impact of good management “is huge and can make or break an organisation”.
“An organisation is only as good as the leader, this has absolutely been seen over and over again,” she explains. “And as the adage goes, people don’t leave businesses, they leave managers.”
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It is true that without quality management you run the risk of losing talented staff.
“Good managers and leaders are the soul of a company and they embody and drive the company culture forward,” according to Sayess.
Bad management on the other hand is a serious issue. “Poor management stops individuals progressing. Ultimately the only way forward for an employee is out the door to another organisation,” Bellinger adds.
De Fontaine highlights the fact that more than 60% of resignations are due to a poor relationship with a superior.
“In the luxury hospitality industry, turnover of staff can be a real threat to the successful operation of a hotel,” she warns.
“Poor management also hinders the implementation of strategies, which directly impacts the bottom line.”
TEACHING OR TALENT?
The jury is out on whether it is possible to teach good management and leadership. For Sayess, management skills can be developed but leadership is something “you either have or don’t have”.
“Our recruitment process at Four Seasons focuses on identifying this ability to take the lead – we are famously known for hiring for attitude and training for skill,” he adds.
Bellinger believes that leadership is more about who you are than what you know. “It is about your impact as felt by others rather than what you believe your impact is,” she adds.
“Leadership can be taught, however, and it helps to be supported by real professionals”.
De Fontaine is of a similar opinion; certain leadership activities can be trained, but “it is difficult to train people to see connections, have the vision, and possess the courage to take risks, and motivate a team to follow”.
Miserra adds that leadership is about a series of behaviours, developed through coaching and experience-based activities.
“One can train people in leadership behaviours, but only those who are willing to grow as a person will develop true leadership,” he warns.
It’s often difficult to spot issues when immersed in day-to-day operations, which is why identifying management and leadership training needs is vital. Bellinger says there are many ways to do this; one is ensuring that performance management reviews are conducted regularly.
“If you automate this process through a system like Talent Toolbox, which provides online reviews, then you’ll be able to identify learning gaps at the click of a button,” she explains.
Another way to pinpoint training gaps is via feedback provided by employee and guest surveys. as well as complaints monitoring.
For Marriott, identifying those in need of training comes back to company culture. “To spot where training is needed is to look at all aspects of our operation and measure,” says Dodds.
“Are we living our culture, are we exceeding guest expectations, do our associates have all the tools necessary to do their roles and are they empowered, who are the rising stars that are our next generation of leaders, what our associates and stakeholders telling us?”
Kempinski uses several quality management tools such as LQA, CSS, and ESS, while personal observation is essential, says De Fontaine: “Regular analysis of training needs is key to successful operations because some issues are process, some are material and some are staffing or hiring.”
Whether you believe leadership can be taught or not, ensuring you have the right people in the right positions is key, because leadership and management can make or break your business — and keep your restrooms clean!..
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