Michael Kuhn, executive assistant manager at Diplomat Radisson Blu Hotel, Residence & Spa in Bahrain, tells Hotelier how the group’s Mentor-Mentee Programme has helped develop his career
What is your career background?
I first got in touch with the hospitality industry directly after school when I had the chance to do a six-week internship at the Cairo Nile Hilton. I then started working with Radisson SAS Hotels & Resorts as a management trainee and graduated with a hotel diploma from the German Chamber of Trade & Commerce. After various locations and positions within the Carlson Rezidor Hotel Group, I successfully participated in one of the sessions at our Mentee Assessment Development Centre and was assigned to the Mentor-Mentee Programme. The aim of the programme is to develop and become a general manager.
When did you join the Diplomat Radisson Blu Bahrain and what are your main responsibilities as executive assistant manager?
I joined the Diplomat Radisson Blu Hotel, Residence & Spa in September 2011 as director of sales & marketing. As executive assistant manager, I am still in charge of the sales and marketing department in addition to supporting all departments on a day to day basis. My responsibilities include running the operations under the guidance of the general manager and learning from our experienced team of department heads in order to complete my development as a mentee.
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What changes do you plan to implement at the hotel?
I wouldn’t say there are big changes that we have to implement. We will focus more on continuing to implement the Carlson Rezidor 4D strategy: develop our talent, delight our guests, drive the business and deliver results.
What are the biggest challenges of the role?
It’s difficult to say; I guess I’m very lucky as I have a great team here at the property and everybody is very supportive, including all the department heads, my own team, and of course my general manager who is my assigned mentor within the programme. For sure, the role requires me to see certain things from a different point of view and to consider other aspects. But it is very motivating to have this opportunity.
How do you train, develop and motivate your team members?
Training and development of the team is a very important subject for our company and part of the 4D strategy. Training is key to the development of team members; at the Diplomat Radisson Blu, we have recently started an internal training academy, where all staff members join different sessions to improve their overall knowledge and understanding. These sessions are being held by all departments and contain subjects related to everything that is happening at the hotel. The sessions include language and body language courses, health and safety training, as well as on the job training. The motivation of a team member is not dependant on me alone; I can only provide the surrounding and working environment, or as I like to call it — the playing field that motivates our team members.
Why is staff empowerment important?
Part of our company vision is to be recognised as “the most passionate team of hoteliers” and one of our values is ‘Living Trust’ — earning trust through honesty and integrity, and empowering employees at all levels. Not that this needs more explanation, but getting your people involved and letting them take decisions that they believe are in the best interest of our guests cannot be wrong.
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