The top source for self-confidence in hospitality: experience. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go out and get busy. Often the experiences described by interviewees involved making difficult decisions or performing challenging tasks.
Their success and confidence propelled them forward to take on more challenging endeavors. One catering manager talked about successful events and was able to increase his budget from thousand-dollar to five-million-dollar events. An interviewee stressed that his successes from entry-level positions to department head, then to executive committee member and assistant GM gave him the confidence and skills to be an effective general manager. Second, in connection to experience, many managers attributed their confidence and success by building upon small wins.
This simple action increased employee morale and enabled him to learn more about his staff.
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Instead of trying to fix everything at once an impossibility , he set small sales goals for each month and by the end of the year only missed his target by a small amount. A hotel manager for a five-diamond hotel identified building small wins with his first job as a bell person. Being responsible for making guests feel welcome, he had to learn how to make small talk with famous people, politicians, and presidents of corporations as he carried their luggage and provided an overview of the hotel operations and services.
A third component of building self-confidence comes from goal setting. One hotel manager hosts the same annual charity event; although it is always successful and the client is very satisfied, she makes a list of improvements—even if they are only small changes or tweaks—to ensure the function is better the next year. Fourth, many of the managers recognized the importance of others who helped build their self-confidence.
The three main sources of support came from bosses, family members, and mentors who may or may not have been their direct supervisor. Most interviewees highlight at least one of these people, and many identified two or all three sources as helping them to gain confidence. Often the supervisor provided moral support—a belief that the manager could accomplish the task, trusted them, and gave them the opportunity for success.
That belief boosted her confidence that she could take on the new challenge successfully. A director of housekeeping relied on support and advice from the director of operations when dealing with an upset guest for the first time. A general manager of a luxury hotel feeds off the high level of success and confidence from his senior corporate managers, boosting his own confidence since they believe in him. The fifth pattern that emerged from the research is that learning from failure developed self-confidence.
Earlier in his career, he was once congratulated by the Chairman of the Board for the failure of a business line. Burke recalled the advice from Mr. I just want to congratulate for that mistake. Many of the hospitality professionals interviewed openly discussed their mistakes and how they learned from their failures. This factor was specifically mentioned by almost two-thirds of the interviewees. Learning from their mistakes and overcoming their failures were important building blocks for increasing self-confidence and enabling future successes.
An entrepreneur learned to carefully check invoices and pay attention to details, after he was once fired for not balancing invoices. Almost every industry professional offered advice for the graduating seniors starting their hospitality careers. Here is a sampling of their advice:. Many students were unsure of undertaking this task—perhaps due to their lack of self-confidence in interviewing hospitality leaders. However, the overwhelming response after the task was successfully completed was that it was a worthwhile exercise. Reflecting on the assignment and the lessons from meeting with their interviewees, every student offered their own insights.
Several revealed a better understanding of the importance of self-confidence in the hospitality industry. Making mistakes, admitting failure, and using those experiences going forward were also themes many students highlighted. Although there were many more observations and personal reflections, a final important point students mentioned was that to be effective leaders themselves, it was important to build self-confidence for their subordinates, passing on their own experience and lessons to their staff. Tagged confidence , experience , hospitality , hotel , interviews , leaders , leadership , success , training.
The hospitality industry relies upon a supply of college graduates for entry-level management positions.
Graduates can immediately contribute valuable services to employers and their initial jobs are a start toward future roles as general managers, corporate executives, consultants, and owners. When recruiting the most capable young women and men from university programs, there is a consensus among hospitality professionals about the qualities that make candidates stand out, get hired, and achieve success in our industry.
Candidates should arrive having already done substantial research about the companies holding the interviews, and be prepared to ask questions that reveal such research was undertaken. For example, if a company has a management training program, then this fact should have been discovered by the candidate and questions probing the nature of the training should be posed to the interviewer. Formats can vary according to personal taste, provided they have an overall traditional look.
It is strongly recommended that resumes be limited to one page for seniors and recent graduates.
Candidates must present themselves as professionals from the start, demonstrating traits that the interviewer believes are innate and not adopted merely for the interview. This means dressing the part and exhibiting a high degree of poise and maturity. A confident but not cocky demeanor and genuine smile are essential for success in the lodging industry and should be displayed by any college senior.
During interviews, candidates should appear comfortable with the process, be able to converse easily, and maintain a respectful demeanor.
For example, addressing the interviewer by his or her first name is unacceptable, unless permission has been granted to do so. It is critical that candidates have some idea about what they want to accomplish in their careers and that they express this in specific terms during interviews. Being vague about professional goals can be a deal-breaker. Although having a hospitality degree is essential for entry-level management positions, and while graduates from such programs are generally well prepared for entering the business world, their schooling does not replace on-the-job experience.
Great candidates also have realistic expectations for the early years of their career. A recent article in Hotels magazine by Nathan Greenhalgh pointed to this issue. While a high grade point average is great, practical experience and demonstrated ambition are better indicators of how serious a candidate is about making a career in the hospitality industry.
There must be evidence that the candidate is committed to hospitality. Interviewers look for job experience that is relevant, reveals a solid work ethic, and demonstrates progression through a variety of jobs during their college years. Experience in supervisory roles, or leadership positions in industry-related extracurricular activities or clubs, is especially valuable. Critics of these tools argue that they are not infallible, so the results are often used to inform rather than determine decisions.
Most recruiters would like candidates to exhibit the following range of attributes that various testing tools can help to reveal:. To create this linkage, we start from the career basics of resumes and cover letters. Then we prepare students on what to expect in an interview and provide them with a mock interview.
Through this process, we also offer workshops on proper dress and professional protocol when working with business leaders. Natalie McGinniss, the employment manager at the Omni Parker House Hotel in Boston confirms that this comprehensive approach makes a difference. This made it more difficult, in a good way, to determine the top choices. So, we had to look more closely at their purpose and passion for the industry. Candidates should be aware that these categories are being considered and plan accordingly.
Tagged careers , confidence , converse , cover letters , hiring , hospitality , interview , interviewer , job hunting , job searchc , poise , professional , recruiting , resumec. In prior quarterly reports, Pinnacle Advisory Group presented timely updates about the New England lodging industry, which included focused profiles on particular cities. In this issue, the firm offers more general insight about the hospitality industry. Several Pinnacle executives recently participated in a panel discussion about investment, management, and careers in the hospitality industry.
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The results appear below. Within our daily practice, we focus attention on the hotel investment community and what prospective investors are considering when acquiring hotel assets. Two of the most important issues frequently discussed are hotel management and franchise affiliation flags. Not all hotel management companies are created equal.
Since profitability or net operating income directly leads to hotel value, the ability of a management company to drive top line revenues in addition to operating efficiently on the cost side is enormously significant. When hotel properties are listed for sale, investors often find unencumbered assets to be more desirable. When investors are considering purchasing a hotel property, one of the first questions is often regarding the brand.
Is there an opportunity to renovate and reposition? Is there an opportunity to convert to a new franchise affiliation? The type of brand in each particular location can dramatically affect the overall value of a hotel property. It is important to select the right brand for each location. By doing this, the property-level owner and manager are helping to boost the value of the hotel and make it a more attractive investment. Competent and effective property-level managers and owners should continuously monitor and address both supply and demand factors within the competitive market.
The on-site team should strive to obtain the greatest fair share of demand, and the highest room rates possible, allowing the property to surpass competitors in its REVPAR penetration. Controlling expenses at an optimal level, combined with high gross income, will ultimately provide the hotel higher net income levels and elevated value. Property-level management and owners also need to be aware of all deferred maintenance.
When a potential investor is deciding how much a hotel is worth, a lesser amount of capital requirements for the physical aspect of the hotel will only serve to increase the value of the hotel asset.
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What strategies should hotel owners or managers follow in times of financial uncertainty? There has been a fair amount of volatility in the economy over the last decade.
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One only has to look at the soaring hotel rates and values in and , and then to the fallout experienced in the industry from to following the national economic recession, to have an understanding of how economic instability can significantly impact hotel operations. To help get through these periods of economic turmoil, hotel operators can focus on two main areas: revenue management and customer service guest satisfaction. These areas should always be in focus, but they can be particularly helpful in weathering the tougher times.
Revenue management is crucial during economic uncertainty. Understanding how to best utilize the multitude of distribution channels can prove to be the difference between maintaining rate integrity and having average rates fall off a cliff.
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Significant rate declines that occur as a result of recession often take multiple years to recover. It has not been proven that lower rates lead to more business, but lower rates certainly lead to lower profitability. Equally, if not more important, is a focus on customer service and guest satisfaction.