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Hotel Service Leadership

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One day workshop done for the Guangdong Hotel Group

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Hotel Service Leadership

  1. 1. Developing Service Leadership 培养服务业领导素质 David L Jones, Ph.D. 钟德伟博士 Associate Professor 副教授Hong Kong Polytechnic University 香港理工大学
  2. 2. What Ever It Was That Got YouTo Where You Are Today, Is Not Sufficient to Keep You There 取得今天的成就无论是何因素, 皆不足以保证您明天一定成功
  3. 3. 我长得象领导……我走路象领导……我说话象领导……我一定是领导!
  4. 4. What We Will Cover授课内容• Best Sellers/Academics 最佳销售员或学者 – Characteristics/Types of Leadership领导特点类型 – Open Leadership 开放式领导 – Service Leadership 服务业领导素质• Admired Leaders 受人敬仰的领导 – Profiles of Leaders 领导的背景情况 – My Admired Leaders 我所敬仰的领导• Global Leadership 全球领导 – Blue Ocean Strategy/Co-creation蓝海战略与共同创造• Where do you begin? Putting Global Leadership to Work 从何处开始?将全球领导艺术付诸实际工作 – Communicating to customers and employees 与顾客和员工沟通
  5. 5. General Leadership Characteristics 领导的一般特点Best Sellers & Academics 最佳销售员与学者
  6. 6. Good to Great – Jim Collins 从良好到出类拔萃• ―Who‖ before ―What‖ or ―Where‖ ―谁‖在―什么‖或―哪里‖之前• Fox and Hedgehog 狐狸与刺猬 – Fox – Knows many small things 狐狸知道很多小事 – Hedgehog – Knows one big thing 刺猬只知道一件大事 – Which is best? 哪种最好?• Stop doing list 列出不做之事的清单• Level 5 Leadership = Professional Will and Personal Humility 第五层次的领导=专业意志与个人谦虚
  7. 7. Hedgehog – Three Circles 刺猬-三个圈• What you can be the Best in the World at 世界上只有你才最擅长的事情• What drives your economic engine 驱动你的经济引擎的力量 – Makes a profit 创造利润• What you are deeply passionate about 你所充满激情的东西
  8. 8. Ways CEOs Lead总裁们领导的方式 Farkas & Wetlaufer• Strategy Approach 战略方法 – Analyzing data 分析数据• Human-Assets Approach 人力资产方法 – Managing one person at a time 一次管理一人• Expertise Approach 专业技术方法 – Championing knowledge 领先的知识• Box Approach 框架方法 – Designing and maintaining control设计与保持控制• Change Approach 改变方法 – Upending status quo 倒立起现状
  9. 9. Conclusions 结论• No one way is best 没有哪种方法最佳• Need a consistent approach 需要始终协调一致的方法 – Clarity, Consistency, Commitment 清晰、连贯、坚定• Not a matter of personality 不是个性问题
  10. 10. The Leadership Challenge 对领导的挑战– Kouzes & Posner• Model the way 以身作则示范• Inspire a shared vision 激励共同愿景• Challenge the process 对过程提出挑战• Enable others to act 使他人能够行动• Encourage the heart 鼓舞人心
  11. 11. Creditability 可信度• Foundation of Leadership 领导素质之本• Common Phrases 常见的说法 – ―They practice what they preach‖说到做到 – ―They walk the talk‖ 身体力行 – ―Their actions are consistent with their words‖ 言行一致 – ―They put their money where there mouth is‖ 从不说大话 – ―They follow through on their promises 君子一言,驷马难追 – ―They do what they say they will do‖ 出言必行
  12. 12. Open Leadership 开放型领导– Charlene Li• Definition 定义 Having the confidence and humility to give up the need to be in control while inspiring commitment from people to accomplish goals 具有放弃控制人必要的信心和谦虚,而激 励大家坚定不移地达到目标。
  13. 13. New Rules of Open Leadership 开放型领导的新规定1. Respect that your customers and employees have power 尊重顾客与员工的权力2. Share constantly to build trust 经常分享以建立信任3. Nurture curiosity and humility 培养好奇精神与谦虚态度4. Hold openness accountable 保持开放5. Forgive failure 原谅失误
  14. 14. 10 Elements of Openness 开放的十大要素Information Sharing信息分享• Explaining 解释• Updating 更新• Conversing 交谈• Open Mic 开怀时间• Crowdsourcing 众包• Platforms 平台(舞台)Decision Making 决策• Centralized 集中化• Democratic 民主化• Self-managing 自我管理• Distributed 分担
  15. 15. Four Goals Define Open Strategy 描述开放式策略的四大目标 Dialog对话 Learn学习 Support支持 Innovate创新
  16. 16. Engagement Pyramid: Dialog参与金字塔:对话 Curating 指导 Producing 产生 Commenting 评论 Sharing 分享 Watching 观看
  17. 17. Country Comparisons 国家比较Wave 2 - January 2010 Asia 亚洲 Western World 西方国家 South China India Japan France Germany Australia Canada UK USA Korea 中国 印度 日本 法国 德国 澳洲 加拿大 英国 美国 韩国 Watchers观众 86.0% 89.3% 89.6% 70.4% 75.4% 69.1% 72.8% 81.9% 78.9% 78.1% Sharers分享者 74.2% 64.6% 82.5% 29.2% 48.9% 46.3% 59.7% 63.9% 61.8% 63.0%Commentators评论者 62.1% 76.2% 61.4% 21.7% 35.6% 32.8% 33.0% 35.5% 31.9% 34.4% Producers产生者 59.1% 53.1% 56.0% 28.0% 20.2% 26.9% 22.8% 26.3% 21.1% 26.1%
  18. 18. Who Supports Open Leadership? 谁支持开放型领导?Collaborative 合作Independent 独立 Pessimist Optimist 悲观者 乐观者
  19. 19. Other Leadership Styles and Behaviors 领导的其它风格与行为 Management-by-exception Directive Leadership 例外管理式 指导型领导式 Participative Leadership 参与领导式 Contingent Reward 权变奖励式 Laissez-faire 放仸自流式 Intellectual Stimulation Individualized Consideration 激发思考式 个别化关怀式Inspirational Motivation Idealized Influence 激励鼓舞式 理想化影响式 Delegative Leadership 授权领导式 Consultative Leadership 咨询领导式
  20. 20. Service Leadership Characteristics 服务业领导特点
  21. 21. Qualities of Service Leaders – Berry 服务业领导的素质• Service Vision 服务愿景• Belief in Others 信任他人• Love of the Business 热爱企业• Earn Trust 赢得信任
  22. 22. Service Vision 服务愿景• Focus on details and nuances of service 注重服务细节与精微• Bonding with customer与顾客紧密相连• Words and behavior 言行一致• Vision versus Idealism 愿景与理想
  23. 23. Belief in Others 信任他人• Capacity of others to achieve 他人取得成就的能力• Not bosses, but acting as a coach 不当老板,要当教练
  24. 24. Love of Business 热爱企业• Motivated to teach the business 热心传授商务之道• Pass it on to others 传授经验给他人• Passion for service 对服务充满激情
  25. 25. How You Can Show It 如何表现(1)• Customers are the reason we are here 顾客是我们存在的原因• Sell customers what they want and what fits 卖给顾客他们想要的东西与合适的东西• Emphasize quality of the product 强调产品质量• Be on the floor 身体力行• Make customers part of the operation 使顾客参与经营
  26. 26. How You Can Show It 如何表现(2)• Know your services offered 了解你所提供的服务• Show quality in everything 任何东西都表现出高质量• Always smile 永远微笑• You sell yourself. Customers come back because of they are friends 自我销售。顾客是一回生二回熟的朋友。• Promote the hotel and restaurant 24 hours 全天24小时宣传酒店与餐厅。
  27. 27. Earn Trust 赢得信任• Doing the right thing 做正确的事情。• Trusting the judgment, ability, and goodwill of employees 信任员工的判断、能力与善意。• Fairness/equity 公正平等
  28. 28. Teamwork 团队精神• Underlying variable to success 团队精神是成功的基本要素• Lessons from Geese 从雁阵所学到的经验• Model leadership behaviors – teamwork 模范领导行为—团结一心
  29. 29. Winning People to the Vision 赢得大家朝共同愿景努力 (1)• They understand the purpose of their work. 他们了解自己工作的目的• They feel they are members of an important group. 他们感觉自己是重要团队的成员。• They have a sense of ownership of their work. 他们对工作具有主人翁的感觉。• They have high self-esteem. 他们具有高度的自尊。
  30. 30. Winning People to the Vision 赢得大家朝共同愿景努力 (2)• They have management support. 他们得到领导的支持。• They have resources – the time, tools, training – to do the job they are being asked to do. 他们拥有资源—时间、工具、培训—做好所要求的工作。• They have the information about what is going on, what they are doing, and how well they are doing it. 他们了解正在发生的事情、自己所做的工作以及工作做得如 何。
  31. 31. Nurture Service Leadership 培养服务业领导 提拔得力 鼓励学习 之人 领导艺术 培养服务业领导 强调信仸因素 重在个人参与
  32. 32. Promote Right People 提拨得力之人• Footprints-in-the-Sand Test沙滩足迹测试 – Past experience predicts future 过往的经验预测未来• Stand for Something Test目的意义测试 – Vision of future 未来的愿景• Outside Leadership Test 外部领导测试 – Volunteer organizations 志愿者组织
  33. 33. Profiles of Service Leaders Hospitality & Tourism酒店旅游服务业领导的背景情况
  34. 34. Drivers of CEO Reputation总裁名誉的驱动力 Burson-Marsteller – Building CEO Capital 《建立总裁资本》(2001)• Is believable 可以依赖• Demands high ethical standards 提出很高的道德标准要求• Communicates clear vision inside company 使公司上下都了解清晰的愿景• Attracts/retains quality management team 吸引和保持高素质的管理团队• Motivates and inspires employees 鼓舞和激励员工• Cares about customers 关心顾客• Manages crises/downturns effectively 有效应对危机与挫折• Communications clear vision outside company 使公司外了解清晰的愿景• Increases shareholder wealth 增加股东财富• Executes well on strategic vision 认真执行战略愿景
  35. 35. Top 5 Qualities Employees Want in a GM 员工对总经理期望的五大素质Burwash – The Key to Great Leadership 《好领导的关键》• Visibility 可见• Loyalty 忠诚• Respect 尊重• Enthusiasm 热忱• Value their opinion 重视员工意见
  36. 36. Hospitality Innovative Leaders – 酒店业创新型领导 Berger, Ferguson & Woods• Ability to juggle many tasks 处理多项事宜有条不紊• High energy levels 精力充沛• Sense of humor 幽默感• People orientation以人为本• Willingness to span job and company boundaries in search of ideas and information 为了寻找主意与信息愿意拓展工 作与公司界限
  37. 37. Hotel Best-Practice Champions –酒店最佳做法冠军 Dube & Renaghan• Passion to Serve 对服务充满激情 – Having the right attitude 态度正确 – Relentless search for innovation不断致力于创新 – Involvement with employees 与员工打成一片• Leading People 领导众人 – High emotional intelligence 高情商 – Knowledge of the job 对工作了如指掌 – Setting an example 树立榜样 – Climate of openness 开放的氛围 – Context of choice for employees员工选择的环境• Managing Process 管理过程 – Like a Symphony Conductor 如同交响乐指挥• Success is Never Final 成功并不是最终
  38. 38. Admired Hospitality Industry Leaders受人敬仰的酒店业领导
  39. 39. Howard Shultz – Starbucks 星巴克总裁舒尔茨• Return to leadership after 8 year absence 隐居8年后再担重任 – Shut stores for 3 ½ hours for retraining关门三个半小时来培训• Celebrate human connection 庆祝人际关系 – Respect for the employee 尊重员工 – Creating value for the people who are doing the work and then value for customer 为工作人员和顾客创造价值• Using social media 利用社交媒体 – Information not just from company, customer‘s need to feel they are opting in and sharing 信息不仅来自公司,顾客对选择 参与和分享的需求• Mainland China 中国内地 – Need to see the world through Chinese lens – therefore, local Chinese team 需要从中国的角度看世界-因此,当地中国 人团队
  40. 40. Isadore Sharp – Four Seasons 四季酒店前总裁• Golden Rule: ―Treat others as you would have them treat you‖ 金科玉律:―待人如已‖• Mentor and Coach导师与教练• 3 Pillars: People, Product, Profit 三大支柱:人、产品、利润
  41. 41. Harris Rosen – Rosen Hotels 罗森酒店集团总裁• Entrepreneurship is a ―Defective Gene‖ 企业家精神是―缺陷基因‖• Built hotel company based on selling the lowest rate in town 创建的酒店公司是当地房价最低的经济型酒店• Comfort Inn ran 100% occupancy for 5 years 五年间舒适宾馆的住房率为100%• No organization chart 没有组织结构图• ―Love what you do, and work hard at it‖ ―热爱本职工作并且努力工作。‖
  42. 42. My Most Admired Leaders 最受我敬仰的领导• Robert Kouk – Shangri-la 香格里拉酒店总裁郭鹤年• J. Willard and Bill Marriott – Marriott 万豪酒店的创始人万豪父子
  43. 43. Robert Kouk 郭鹤年• Asian owned hotel group 亚洲人拥有的酒店集团 – Shangri-la International 香格里拉国际酒店集团• Malaysian Chinese 马来西亚华人• World‘s largest sugar trader 世界糖业大王 – 60% of world free trade 全球六成的糖业交易• Smart guy with contacts 聪明人朋友多多 – PIC Committees at hotels 酒店的政策实施委员会 – Political connections 政界关系• Forbes - #3 in global power elite 名列《福布斯杂志》全球精英第三位• Non Pretentious – Inner Humility 真诚谦虚• Competent Loyalty – Close knit family 能干忠诚-紧密的家庭• Vision of China 对中国发展的愿景
  44. 44. J. Willard and Bill Marriott 万豪父子• J. Willard Marriott, Sr. 父亲 – Employee first 员工至上 • Treat employee right and he‘ll treat customer well 对员工好,他们才会对顾客好 – Taskmaster – attention to detail 分配仸务-注重细节 – Diversity of business 业务多元化 • Restaurants, hotels 餐馆、酒店 – Airline catering 航空公司餐饮 – Contrast to son Bill 与儿子的对比• J. W. Marriott, Jr. ―Bill‖ 儿子 – Same attention to detail 同样注重细节 – Hands-on manager 亲自动手的经理 – More financially driven 更以财务为驱动 – Hotelier first 酒店老板为先 – Recently turned over leadership to non-family member 最近将领导权交给家族外的人
  45. 45. What Did I Admire?我欣赏的素质是什么?
  46. 46. Determining Characteristics 确定性格特点 Your Admired Leaders 你所敬仰的领导
  47. 47. Characteristics of Admired Leaders 令人敬仰的领导特点• Ranking of Characteristics 特点排列 1. Honest 诚实 2. Forward – Looking 前瞻 3. Inspiring 富感召力 4. Competent 能力强• Cross-Cultural Differences跨文化差异 – Korea and Singapore ranked Forward- Looking ahead of Honest 韩国与新加坡把―前瞻‖ 排在―诚实‖ 前面
  48. 48. Exercise I–Group Discussion of Characteristics 练习一、小组讨论性格特点• Brainstorm the characteristics of your Admired Leaders 讨论你所敬仰的领导特点 – Use what has been presented 利用刚才已经介绍的 – Add your own ideas 加上你个人的看法1. List as many as you can as a team 小组尽可能多地列出来2. Determine the top 5 characteristics important to you and your group 确定你和你所在小组认为最重要的五大特点
  49. 49. Exercise II -Establishing an Individual Service Leadership Objective 练习二、确立服务业领导素质培养的具体目标• Focus on one characteristic you want to target and/or improve about your leadership style 注重于你想针对与改善自己领导风格的一种素质特点• Determine three (3) actions you will take to work on this characteristic 确定你针对这个特点要采取的三种行动• 30 Day Follow-up for you to consider 30天的跟进供你考虑 – Write a 1-page summary of what you‘ve done 把你做过的工作总结于一页纸上 – How did you exemplify the characteristic? 你如何例证这种素质特点? – What did you change? 你改变了什么? – How did it work? 效果如何?
  50. 50. Global Leadership 全球领导 What does it take to be a global leader as a company?作为公司领导全球业务需要什么素质?
  51. 51. Addressing Key Questions 强调关键问题• What does it take to go global? 走向世界需要什么素质?• What is global leadership? 什么是全球领导?• How to you get there? 如何达到走向世界之目标?• Putting theory into action 理论付诸实际行动• Where do you go from here?如何从此起步?
  52. 52. Keys to Global Leadership 全球领导的关键• World is Flat– Thomas Friedman 托马斯弗里德曼所著《世界是平的》 – Anywhere & Anyway 仸何地方与仸何方式 – Transperency 透明性• New competencies needed 需要新的竞争 – Today‘s technology 今天的技术 – Gen X and Y X与Y二代人• One-to-One Dialog 一对一的对话 – Customers and Team Members 顾客与团队成员 – Social media as dialog, not advertising 社交媒体而非广告作为对话
  53. 53. How do we get there? 我们如何实现目标?
  54. 54. ‗Blue Ocean Strategy‘―蓝海战略‖ Kim & Marborgne• Red versus Blue Ocean 红海与蓝海• . ―The aim of BOS is not to out-perform the competition in the existing industry, but to create new market space or a blue ocean, thereby making the competition irrelevant‖ ―蓝海战略的目的不是压过现有行 业中的竞争对手,而是创造新的市场空间,或称 蓝海,从而排除竞争对手。‖• Strategy drives structure 战略驱动结构。
  55. 55. ‗Blue Ocean‘ Grid―蓝海‖ 格局
  56. 56. Co-Creation 共同创造 Prahalad & Ramaswamy• Joint creation of value 共同创造价值• Allow the customer to co-construct 让顾客来共同建设• Allow your team to co-construct 让你的团队来共同建设• Continuous dialog 持续不断的对话
  57. 57. Putting theory into action 将理论付诸实际行动
  58. 58. How Do Find Your ‗Blue Ocean‘? 如何找到你的―蓝海‖?• What niche do you fill no one else can? 那个小众市场是你能够填补而别人不能? – Differentiation 差异化 – Customer‘s perceptions, not yours 顾客的看法而非你的看法• People & Service, not just product alone 人与服务,不仅仅是产品 – Who before What and Where 先是―谁‖ 、后是―什么‖ 与―哪里‖ – Lifetime value of the customer 顾客的终身价值• Examples: 例子 – Kimpton Hotels & Restaurants 金普顿酒店与餐馆 – SHTM 香港理工大学酒店及旅游业管理学院
  59. 59. Kimpton Hotels & Restaurants 金普顿酒店与餐馆• ―Every hotel tells a story, every restaurant has a personality‖ ―每家酒店都有其故事,每家餐馆都有个性‖• Business model: hotel and restaurant teams are separate 商务模式:酒店与餐馆团队分开• Uniqueness 特色 – Wine Hour 美酒时光 – Pet Friendly 对宠物友好 – Eco-Hotel Program 生态酒店计划 – Goldfish Bowl 金鱼碗 – Leopard Print Bathrobes 豹纹浴袍• Key – It all comes from customers 关键-都来自顾客的建议
  60. 60. 六大精品酒店连锁1983年,金普顿先生在旧金山开办了第二家酒店,有效开创了美国第一家精品酒店。该集团推动了酒店朝着风雅、个性化服务与个性设计的中小型城市住宿发展。
  61. 61. Award for Best Employer 最佳雇主奖• #16 of top 100 companies in the USA 美国百强公司第十六名• Traditions like the "Housekeeping Olympics," which features blindfolded bedmaking and the "vacuum dash," and a $10,000 employee prize for best service keep this hotel operator from feeling like a big chain ―客房奥赛‖这样的传统职业技能竞赛,如蒙眼铺床与地毯吸尘竞赛, 以及一万美元员工最佳服务大奖使这家酒店酒店经营者感觉不象一个 大的连锁店。
  62. 62. 我们的内部理念 使命 文化 价值观
  63. 63. 我们的内部理念 使命 自我领导 文化 价值观注重、激情、性格、个性、诚信、创意、不断提高
  64. 64. Kimpton‘s ‗Blue Ocean‘ 金普顿的“蓝海” HighADR平均房价 商端 KOR HOTEL GROUP Low 低端 Conventional传统 Boutique精品 Trendy时尚 Product产品
  65. 65. 品牌管理指导者
  66. 66. Robes & Socks 浴袍与袜子• Annual Sales = 20,000 units of each 年销售量=各二万套
  67. 67. Using Co-Creation to Find the ‗Blue Ocean‘ 利用共同创造来找到―蓝海‖• How we created a degree in Convention & Event Management at SHTM 我院如何创办 会展管理专业• Industry and Academic combination 行业与学术相结合
  68. 68. Co-Creation Steps of SHTM Degree 我院学位的共同创造步骤1. Form an industry task force 组建行业任务小组2. Task force co-creation 小组共同创造 – ―What should an entry level manager know to be successful in the industry‖―初级经理需要掌握什么才能在行业 中取得成功‖ – Competencies – Future Leadership 能力-未来领导 – Industry and Academic 行业与学术3. Faculty determination of subjects教师确定课程4. Subject input from task force 小组对课程提出意见5. Reconvened faculty to evaluate results 再召集教师评估结果
  69. 69. Resulting ‗Blue Ocean‘ Strategy 结果的―蓝海‖战略• First program in Hong Kong 香港高校首个会展专业• Planning and venue operations focuses 注重会展策划与场馆经营• Matched to associate degrees from other institutions in Hong Kong 与香港其它院校中的副学士学位相当• Asian perspectives 亚洲人的角度• Real convention/conference planning subject 真正的会展策划专业课程
  70. 70. Where do you begin? 你们从何做起?How do you communicate it? 如何与大家沟通?
  71. 71. Open Leadership Revisited 再谈开放型领导 Company Perspective 公司角度
  72. 72. 10 Elements of Openness 开放型十大要素Information Sharing 信息分享• Explaining 解释• Updating 更新• Conversing 交谈• Open Mic 开怀时间• Crowdsourcing 众包• Platforms 平台Decision Making 决策• Centralized 集权式• Democratic 民主式• Self-managing 自治式• Distributed 分担式
  73. 73. Social Media in Employee and Customer Communication 员工与顾客沟通中的社交媒体• Social Networking Sites• Review Networking Sites检查社交网站
  74. 74. Exercise III – Leadership characteristics/values – Company 练习三-领导特点与价值-公司• Co-creation – Management perspective 共同创造-管理层角度• Brainstorm the characteristics of Guangdong International Hotel Management Holdings Limited 讨论粤海国际酒店管理有限公司的特点 – Consider individual leadership characteristics 考虑个别的领导特点 – Add the vision, values, marketing of company 加上愿景、价值观、公司营销1. List as many as you can as a team 小组尽量列出2. Determine the top 5 characteristics important to you and your group 确定对你及小组最重要的五大特点
  75. 75. Exercise IV – Putting it into action 练习四-付诸于实际行动1. Determine which of the five top characteristics gives you the best chance at a Blue Ocean 确定五大特点中哪一个最能使你在蓝海中找到机会2. Determine how you will communicate it using social media 确定你如何利用社交媒体与大家沟通 – One (1) action to employees 对员工的一项行动 – One (1 ) action to customers 对顾客的一项行动
  76. 76. Keys to Asian Hotel Leadership 亚洲酒店领导的关键 My Perspective of the Blue Ocean 我对蓝海的看法
  77. 77. Lifetime Value of Customer 顾客的终身价值• Understanding of lifetime value of customer, not transaction view – Chinese Guanxi 了解顾客的终身价值,不是交易的观点-中国人讲关系• Revenue and profits by average customer over a lifetime by segment 每个顾客群体(细分)普通顾客的终生收益与利润• Increased average purchase, frequency of visit, life 不断增加的平均购买、访问频率、终生
  78. 78. Asian Principles 亚洲人的原则 ―3 Plus 1 Factor‖“三加一因素”• Respect for elders 尊敬长辈• ―Face‖ “讲面子” – Giving it 给面子• Work before self 忘我工作 – Importance of the status of working for a hotel 为酒店工作地位的重要性• Plus factor: Educational Sponges 附加因素:教育海绵
  79. 79. The Possession of Facts is Knowledge, the Use of Them is Wisdom Thomas Jefferson 知识只是掌握事实, 运用它们方为智慧。 -托马斯·杰弗逊 (美国第二任总统)
  80. 80. To Be Fond Of Learning Is Near To Wisdom 智者乐学 Confucius 孔子
  81. 81. Thank You Xie Xie 谢谢! 84

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