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Hotel Service Leadership
This document discusses developing service leadership. It begins with a quote about how what got you to where you are today is not sufficient to keep you there. It then provides an agenda that will cover characteristics and types of leadership, open leadership, service leadership, profiles of admired leaders, global leadership, and putting global leadership into practice. It discusses general leadership characteristics from best-selling books and academics. It also covers open leadership, service leadership characteristics, profiles of service leaders in hospitality and tourism, and how to nurture service leadership.
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Hotel Service Leadership
- 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. What Ever ItWas That Got You To 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
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- 4. What We WillCover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. General Leadership Characteristics 领导的一般特点 Best Sellers & Academics 最佳销售员与学者
- 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. Hedgehog – ThreeCircles 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. 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. Conclusions 结论 • Noone 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. 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. Creditability 可信度 • Foundationof 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. 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. New Rules ofOpen 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. 10 Elements ofOpenness 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. Four Goals DefineOpen 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. 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. 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. Who Supports OpenLeadership? 谁支持开放型领导？ Collaborative 合作 Independent 独立 Pessimist Optimist 悲观者 乐观者
- 19. Other Leadership Stylesand 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. Service Leadership Characteristics 服务业领导特点
- 21. Qualities of ServiceLeaders – 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. 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. 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. 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. How You CanShow 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. How You CanShow 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. 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. Teamwork 团队精神 • Underlyingvariable 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. Winning People tothe 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. Winning People tothe 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. 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. 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. Profiles of ServiceLeaders Hospitality & Tourism 酒店旅游服务业领导的背景情况
- 34. Drivers of CEOReputation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. Top 5 QualitiesEmployees 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. 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. 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. Admired Hospitality IndustryLeaders 受人敬仰的酒店业领导
- 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. 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. 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. My Most AdmiredLeaders 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. 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. J. Willard andBill 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. What Did IAdmire? 我欣赏的素质是什么？
- 46. Determining Characteristics 确定性格特点 Your Admired Leaders 你所敬仰的领导
- 47. Characteristics of AdmiredLeaders 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
- 49. Exercise I– Group Discussionof 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
- 50. Exercise II - Establishingan 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？
- 51. 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？
- 52. 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？
- 53. Keys to GlobalLeadership 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
- 54. How do weget there? 我们如何实现目标？
- 55. ‗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。
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- 57. 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
- 58. Putting theory intoaction 将理论付诸实际行动
- 59. How Do FindYour ‗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
- 60. 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
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- 62. Award for BestEmployer 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。
- 63. 我们的内部理念 使命 文化 价值观
- 64. 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
- 65. Kimpton‘s ‗Blue Ocean‘ 金普顿的“蓝海” High ADR平均房价 商端 KOR HOTEL GROUP Low 低端 Conventional传统 Boutique精品 Trendy时尚 Product产品
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- 67. Robes & Socks浴袍与袜子 • Annual Sales = 20,000 units of each 年销售量＝各二万套
- 68. Using Co-Creation toFind 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
- 69. Co-Creation Steps ofSHTM 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
- 70. 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
- 71. Where do youbegin? 你们从何做起？ How do you communicate it? 如何与大家沟通？
- 72. Open Leadership Revisited 再谈开放型领导 Company Perspective 公司角度
- 73. 10 Elements ofOpenness 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
- 74. Social Media inEmployee 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
- 77. 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
- 78. 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
- 79. Keys to AsianHotel Leadership 亚洲酒店领导的关键 My Perspective of the Blue Ocean 我对蓝海的看法
- 80. Lifetime Value ofCustomer 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
- 81. 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
- 82. The Possession ofFacts 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）
- 83. To Be FondOf Learning Is Near To Wisdom 智者乐学 Confucius 孔子
- 84. Thank You XieXie 谢谢！ 84
Editor's Notes
- #4 Ben – Perhaps you can create another balloon with the text
- #5 The first half of the day will focus on leadership characteristics of the individual manager. It will end with a group and then individual exercise to establish future actions. The second half of the day will be devoted to the company and establishing global leadership. It will also end with a group exercise on what values/characteristics make this group unique and should be the focus of both customer and employee actions.
- #6 What are the characteristics academics and best selling authors have identified that make for successful leaders?
- #7 The keys are: 1) first who or people, 2) focusing on one big thing, 3) leadership characteristics of Level 5 leadership
- #8 Foundation of strategy for Good to Great companies. Will come back to this in the afternoon
- #9 Research on different approaches to leading.
- #10 Findings, no one what is best is key. Also, it is not about personality, so any personality could work, but it must be clear, consistent and there has to be a commitment. Where we will try to go with each of you today.
- #11 This research was the basis for my doctoral dissertation. Particularly related to creditability. Note Posner is Dean of Santa Clara University where my son got his MBA, met him at his graduation.Key points:Model the WayClarify values by finding your voice and affirming shared idealsSet the example by aligning actions with shared valuesInspire a Shared VisionEnvision the future by imaging exciting and ennobling possibilitiesEnlist others in a common vision by appealing to shared aspirationsChallenge the ProcessSearch for opportunity by seizing the initiative and by looking outward for innovative ways to improveExperiment and take risks by constantly generating small wins and learning from experienceEnable Others to ActFoster collaboration by building trust and facilitating relationshipsStrengthen others by increasing self-determination and developing confidenceEncourage the HeartRecognize contributions by showing appreciation for individual excellenceCelebrate the values and victories by creating a spirit of community
- #12 This is one of the key characteristics, at least to me.
- #13 A new way to look at leadership. This theory of leadership moves us to the 21st Century and the use of technology in managing people.
- #14 Points on the items aboveEqual relationship, once you believe itToday is from what you sayHumility comes from curiosity
- #15 Explaining creates buy inUpdating - keeping people in the “loop”, using blogsConversing – employee and customer (Linkedin) – know how and innovative centerOpen Mic (means microphone) – videos of best practices Crowdsourcing – MPI program for WEC examplePlatforms – social mediaDistributed is hybrid form of decision making
- #16 Learn – employees, customers and partnersDialog – internal and externalSupport – pre and post
- #17 Watching 观看= website 网站Sharing 分享= microblog微博 – SinaWeibo新浪微博Commenting 评论= Trip Advisor, Dao Dao到到, Open Rice 开饭啦Producing 产生= Blog博客, Video sharing 录相分享Curating指导= Wiki维基
- #18 Note where China stands on all levels, but particular on the key actions areas. This should be an indicator for you.
- #19 Perhaps the most ideal with be the realist/optomist from an Open Leadership perspective
- #20 So may different theories, styles, behaviors, which one should you choose?
- #21 What we’ve discussed to this point are general characteristics and theories, but now I want to get more specific to our industry, the service industry
- #23 First, service vision. I’ll focus on examples of these and later connect them to my admired leaders. I’ll also discuss the differences between visionaries and idealists and my own concept of “delusionaries” related to those who make commitments without any sense of what can really be done.
- #24 Again, I’ll use examples of this.
- #25 I’ll relate this back to my admired leaders later too
- #26 How you can show your passion in our industry
- #27 Continued
- #28 This goes back to the concept of credibility I think
- #29 Ben - I will read Lesson from Geese that a sent to you
- #33 One of the most important keys for all good managers to be leaders is promoting the right people. Footprints in the sand means what they’ve done before is an indication of where they will go
- #34 Let’s look at some profiles of specific leaders and each of his/her characteristics that made them good leaders. They should begin to focus on what is best for them at this point.
- #35 Some findings related to CEO reputation
- #36 Non-academic study done by Burwash on what employees want in a GM
- #37 More specific to leaders in hospitality. Some key findings from an academic study.
- #38 Best practices research with more characteristics.
- #40 CEO of Starbucks who returned after a 8 year absence to turn Starbucks around
- #41 Former CEO and Founder of Four Seasons. What someone else wrote about him
- #42 A very unique, but successful hotelier with a Cornell degree who started with budget hotels, but now has his name on a leading hotel school in the USA.
- #43 These are my most admired leaders.
- #44 Background on him. I’ll highlight what you told me of his dream for hotels in Mainland.
- #45 Father and son. Bill, son, just stepped down as CEO of the company.
- #46 I’ll connect this to Berry’s service leadership areas.
- #47 Lead in to the morning exercise. Get them thinking of how their admired leaders are and why.
- #48 One study comparing different hoteliers from North America and Asia.
- #49 Ben - I don’t think you can translate this. This was a brainstorming session of a DHTM class.
- #50 This is where they go to work in teams. I want them to use their laptops and create a PPT slide of the top 5 to be presented to the group.
- #51 Exercise 2 is individual. I want them to focus on what they will do to improve their leadership abilities. I’ll have them share it with their teams as each will make a commitment to their colleagues.
- #52 This begins the afternoon session, which will be about how to take the leadership of the hotel group to a global level. Taking the leadership characteristics of the individual leaders and connecting it to the corporate values.
- #53 What will cover in the afternoon. Important to understand it will be connected to the morning individual leadership characteristics.
- #54 Need to consider the world we live in today and the connectivity of the younger generations. Use technology to create a dialog is going to be important to both the customer and the employee.
- #55 Establishing a map to getting there. Blue Ocean Strategy, Co-creation, Social Media.
- #56 What is BOS and why is it important, differentiation!
- #57 Need to recognize the areas, or in this case the leadership characteristics, which on a corporate level might be expressed as values. Finding the areas to differentiate or where the Blue Ocean lies.
- #58 The best method I know of getting there. In a pure sense, we would include what are employees think and what the customer thinks, but today we are just going to concentrate on the first step, the management.
- #59 How do we put this in the hotel industry context. Let’s look at some examples of best practices in this regard.
- #60 Finding the Blue Ocean – Key is people and service, not physical product. Connecting back to Jim Collins Who before What and Where. More to come later on lifetime value of the customer, but here what it means is how we view the customer/employee interpersonal communication.
- #61 Kimpton Video - http://www.bloomberg.com/video/74131056/ - won’t show this, unless I have time because it is all in English, but it gives good background on company.
- #62 How they’ve been rated
- #63 Not only viewed highly by customer, but also the employee. Key to global leadership
- #64 Their internal positioning with employees. I’ll highlight the values in the next slide.
- #65 Values are the corporate expression of the leadership characteristics from this morning’s session.
- #67 Some celebrity uniqueness. Creating their own Blue Ocean
- #68 Popular with the guest.
- #69 How do you create a Blue Ocean, an example of SHTM’s Convention and Event Management degree. This involved a co-creation with industry. In the case of a hotel group, it would be the customers and employees joining the process
- #70 Steps we took and the overarching question that started the process. I’ll discuss how we did it in stages.
- #71 Results and now the enrollment for the past 3 years is the key measurement of it’s success so far.
- #72 So how do we start the Co-Creation process for your hotel group. Then, how is it communicated.
- #73 Revisiting Open Leadership, because I think it is a key to today’s generation workforce in Mainland for certain.
- #74 Going back and equating this to the company and it’s values now, not just the individual manager.Explaining creates buy inUpdating - keeping people in the “loop”, using blogsConversing – employee and customer (Linkedin) – know how and innovative centerOpen Mic (means microphone) – videos of best practices Crowdsourcing – MPI program for WEC examplePlatforms – social mediaDistributed is hybrid form of decision making
- #77 The broad scope of the Mainland online community. Connecting to the employee is the real key to our thinking today.
- #78 This exercise will get them back to their computers again to brainstorm the leadership characteristics of the company or values. We’ll start the process for you with a management co-creation session today. Looking back at this morning’s leadership characteristics, which ones should/could be values for the company. Is there anything else we’ve missed? Develop the top 5 to present in a PPT for each group.
- #79 Need to consider Open Leadership. How will you, as a company, now put this into action using the social media and technology present today. One action for the employee and one for the customer from each group. Again, we’ll present these in a PPT format.
- #80 Wrap-up, summary with my perspective on some key factors that give Asian hotel leadership a start on the Blue Ocean.
- #81 As mentioned earlier, it is all about the innate understanding of the concept of the lifetime value of the customer by the Asian culture. This leads to the understanding of how this is an advantage to the business.
- #82 My summary of Asian principles, that are particularly important in the development and training of the Asian employee. Thus, the final determinate in how you can be the employer of choice through the individual leaderships characteristics and company values.