Editorial Board   Guest Author

Ms. Friedman

Laurie Friedman

Founder & Chief Executive Officer, Strategic Business Consulting

Laurie Friedman is founder and CEO of Strategic Business Consulting, an independent consulting firm in Bethesda, Maryland. SBC provides both strategic and tactical tools to enhance leadership development and improve organization, team, and individual performance. Ms. Friedman holds a Master's Degree in Human Resources and Organization Development from The George Washington University and she is a certified Myers Briggs Type Indicator, DISC and Action Learning facilitator.

Ms. Friedman is a certified executive coach, change strategist and business consultant with over a decade of experience working with organizations to design and develop results-focused strategies to improve business results. Her clients have included senior level executives to line managers from diverse organizations including numerous non-profits.

Ms. Friedman is a results-focused business coach, trainer and facilitator with a proven track record. She is known for effectively partnering with C-level executives to improve personal effectiveness and team alignment. She incorporates a high-touch, targeted, facilitative approach to leadership development training, business coaching, change strategies, and strategic thinking. Ms. Friedman has designed, developed and delivered dozens of high impact leadership development programs from new supervisor training to creative leadership, conflict management and team-building workshops. In 2015 Ms. Friedman was awarded the Sherpa Coach of the Year award in recognition of mastery and advancement of Sherpa Coaching. (www.sherpacoaching.com).

Her work on compassionate leadership has led her to develop tools and strategies to help leaders learn to not take things personally and have a more positive attitude at work.

Please visit http://sbcstrategy.com for more information.

Ms. Friedman can be contacted at 301-320-3960 or laurie@sbcstrategy.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.