Editorial Board   Guest Author

Mr. Gatlin

Douglas Gatlin

Chief Executive Officer, Green Seal

In January 2018, Doug Mr. Gatlin became CEO of Green Seal, the nation's first organization dedicated to creating a safer healthier environment through market transformation.   Prior to joining Green Seal, Mr. Gatlin spent 25 years in the energy efficiency and sustainability field where he became one of the world's foremost experts in the design, development and promotion of market transformation programs and environmental certifications.

Mr. Gatlin held leadership positions with both the U.S. Green Building Council's (USGBC's) LEED Program, and with EPA's ENERGY STAR Program. At USGBC, Mr. Gatlin led the development of standards for existing buildings, schools, the retail sector and hotels. He also launched the LEED Volume initiative, tailored to the needs of large national and global real estate portfolios.

During his 12-year tenure at USGBC, Mr. Gatlin also served as Senior Vice President for LEED Certification and Professional Credentialing at the Green Business Certification Institute, sister organization of USGBC. At EPA, Mr. Gatlin was part of the original team that formed the ENERGY STAR Buildings program, where he launched the first national energy certification program for Schools as well as State and Local government buildings. He has spoken extensively on energy performance in buildings, sustainable corporate portfolios, LEED, environmental certifications and green products. During his career, Mr. Gatlin has relied on a mix of technical and policy expertise to solve problems and identify new opportunities.

Mr. Gatlin holds a B.S. in Political Science from Duke and an M.S. in Energy and Environmental Policy from Georgetown.

Please visit http://www.greenseal.org for more information.

Mr. Gatlin can be contacted at 202-872-6400 or dgatlin@greenseal.org

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.