Editorial Board   Guest Author

Mr. Glasser

Marc Glasser

Managing Director, RM LLC

Marc Glasser is the Managing Director of RM (Protection Risk Management) LLC. RM LLC provides security, business continuity, and emergency management services spanning the protection of life, operations, assets and stakeholder value. He directs risk management, security, and business continuity programs (including business impact and supply chain analysis) to mitigate vulnerabilities, including natural (e.g., floods, earthquakes, hurricanes), technical (e.g., utility service disruptions, hazardous materials incidents), and intentional (e.g., terrorism, theft, espionage). Mr. Glasser also directs security, crisis and emergency management training, exercises, and evaluations. His risk management program evaluations are comprehensive and assess organization-wide, single point of failure, and site-specific variables in terms of financial (e.g., cost-benefit, profit and loss implication), stakeholder, and operational feasibility. Mr. Glasser is a former US Department of State Special Agent and a graduate of the Federal Law Enforcement Training Center. He holds a U.S. Government Top Secret security clearance and has worked in over 90 countries. Mr. Glasser has presented at national and international conferences. He participates on multiple professional associations and academic boards. His publications include industry and academic peer-reviewed journal articles. He holds a Master of Science Degree in Crisis and Emergency Management from the University of Nevada, Las Vegas and a Bachelor of Science Degree in Law Enforcement and Police Science from Sam Houston State University. He is an Adjunct Professor at the University of Nevada, Las Vegas, University of Maryland University College, and Henley-Putnam University. Mr. Glasser's professional accreditations include: CORE (Certified Organizational Resilience Executive, The International Consortium for Organizational Resilience); CPP (Certified Protection Professional, ASIS International); CEM (Certified Emergency Manager, International Association of Emergency Managers); CMAS (Certified Master Anti-Terrorism Specialist, Anti-Terrorist Accreditation Board); and ABCHS Fellow (American Board for Certification in Homeland Security Fellow). Additionally, he is Homeland Security Exercise and Evaluation Program (HSEEP) and HSEEP Train-the-Trainer Certified by the U.S. Department of Homeland Security and FEMA Continuity of Operations (COOP) Planner's Train-the-Trainer Workshop Certified.

Mr. Glasser can be contacted at 702-809-3434 or mglasser@rmllc.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.