How to Be a Good Boss... Why You Should Care

By Sandy Heydt Director of Sales & Marketing, The Logan, Philadelphia's Hotel | May 19, 2010

Now think about the good bosses you have had. I hope you have had at least one in your career. Why were they good? Why was the experience working for them so invigorating and memorable? Wouldn't you like to create such an environment for anyone under your area of supervision?

It doesn't matter if you have large numbers of people reporting to you or if you are a manager in a small organization with just one administrative assistant - everyone who interacts with others in a supervisory role should focus on making the environment around them supportive and motivating. In the long run, there is no other way to reach your goals.

People are an organization's most valuable resource, more important than the computers they work on; more important than the buildings they work in; and ultimately more important than the clients they serve. Without them, you would not have a business and without happy and motivated staff, your business cannot grow and be the leader in your competitive set.

There are a few areas that I have found are non-negotiable in being a good boss and creating an environment of achievement.

Treat people with respect.

I am always amazed that so many people don't treat others "below" them in the pecking order with respect. Think about how you treat your clients or boss and then remember that there is no reason you shouldn't treat your direct reports in the same manner. People who work for you have to accomplish goals that determine whether or not you are successful. How about a simple please and thank you for starters?

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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.