Our MissionTo develop and manage talent to apply that talent,throughout the world, for the benefit of clients to do so in partnership to do so with profit.WPPģH: Hilton, Howard, Herb**Sweat the details!**Stay in touch!**It’s all about the people! We wanted them to wake up every morning excited about a new day at work.” Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome. They were the ones we wanted to make happy. ‘consideration renovation.’ Instead of redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. The guest comes into the picture only when you are ready to ask, ‘Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?’” “We went through the hotel and made a. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. True hostmanship leaders focus on their employees. In fact it wouldn’t be totally wrong to say that the guest has nothing to do with it. “The path to a hostmanship culture paradoxically does not go through the guest. "If you want staff to give great service, give great service to staff."-Ari Weinzweig, Zingerman's “You have to treat your employees like customers.”-Herb Kelleher, upon being asked his “secret to success”Source: Joe Nocera, NYT, “Parting Words of an Airline Pioneer,” on the occasion of Herb Kelleher’s retirement after 37 years at Southwest Airlines (SWA’s pilots union took out a full-page ad in USA Today thanking HK for all he had done across the way in Dallas American Airlines’ pilots were picketing the Annual Meeting)
Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If true-in your mind-then you’re more out of touch than I dared imagine.) Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you in the last week recognized-publicly-one of “their” folks (another function) for a small act of cross-functional co-operation? 9. Have you in the last week recognized-publicly-one of your folks for a small act of cross-functional co-operation? 8. Have you thanked a frontline employee for carrying around a great attitude … today? 7. Have you thanked a front-line employee for a small act of helpfulness … in the last three hours? 6. Have you thanked a front-line employee for a small act of helpfulness … in the last three days? 5. Have you in the last 60-90 days … had a seminar in which several folks from the customer’s operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks? 4. Have you in the last 10 days … visited a customer? 2.
Have you in the last 10 days … visited a customer?2. Hard Is Soft (Plans, #s)Soft Is Hard (people, customers, values, relationships)ġ. “Breakthrough” 82* People! Customers! Action! Values! *In Search of Excellence Pick a general direction and implement like hell”-Jack WelchĮxcellence1982: The Bedrock “Eight Basics” 1. “In real life, strategy is actually very straightforward. “remember to tuck the shower curtain inside the bathtub”
Riyadh/23 October 2010 (Slides/Slides LONG at )Ĭonrad Hilton, at a gala celebrating his career, was asked,“What was the most important lesson you’ve learned in your long and distinguished career?”His immediate answer … My question: Is it an OBSESSIONworthy of the impact it has on enterprise performance? If he lost his sergeants it would be a catastrophe.Įmployee retention & satisfaction:Overwhelminglybased on the first-line manager!Source: Marcus Buckingham & Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do DifferentlyĬapital Asset **Selecting and training and mentoring one’s pool of front- line managers can be a “Core Competence” of surpassing strategic importance.**Put under a microscope every attribute of the cradle-to- grave process of building the capability of our cadre of front-line managers.Ĭapital Asset I am sure you “spend time” on this. If the regimental commander lost most of his 2nd lieutenants and 1st lieutenants and captains and majors, it would be a tragedy. NOTE:To appreciate this presentation, you need Microsoft fonts:“Showcard Gothic,”“Ravie,”“Chiller”and“Verdana”
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