Albert Einstein said, “Setting an example is not the main means of influencing another, it is the only means.”
Always keep in mind the consequences of your own behavior as a leader:
- If you are not loyal to your employees, they will not be loyal to you.
- If you do not respect your employees, they will respond in kind.
- If you don’t care about your employees, they won’t care about you or your endeavors.
- If you don’t look out for their interests, they won’t look out for yours.
- If you don’t treat your employees with respect, they will not treat you or our members with respect.
- If you are abusive to employees, the good ones will leave; only the poor ones will stay.
- Remarkable service is all about attitude; treating employees badly fosters bad attitudes.
“A leader leads by example, whether he intends to or not.” - Unknown
Your example sets the standard for all your employees. Don’t blame them if they don’t have high standards.
Thanks and have a great day!
Ed Rehkopf
This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers — those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.
Club Resources International - Management Resources for Clubs!
But as strong as she was in finding new business, she was even stronger at building those key relationships with hotel department heads and line employees enabling her to ensure that promises were kept and expectations met. Inevitably things would fall through the cracks and some meeting room was not set up properly for one of her clients. Maggie, because she always double-checked arrangements, would find the problem and seek help to correct it. Because she had taken the time to develop good working relations with the housekeeping, maintenance, and banquet staffs, she never had problems finding someone willing to help. As one porter said of her, “She always asks so nicely, there is no way to say no.”
So what are we really talking about when we speak of the soft stuff? In short, it’s the people skills – those aptitudes and abilities used to get the most out of our human assets. It encompasses all of those things we talk about when discussing leadership – the highly nuanced interactions with a diverse workforce that result in motivation, morale, enthusiasm, focus, commitment, initiative, productivity, teamwork, organizational cohesiveness, and group success.
The “hard stuff” – the buildings, golf course, and other amenities are certainly important to a successful club experience. But without the soft stuff they are just expensive shells and monuments, lacking in the reassuring warmth and human touch that is the heart of hospitality and service.
The customer is King. The only perception of quality, service, and value is the customer’s. Hospitality managers must learn as much as possible about their customers in order to meet their needs and wants – where they come from, why they come to your establishment, what are their expectations, what do they like or dislike about your property, what are their complaints, what would they like improved?
In addition to possessing integrity and demonstrating competence, leaders must also be consistent in their values and vision. Such consistency requires a foundation of principles for one’s actions and a well-developed guide for how to proceed. Followers will quickly lose confidence in an erratic leader or one without a clear and compelling vision.
People often speak of an especially effective leader’s charisma – that somewhat mysterious ability to connect with people in a profound and moving way. We can all think of leaders, usually on the national or international stage, who possessed charisma. Some names that come to mind include Eleanor Roosevelt, with her quick wit and commitment to social equity, and Ronald Reagan, called the “Great Communicator” for his skill in connecting with people. More recently we recognize Oprah Winfrey and her engaging manner with people from all walks of life and Barack Obama for his undeniable ability to move audiences with his presence and oratory.
Jim Collins says that people “want to be involved in something that just flat-out works,” but I believe it is something more. I believe that people have a great need to connect with or serve something larger than themselves. Whether it’s building a skyscraper, embarking on a campaign to eradicate hunger, working on the design of an award-winning advertising campaign, or even dressing in favorite NFL team colors and attending all the home games – people need to connect to a larger purpose or endeavor.
I believe the simple concept at the heart of this book is arguably the single most important guarantor of success in any relationship, certainly in the personal arena, but beyond that in any organization or business enterprise. Such well-known leadership authors as John C. Maxwell, Brian Tracy, and Warren Blank have all recognized the central role of relationships in any attempt to lead. As Maxwell said, “People who are unable to build solid, lasting relationships will soon discover that they are unable to sustain long, effective leadership.”