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Mentoring To The Max
Mentoring To The Max (Part 2)
Mentoring To The Max : Requisition the resources your team needs. When you need additional systems, equipment, or even staff, documents your need in advance before requesting it. Show upper management how these resources can improve service or enhance profits.
Avoid “reading the headlines” and knee-jerk reactions to atypical incidents. Look at each associate’s overall performance long-term. Research even seemingly obvious situations before jumping to a conclusion about who dropped the ball or why.
Be consistent in applying standards. Avoid “superstar slippage” that can occur when top performers are allowed to routinely cut corners based on their legendary service of the past.
Pitch-in as needed during peak demand periods. Stay tuned into the daily cycle of service and anticipates the potential bottlenecks and gridlocks in advance. By pitching-in momentarily during these situations you can not only improve guest service efficiency but also demonstrate moral support for your troops.
Complete performance reviews on time and with proper consideration. Remember what an impact the review has on each associate’s individual career and be diligent in completing them. Log notes about staff performance in a book or file over the course of the year versus trying to remember it all come review time.
Manage upward effectively to secure long-term change. Front-line supervisors are the connection between the ivory towers of management and daily life in the trenches. Make sure that upper management is kept aware of not only the daily successes but also the daily challenges occurring for the staff, versus telling them only what they want to hear, only when they are asking to hear it.
Try not to get called on your day off. One might think that the supervisor who receives calls day and night at home to help out his staff gives the most to his hotel. But a truly successful supervisor is the one whose team is so effective at getting by on their own that they don’t need to call for help.
Most importantly, leave your own personal brand service mark. Wherever you are working at this moment, do everything you can to assist your hotel on its journey to excellence, right here, right now. Whether expecting to be there six years or six months, contribute every shift, every week, every month in every way you can to making your property better upon your departure than it was on your first day.
Maximize every chance to mentor those who report to you, and know that the rewards can be great when you one day look back at the number of successful hospitality careers that have been launched under your watch. Mentoring To The Max
By: Doug Kennedy
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