Mike Hohnen

We kicked of the ‘dreaded’ finance module for our Service Management students this week.

Finance is clearly not a favorite subject. But by using the HOTS (Hotel Operation Tactics and Strategy) simulation it all became much clearer, and in the end they had to admit that finance can be fun – well almost.

I find that using the simulation creates a lot of frustration upfront as they get upset at what they can’t do and why it won’t do what they thought it would do – but as they then slowly start the discovery process and see how the quality of their decision from month to month actually improve and thereby improves the the bottom line… well the the smiles come back on their faces.

HOTS is internet based and you can learn more about it here

From HBR by Tony Schwartz – president and CEO of The Energy Project and the author of “The Way We’re Working Isn’t Working”

A 90-Minute Plan for Personal Effectiveness

For nearly a decade now, I’ve begun my workdays by focusing for 90 minutes, uninterrupted, on the task I decide the night before is the most important one I’ll face the following day. After 90 minutes, I take a break.

Read the full article here

This is the approach that is at the core of all our training and development.
Great to see it here as part of what is needed for the future…

From the HBR blog in the series on “Imagining the Future of Leadership”:

…the concept of action-learning programs has been gaining momentum since the 1980s — but it’s never been so vital as it is today. Leaders confronting constant change and great complexity need marketplace experience with the intensity and speed of strategic and organizational change. Leadership development interventions should support these drivers — they’re likely to have the greatest payoff, and they are likely to be the easiest to sell to any CEO contemplating an investment in executive education. Educational initiatives have to become far more customized and tightly integrated with the organization’s strategic agenda; their aim will be to build leadership capabilities while simultaneously facilitating progress towards critical strategic objectives.

Read the full article here

The term ‘Customer engagement’ seems to be popping up in all sorts of places at the moment:

A major shift is underway in the business landscape. For evidence of this transition, one need only read the major papers, such as the New York Times, which recently ran a piece titled “But will it make you happy?” This article argued that consumers are no longer focusing on price, quality, or even service. Now they’re making buying decisions based on the purchasing experience – how the act of buying the product makes them feel. Like never before, customers’ emotions are at the center of business success. Companies who fully engage customers during the purchasing experience are seeing higher profits and better ROI. Joseph Pine is among those who predicted this conversion. This article examines his approach. A review of Pine’s concept of The Experience Economy will be followed by a discussion of which tools businesses need to thrive in this new era of experience-driven growth.

Read the full article here

Here is a brief Video clip that is self explanatory:

Here is a great clip from Robin Sharma – he is not saying something new in fact he is quoting the ol’ master Peter Drucker him self. But this is still an all important message in a world that is shifting at high speed.

Strong workplace climate leads to strong customer service

Based on a survey of 525 food and beverage managers in 40 Asian hotels, the study found that the key factor driving guest service was workplace climate, which involves employees’ understanding of the hotel’s expectations for customer service and how the hotel will reward and support the employees. The study found that a strong workplace climate meant strong customer service. As for employee satisfaction, that too is partly driven by the clear expectations of a favorable workplace climate.

We have been trying to drive home that point for the past 10 years – that basic philosophy is at the heart of our Service Management training based on the principles outlined in the Service Profit Chain.
Only thing I would like to add is that the middle management team is at the core of this. How well they understand and execute will determine if you achieve that kind of culture. So focus on building a strong Management team that is the key – then they will build strong front line teams

Read the full article here Study of Excellence in Customer Service Named 2010 Best Article in Cornell Hospitality Quarterly