Here's how you can effectively lead a hotel or resort: key leadership qualities you need.

Always remember great Hotels are great not because of infrastructure, facilities or impressive architectural marvel, along with that the most important ingredient is personalized service, guest facilitations and good food and beverage operation.

Never stand still, always ameliorate, innovate, implement new strategies, new ways of making things while sticking to fundamental standards. Make unforgettable memories to your Guests. Delight your Team and they will in their turn delight your guests.

Aprendi há muito tempo que a ordem move mas o exemplo arrasta, por isso posso dizer que liderar um meio de hospedagem n?o significa dar ordens de dentro da sala, mas praticar o TBC - tirar a B&nd4 da cadeira e partir para a a??o! Ao que entendo, é obriga??o do líder servir de inspira??o, ser modelo para a equipe e ter conhecimentos práticos que solucionem problemas do cotidiano. Também, que seja acessível aos colaboradores e parceiros mas principalmente aos hóspedes, nossos verdadeiros empregadores. O mercado está acirrado, mas o que n?o muda é o calor humano como diferencial, por isso é necessário engajar a equipe e reclamar menos de m?o de obra. Treine e reconhe?a! Contrate atitudes e desenvolva habilidades, esse é um bom come?o!

Focus on guest satisfaction: Always put guest needs and expectations first. Specific and Concise: Communicate clearly with staff and guests. Lead by example: Set high standards and model the behavior you expect. Stay flexible: Ability to adapt to changing circumstances and guest needs. Budget management: Thoroughly understand and manage hotel finances and finances.

To effectively manage a hotel or resort, having a clear and compelling vision is crucial. This vision serves as the guiding force behind every decision and action, ensuring consistency and alignment across all aspects of operations, guest experience, and employee engagement. It shapes strategic goals, inspires innovation, and fosters a cohesive team committed to delivering exceptional hospitality. A well-defined vision not only sets the direction but also instills a sense of purpose and identity, distinguishing the property in a competitive market while creating memorable experiences for guests.

Boa parte das reclama??es s?o mais um desabafo ou mal entendido (faz parte sermos um pouco psicólogos) mas tirar o filtro e ouvir o que o cliente tem a dizer, é uma fonte imensa de conhecimento e material para melhoria. O cliente que reclama é um prêmio! Ele poderia só sair furioso e acabar com o hotel na internet, entre os amigos... Mas n?o, ele gastou o tempo dele (o qual está sendo pago por ele), para te dar um feed back, uma oportunidade. A gente paga para saber onde estamos errando e ele está te dando grátis! Essa é a oportunidade de reverter a situa??o, de propor solu??es e encantá-lo. Mas aprender a distinguir o que é insatisfa??o real com o que n?o é e até algum oportunismo, tem que fazer parte das habilidades do líder.

I have never lead a hotel but I have worked internationally and in direct contact with General managers so my perspective is somewhat unique and maybe different. Yes, you need listening, empathy, understand the people and all of that but up to a certain level. To be a leader in a hotel business, my experience is that you do not need to be their friend or friendly, all you need to be is fair. Because at the end of the day, employees do not care that you are nice to them (you physically can not be nice to all of them and at the end of the day that in it self will create problems and divide) they do care that they are treated equally and paid fairly. I think fairness and directness is more likely to create loyalty then anything else.

Social competence is pivotal for leadership in hospitality. It involves empathetic communication, team collaboration, and guest-centric decision-making. Effective leaders in hotels prioritize staff well-being, fostering a positive work environment that enhances service quality. They adeptly handle diverse guest needs, resolving issues with tact and ensuring exceptional experiences. Socially competent managers inspire loyalty, both from guests and employees, cultivating a reputation for excellence and hospitality that exceeds expectations in every interaction.

Decisive action is essential for effective leadership in hospitality. Hotel managers must swiftly assess situations, make informed decisions, and implement strategies to ensure seamless operations and guest satisfaction. This proactive approach fosters a dynamic environment where challenges are met with confidence and efficiency. Decisive leaders inspire trust and motivate teams to perform at their best, elevating service standards and achieving organizational goals with clarity and resolve.

Financial acumen is critical for leadership in hospitality. It involves astute budgeting, cost management, and revenue optimization strategies. Effective hotel managers analyze financial data to make informed decisions that maximize profitability while maintaining quality service. They implement efficient resource allocation and monitor financial performance closely to adapt strategies as needed. Financially savvy leaders in hospitality ensure sustainable growth, investment in guest experience, and resilience against economic fluctuations, thereby securing long-term success for the hotel.

"Quem n?o senta para aprender, jamais ficará em pé para ensinar." desconhecido. Devido às diferentes gera??es e oportunidades, é comum encontrar colaboradores academicamente mais preparados do que lideres. Para o "chefe", isso é um perigo, tem que demitir ou abafar para n?o brilhar mais que ele. Para o pregui?oso, uma maravilha pois terá a quem pressionar, delegar, exigir até que esse se esgote e abandone o barco. Mas para o sábio, uma oportunidade de trocar conhecimento, de aprendizado mútuo e de somar para que o empreendimento decole. Conhecimento definitivamente n?o se resume ao acadêmico, mas igualmente n?o pode se limitar ao prático, por isso desenvolver-se é fundamental assim como motivar sua equipe a fazer o mesmo.

Aquela história de passar tudo pelo gerente acabou faz muito tempo, te contaram? Tecnicamente falando, o gerente n?o pode ficar alheio às decis?es de seus lideres, até para poder orientar, corrigir e contribuir com o crescimento de cada um, mas o líder de área é o maior especialista de seu departamento, portanto como tal deve ter a capacidade de responder por ele. Mas n?o basta responder pelo departamento, tem que ter uma equipe confiável, madura e coesa para sustentar a opera??o e as melhorias necessárias, equipe a qual ele deve sempre desenvolver, treinar, escutar, colaborar e se preciso defender, pois através dela que "as coisas acontecer?o".

Smarter people than me have written volumes on the topic of leadership, but if I were to point people to my favorite, it would be chapter 2 of "Good to Great" by Jim Collins. All I would add to his definition of what defines the bet leaders in the world in any type of organization is Self Awareness. The ability to know how your actions impact you, your team, and any others in your orbit (peers, clients, etc...) While all of the traits, skills, or process on this list can be valuable, in the context of Hotels, a list like this gains added complexity as the type of leader who is best suited for opening a new property is not the same as one who is running a well established property, or the type needed to rescue a struggling venue.