What are effective ways to get staff buy-in on new hospitality service innovations?

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In the hospitality industry, innovation is essential to stay ahead of the competition and meet the changing needs and expectations of customers. However, introducing new service innovations can be challenging, especially if your staff are not on board with the changes. How can you get your staff to buy-in on new hospitality service innovations and make them part of your success story? Here are some effective ways to do so.

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1 Involve your staff

One of the best ways to get your staff to buy-in on new service innovations is to involve them in the process from the start. Ask for their input, feedback, and suggestions on how to improve your service offerings, and listen to their concerns and questions. By involving your staff, you can show them that you value their opinions and expertise, and that you are not imposing changes on them without their consent. You can also create a sense of ownership and responsibility among your staff, and motivate them to implement the innovations with enthusiasm and commitment.

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Gijsbertus J.J. van Wulfen

Award winning innovation keynote speaker helping you to create innovative mindsets at your event and your organisation. Contact me for a proven innovation method to double your effectiveness in 2025.
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WENNOVATE instead of INNOVATE The main reason why innovation projects get stopped is according to a linkedin poll: ‘LACK OF MANAGEMENT BUY-IN. That’s why in my experience as facilitator of 100+ projects you should better WENNOVATE instead of INNOVATE. Let me explain… Innovation is a long journey with high uncertainty. That’s why you should get all your internal - and external partners and the decision makers aligned as from the start, agreeing all on both your assignment and process. When you WENNOVATE in the way your project will be based on: - commitment, - trust, and - openness. Check out the FORTH innovation methodology, which combines design thinking with business thinking, which is based on this WENNOVATE principle.

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Alexander Sheikh

Operations Excellence Consultant
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To engage the stakeholders in the change there is one question that we must be ready to answer, "What's In It For Me" (WIIFM). Preparing a good answer to this question will help the staff (stakeholders) to understand how will the change benefit them or make their work easier. Through which they can understand why are we making the change now. To answer this simple question we need to understand how the staff see their role and what they see as important, only then can we start to address the concerns and answer the WIIFM question.

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2 Communicate the benefits

Another way to get your staff to buy-in on new service innovations is to communicate the benefits clearly and convincingly. Explain why the innovations are necessary, how they will improve your service quality and customer satisfaction, and how they will benefit your staff in terms of skills, rewards, and opportunities. Use concrete examples, stories, and testimonials to illustrate the positive outcomes of the innovations, and address any potential drawbacks or risks. By communicating the benefits, you can help your staff to see the value and relevance of the innovations, and to overcome any resistance or skepticism.

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3 Provide training and support

A third way to get your staff to buy-in on new service innovations is to provide adequate training and support to help them adopt and adapt to the changes. Provide your staff with the necessary knowledge, skills, and tools to use the innovations effectively and efficiently, and offer them ongoing coaching, feedback, and guidance. Recognize and reward your staff for their efforts and achievements, and celebrate their successes and milestones. By providing training and support, you can ensure that your staff are confident and competent in delivering the new service innovations, and that they feel appreciated and empowered.

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Alexander Sheikh

Operations Excellence Consultant
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Providing training and support is key to implementing change, however we need to have a detailed understanding of the current process from the user's point of view be able to clearly identify how the new process will differ and what additional skills the users will need to effectively manage the process. Especially when it comes to adding new technology we need to consider simple things like the size of the text (is it easy to read), what if the user selects the wrong option (can they easily get back to the starting point) and is the equipment ergonomically designed (the buttons are too close making it easy to select the wrong option) for the users as well as how the process will work.

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4 Encourage collaboration and feedback

A fourth way to get your staff to buy-in on new service innovations is to encourage collaboration and feedback among your staff and with your customers. Create a culture of teamwork, learning, and innovation, where your staff can share their ideas, experiences, and best practices with each other, and learn from their peers and mentors. Solicit and act on feedback from your staff and your customers, and use it to improve your service innovations and address any issues or challenges. By encouraging collaboration and feedback, you can foster a sense of community and engagement among your staff, and enhance your service innovations and customer relationships.

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5 Lead by example

A fifth way to get your staff to buy-in on new service innovations is to lead by example. As a hospitality leader, you need to demonstrate your commitment and enthusiasm for the new service innovations, and show your staff how they align with your vision, mission, and values. Be the first to try out the innovations, and show your staff how they work and how they benefit you and your customers. Be open to feedback and learning, and acknowledge your mistakes and failures. By leading by example, you can inspire and influence your staff to follow your lead, and to embrace the new service innovations with passion and pride.

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Alexander Sheikh

Operations Excellence Consultant
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One way to start leading by example is to conduct a pilot of the project in one specific area of the business to prove the concept and show the tangible results for all to see. Especially when the change is complex and the results are not obvious to everyone. The pilot will also help to answer the most common question I have been asked and that is, "we don't have the time for this change".

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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What are effective ways to get staff buy-in on new hospitality service innovations?

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1 Involve your staff

2 Communicate the benefits

3 Provide training and support

4 Encourage collaboration and feedback

5 Lead by example

6 Here’s what else to consider

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