The General Manager's Dilemma: Navigating Peak Season in the Lake District

As the school summer holidays approach, hotel general managers in the Lake District are bracing for the busiest time of the year. This picturesque area, now a UNESCO World Heritage site, sees demand outstrip supply, making the summer season crucial for the success and profitability of local hospitality businesses. However, this period also brings challenges which often pulls GMs back into the operational fray.

Hospitality operates on tight margins, and the past few years have only intensified the pressure. Rising costs due to the living wage, utilities, and raw materials, coupled with the current labour shortages exacerbated by Brexit, have pushed many businesses to the brink. In such a precarious environment, the success of the summer season can be the deciding factor for a business's viability.

It's not uncommon for GMs to roll up their sleeves and dive into the day-to-day operations during these peak times. The immediate need to 'firefight' can seem unavoidable, especially when the team is stretched and customer expectations are sky-high. But is this the best approach? Does it truly serve the long-term interests of the business?

In my view, the answer is no. While it might seem necessary, GMs getting sucked back into operations can detract from their primary role: managing the business strategically. The GM’s highest value is in their ability to see the big picture, plan for the future, and ensure the smooth running of all aspects of the business. When they are drawn into daily operational tasks, their focus shifts away from strategy, which can lead to missed opportunities and a lack of forward planning.

The key issue often lies in resource allocation. It’s tempting to attribute operational shortfalls to a lack of manpower, but the real problem might be deeper. Effective management means having the right processes and systems in place to handle peak times without requiring the highest-paid employees to step in and manage routine tasks. This might involve better staff training, more efficient operational procedures, or investing in technology to streamline operations.

By focusing on process improvement rather than just addressing immediate tasks, GMs can ensure that their presence in operations is the exception, not the norm. This allows them to concentrate on leadership, strategy, and planning, which are crucial for long-term success.

In conclusion, while the temptation to 'firefight' during peak times is understandable, it’s not the most effective use of a GM’s skills and time. Instead, by improving processes and systems, GMs can ensure their businesses run smoothly, even during the busiest times, allowing them to focus on what they do best: leading and managing for future growth and sustainability.