What makes the “Best Hotel General Manager”?

What makes the “Best General Manager”?  Last week a LinkedIn associate posed this question. Many did comment. As I was reading along many of the colleague’s comments, I was smiling all the way!

I might name who is the best GM.

I guess one of the nice things about being in the hotel industry- it gives one the ability to reflect back on the many great (or not so great) people who have shaped and influenced not only our career and also, our personality. As I have been exposed to many different managers and their management styles, I was bound to answer the question in the head-line my way. 

While Management styles contrasts, they all had something to offer if we paid attention. Everyone has something to offer IF we are looking to learn from them. 

I would like to think that I learned something from each and every one I have ever worked with Even if it was only to decide which traits I did/ did not want to emulate. I could probably write an entire book detailing actions and styles of the worst of these managers, but most people don’t recognize their own bad traits, even if outlined in an article, so that would be unproductive!

Environments certainly have impact on success; outstanding hotels can produce successful managers. But what traits make a good manager rise above given environments; creating success where there was none and creating even greater success where it already existed.

So, the “Best Hotel General Manager” I ever met accepts responsibility for top-line.

All too often, I have heard managers complain how they would have made more profit if only they had more top-line revenue; (as if hinting that increased revenue was out of their control). The fact is that many general managers feel a separate from their hotel’s revenue lines. Ironically, this most often occurs when revenue levels are heading south! Accepting ownership of poor revenues as well as healthy revenues is a significant sign of a good general manager. 

The best general manager I ever met takes responsibility for revenue production, whether or not he/she has a separate sales team. The best general manager is the true sales leader at the hotel; involved in every aspect of generating business. The best general manager leads morning sales meetings; displaying his/her personal involvement. The best managers know their top producing clients and contribute to servicing them – PERSONALLY!

For hotels lucky enough to have a sales team (as for my colleagues in the ME), the best general manager takes on specific hotel sales accounts; both, to be involved in larger accounts, and be an example to the sales team. Sales leadership is the most important general management role. 

Much have been said or written of complementary skills and work of hotel sales teams, but little is said about the role of general managers in the sales process! We have all seen how easily a poor general manager can negatively influence even the best people on their staff. By contrast, there are many average team members that have been led to success by great general managers. 

I always found it interesting to see whether or not a general manager got involved in sales training programs. Anyone who has done property sales training can tell you how seldom general managers participate in these programs.

Personally- I do NOT know who decided to separate sales from operations! But the best general managers have the ability to merge these functions into powerful programs. In fact, I have renamed my old morning brief, to “Sales & Service”.  

Sadly, many companies set themselves up for failure by directing sales activities with the sales team without the participation of the one who is truly responsible…the general manager. The best general manager I ever met would never let this happen. 

During my learning programs, I have heard many managers beat their chests with pride because they sometimes make sales calls with their sales people. This is great, but do they remain involved in the progress of those accounts? Do they demonstrate to the sales team that follow-up is key to not only booking business, but keeping from going to the comp-set!  

The best general manager I ever met reviews and signs off on sales activity for his/her team; and directs new activity through the hotel director of sales or directly if no sales director exists. The best general manager I ever met functions as the true director of sales. Now, some directors of sales might take exception to this statement, but experienced sales directors know how much easier their job can be when the GM is involved in the process.

The best general manager takes on the sales role, where there is no sales team, through community involvement (works fine in US market).

The best general manager leads the hotel’s eMarketing, GDS, and third-party aggregators. These areas demand GM involvement; even if the hotel is lucky enough to have a dedicated revenue manager.

The Best Hotel General Manager I ever met looks for small successes.

For those of us who think we do these well, think again! Often an insincere facial expression or casual insincere comment contradicts the true intent a manager seeks. Praise in public, criticize in private. My best general manager looks for a chance to provide sincere rewards. A sincere comment can be the biggest job motivator.  NOT $$!

The Best Hotel General Manager I ever met is a great communicator.

Communicating is a two-way process; talking and listening. As we all say; people having two ears and only one mouth should indicate that one should listen twice as much as talking. (Now, I talk much less that I used- must be age factor).

Managers who listen to their teams find new opportunities to help them perform their jobs better. Good leadership comes from understanding the needs of the team. Personally, I have learned this one the hard-way. Understanding comes from listening, not from smooth talk. 

Now- for those of you who expected me to actually name the best general manager I ever met- I was lucky to have met few! But, more importantly…how do you measure up?