Hotel Managers: The New Secret For Team Productivity And High Performance (It’s not what you’re thinking)

Productivity continues to be a trending topic, and rightfully so. What if I told you that your team productivity doesn’t lie in more training but instead in your ability to communicate better with your team?

And what if said to you that any team member would quickly increase performance if you took the time as the leader to make them feel that their work matters?

Does that seem too far-fetched?

We understand the value of a high-performing team for any organization, and as managers and leaders, we care a lot about positively impacting the bottom line.

But if you want to positively impact the bottom line, you need to influence the top line first. That might require an unconventional approach where you put your people first.

Outstanding leadership isn’t about a title or position. It never was. That’s why people complain that the system is broken. What we’re witnessing in the corporate world is a self-correction that was bound to happen at some point because the industrial age paradigm is no longer the model for building thriving businesses.

So what constitutes excellent leadership?

It’s about having the right attitude and having the ability to inspire, motivate and lead your people. How are you planning to increase productivity, improve your bottom line, and earn your spot as a leader?

I believe it all comes down to fostering great teamwork and creating shared values.

Our industry has faced extreme turbulence, incurred massive losses, and learned painful lessons. We were forced to “reset” and restart every aspect of hospitality and travel. It feels like the right time for us to have conversations about management and leadership. After all, the team that’s getting back into the field to rebuild momentum and serve guests post COVID are not the same mentally, emotionally, and in some cases, physically.

Just because a system used to work in the past doesn’t mean we should keep it active, especially if results prove ineffectual. Let’s not carry on ineffective ideologies that do nothing to promote teamwork or business growth in the current landscape.

For example, in the not-too-distant past, a good leader was considered impersonal, cold, and unapproachable. Team meetings were mainly about facts and figures. Company values were plastered all around the staffing areas, but that’s about it. Everyone focused on improving their “hard skills.”

Today (and I suspect for the unforeseeable future), we know that a good leader is someone who isn’t afraid to be vulnerable and empathetic. Team meetings are more about creating human connections and figuring out the best way to support each other and a common goal that everyone involved genuinely cares about.

In my POV, having fun is critical to productivity and team success.

The best teams (in the present and future) actually have fun together. When a team can work and play together, they learn to trust each other, and that makes a world of difference when the time comes to “pass the ball” to someone else to score that final goal.

So, if we’re serious about boosting team productivity, isn’t it time we stop relying on hard skills and outdated training and instead focus on amplifying the human aspects?

My friend and Founder of 6i Communication Andy G. Schmidt echos the same perspective in all his thought leadership content. Here’s what he had to say when I asked for his take on the importance of having shared values and why this is the best way to raise productivity:

People want to know that they are adding value, making a difference, and doing meaningful work, which benefits both employees, customers, and our bottom line.

Magic happens when we treat our people the way we want them to interact with the guests. When people see that they matter, they take ownership and enjoy their work more. That creates a virtuous cycle that will drive engagement, performance, and improved business results.

And with so many employees struggling with purpose and meaning, telling stories to connect what employees and organizations do to their impact is essential. Leaders have to better paint these “WHY” pictures and cut down on those “WHAT” speeches.

It’s not just about numbers and information anymore. It’s about connecting people and their work to that information.

Communicate with them through storytelling about everyday behaviors — our “values in action stories.”

Don’t just have values — make them a living, breathing thing.

Try this out:

When you notice behavior that aligns with the company values, that’s unique or impressive, appreciate it immediately. This is not a vague “good job” corporate sloganeering; instead, make an effort to highlight the specifics which made that behavior unique. Additionally, encourage the person to tell that story. This act helps the person better appreciate what they have done, and it showcases best practices for the rest. (FYI with Beekeeper, you have a platform to make these stories known to everyone on the team 😉)

People tend to respect leaders who communicate well, talk about things that matter to them, and speak to their hearts more than to their brains.

Then, when the heart is engaged, the head becomes engaged too.

And once we have a strong “WHY,” we can deal with almost any “WHAT. “

It feels good to work for a cause, not just for applause.

Ultimately, open communication across hierarchies should aim to build Social Capital — people with a shared sense of identity and solidarity. That means having shared values such as trust, cooperation, and reciprocity.

Because the bonds we have with our peers and co-workers is the enabler for us to work effectively and efficiently on a collaborative basis.

Social capital brings out the best collective power of human capital.

A final thought:

If you want to continue thriving in your career and become the kind of leader people want to follow, consider shifting perspective and cultivating more empathy so that you can activate the essential human skills needed to form genuine connections.

When your people can feel a sense of purpose in their role and believe in the shared values of the team and organization, the effects will be visible in the numbers as well.

A big appreciation to Andreas Schmidt for partnering with me on this article. If you’d like to learn more about the Beekeeper platform mentioned, feel free to reach out to him for expert guidance.

Franck Droin.