Welcome to the first in my A-Z series of hospitality leadership.
A is for attitude. Your attitude.
It’s easy to criticise our staff’s attitude, their enthusiasm for the job, the way they support their colleagues, how they talk to your customers. But how much of this stems from the example you set?
Attitude is one of those things it’s sometimes a little difficult to quantify. What we can quantify are the behaviours – what people see or hear – that suggest our attitude.
So to give an example: You have to announce a change in some internal systems that may not be well received because they involve a little extra work for everyone, including you. The tone of your message – what you say and how you say it – focuses on the negatives and uses words and phrases that emphasise the extra work involved, but make no mention of the benefits and the reasons why. You also stress that you are also being affected. This could easily infer that you have a negative attitude to the changes. Net result? They will too. Conversely if you focused on the benefits these changes bring and your confidence in the team that they can deliver your attitude will be perceived as being positive.
Your attitude is conveyed in all that you do – how you interact with guest (and what you say about them behind closed doors), your support for management decisions, the enthusiasm at which you approach challenges, how receptive you are the staffs’ ideas and suggestions, even down to your personal organisation and personal presentation.
Always ask yourself – what attitude am I conveying , and is the example I should be stetting for the team?
Involving your team in problem solving is key to effective leadership, and the skills needed will be covered in detail in my tele seminar: Leading for Peak Performance on 19th October.Share This: