HUMAN RESOURCES How do we study these needs in the work place? We talk to our employees. We ask questions during performance reviews and interviews that give us a clue as to what our employees feel, believe, and value. We sit at breaks and listen. We ask questions. We seek information. We talk and get to know our employees. We have staff meetings where people have a chance to voice ideas and opinions. By doing this, we can more clearly identify individual needs and use them in creating a motivational environment for them to work in. Motivation is more than hype – more than just pulling a rabbit out of a hat Rule 3 – Establish High Standards of Excellence “So far,” says McGinnis, “I have been saying that the best way to bring out the best in people is to treat them in a positive, encouraging manner, capitalize on their gifts, and begin with their present needs and desires. But that does not mean that the good motivator is soft. To the contrary, most highly motivating leaders are hard as nails on standards of excellence. They hold to certain values tenaciously, and they set out to build a group of like-minded persons who share those values.” The best-run restaurants, the best-run hotels, the best-run food service facilities allow for individuality in their teams while enforcing certain standards. It is important that restaurants and hotels set standards and enforce them. While working for a family-style restaurant in college, I worked for a company that had very few standards. Each manager did what they thought was right. I worked hard to make sure that the dining room was set the same way each night I closed so the opening team would see the difference. Rule 4 – Create An Environment Where Failure is Not Fatal People handle failure in different ways. Failure, in some cases, is motivational and ignites a fire within to learn and not repeat mistakes. Others, however, start with such great energy only to have the motivational fire extinguished after one failure or miscue. What we want in our organizations are people who, when they stumble, pick themselves up, learn from their mistakes, and move on to finishing the task at hand. If we as managers in the hospitality industry can help our employees handle failure effectively, we will create an environment that is motivating and encourages high performance. A student who worked at a theme park one summer told me how one of the worst managers he worked for followed him around and regularly pointed out all the faults in the performance of his job duties. Many times he heard the phrase, “If you don’t get it right, I’m firing you!” Managers are faced with a unique challenge: creating high expectations and expecting high performance while still tolerating failure at times. Harshly criticizing a new employee for not performing a task correctly will only create a feeling of defeat and discouragement. Effective managers use whatever tactics are necessary to help employees identify the failure, what the cause is, learning from the mistake, and moving on to a higher level of performance. At times, we may need to cheer them on to try harder. Other times we may have to simply push them back into a position forcing them to start over and create a series of successes that will instill confidence. “ A chain of 14 restaurants failed, in part, because there were no standards for managers to follow and employees to work towards. ” Employees thought I was making them do extra work. The problem was that no other managers were setting the same standards that I was using. Today, this company no longer exists. A chain of 14 restaurants failed, in part, because there were no standards for managers to follow and employees to work towards. Employees like to have clear-cut objectives that are attainable. We can’t as managers set out standards so high that our employees can’t achieve them or are always falling short. People want to have their skills and abilities challenged and tested – stretched, so to speak – but they must have regular successes to feel that their efforts are valued. McGinnis concludes this rule by communicating an important lesson: “In pressing for excellence, we must be careful to have goals that are both challenging and realistic, and we must devise a graded progression of objectives so that our people can enjoy the regular feedback of success.” Conclusion Do you: 1. Expect the best from your employees and those you lead? 2. Understand the needs of your employees and use this information to create an environment that builds their motivation? 3. Establish standards of excellence that are attainable for your employees and those you lead? 4. Create an environment where failure isn’t fatal? Evaluate your own performance in these areas. Next week, we will continue with the rules for bringing out the best in people. Chris Longstreet is President & CEO of the Society for <strong>Hospitality</strong> Management. He also serves as a visiting instructor for the <strong>Hospitality</strong> & Tourism Management Program at Grand Valley State University. For more information, visit the SHM website at hospitalitysociety.org or contact Chris at clongstreet@hospitalitysociety.org 34 HOSPITALITY MALDIVES OCTOBER/NOVEMBER 2006
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