My 15 year old daughter is a synchronized swimmer. I would say it is one of the most demanding sports I have ever encountered. An average week of practice totals 18 hours with even more hours required prior to competitions. They practice over and over in an effort to achieve perfection in their execution and synchronization. They rely on their coach to give them “corrections”; feedback to help them improve their performance.
What happens when managers are uncomfortable giving developmental feedback to employees? They avoid it and hope the poor performance improves by magical forces. But that usually doesn't happen. The employee doesn't know what they are doing wrong or how to improve, so they continue making the same mistakes over and over. The manager grows more frustrated, but still avoids confrontation. The employee may leave, or worse yet, stay and continue the bad performance - which ends up chasing away the high performers, because they don't feel like their efforts are either recognized or valued. And the end result? Loss of profits.
When a company executive proclaims that he or his firm is a leader, I admit to being skeptical, and ask a simple question: “Who says?”
When you're swamped with your own work, how can you make time to coach your employees - and do it well?
With the announcement of our Legendary Hotel Makeover winner’s legendary gains, I wanted to have a chat with Kenny Glavan, General Manager of the Four Points by Sheraton Biloxi. His hotel has begun their training process and I wanted to check in to see how things were going so far – the good, the bad and surprising. So far we have delivered Legendary Leadership, Service Edge, Service SkillKit, Transient Edge and Client Centered Sales training. Let’s see how they are doing with all the modules so far!
Topics: Client Centered Sales, Hospitality, Training, Customer Service, Service, Signature Worldwide, Support, Makeover, Leadership, Legendary, Holly Zoba, Hotel, Service Edge, Skill Kit, Transient Edge