Opening the door to let your workforce think outside the box and find new and better ways of doing things should always be on the table.
When I write these blogs, I usually try to find some sort of news hook to pin it to, something that is happening at the moment that I can point at and say, “Hey this is something going on and you should be thinking about it at your hotels.”
I’m not going to do that this week as much as I’m going to make a simple request to all the hoteliers reading this: Do what you can to foster creativity.
And I mean that in the broadest sense. I’ve been writing a fair bit about revenue management of late, and how that discipline has seen/is undergoing a shift from day-to-day management to long-term strategy.
Revenue management might be more closely associated with number crunching than “creativity” in the minds of some, but there’s no reason the two things can’t be synonymous. And clearly that wouldn’t be the only position in your hotel that would benefit from creative thinking.
It’s easy in environments driven by day-to-day responsibilities (like in hotels or newsrooms) to get sucked into those daily tasks, and checking the boxes for the things you need to get done every day is not going to stop being the primary responsibility for most people.
But managers should do everything they can to foster pockets of time where everyone on staff can think critically about what they’re doing and how they can do it better, or even consider what they’re not doing that might benefit their workplace.
I’m sure this all seems pretty basic, maybe to the point it doesn’t need to be called out, but I think it’s good to be reminded from time to time that everyone, not just those at the top of the food chain can make improvements to the status quo if given the opportunity to do so. Plus, if you let people make positive, proactive change in their workplace, they’re more likely to have a sense of ownership.
Carving out that extra time isn’t the easiest thing to do, especially when faced with a wave of daily tasks it can feel comparatively less necessary, but it can be done as long as managers have the conviction and commitment to do so.
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