Reflecting on my previous post, I outlined the inevitable mistakes that are particularly relevant to the hospitality industry and should be avoided in your first and future management positions. These mistakes, which apply to each new manager position, include understanding your superior’s expectations, navigating team dynamics and expectations, setting clear goals, communicating them effectively, and avoiding the temptation to overhaul everything in pursuit of novelty.
Each of these points presents an opportunity for you, as a young manager, to not only avoid these pitfalls but also to grow and develop your leadership skills. Here is the second set of mistakes young managers almost always make because they still need to build their managerial abilities fully.
MISTAKE NO. 6: EAGERNESS TO SWIFTLY ADRESS CHALLENGES
In the eagerness to resolve issues swiftly, you risk overlooking the broader implications of your actions. Consider a scenario where accommodating a simple request, such as allowing a team member (for example, in the marketing department)to work from home every Friday, inadvertently disrupts office dynamics. This seemingly harmless change could make other team members resentful or less motivated. Impulsive decisions, while well-intentioned, can have lasting consequences. Those in roles where saying no is challenging often fall into this trap, driven by a desire to please everyone. Learning to say no is crucial, albeit uncomfortable initially.
Resisting immediate agreement allows for thoughtful consideration detached from emotions. Soften the impact of refusal by expressing gratitude for suggestions and proposing alternatives. Recognize the cost of saying yes and establish credibility by standing firm when necessary. One practical tip is to always ask for time to consider a request before answering. “Let me think about it; I will get back to You.” will allow you to consider the implications and make a more informed decision.
One of the most valuable resources at your disposal is the guidance of senior managers. Their experience can help you navigate challenging situations and make informed decisions. Remember, effective leadership involves careful consideration, active listening, and the courage to assert your decisions. Seeking their guidance not only benefits you but also shows your commitment to your role and your team.
MISTAKE NO. 7: HESITATION TO INITIATE CHANGE
Entering your second week and settling into your new role may tempt you to maintain the status quo. However, overlooking the need for change is a mistake. Even in seemingly smooth-running teams, complacency can hinder progress. While initial satisfaction may stem from comfort, more is needed to guarantee optimal functionality. This is especially true in the fast-paced hospitality industry, where staying ahead of the curve is crucial for success.Resisting change is natural; individuals prefer routine over disruption.
But in order to establish yourself and eventually make a name for yourself, disruption is sometimes the only way to do so. It is not for the timid, though, and depends often on specific situations. Getting your team’s “Buy-In” and involving all members in the decision-making process is not just a strategy but a “Must.” It’s a way to make them feel valued and included. Discussing potential improvements with them fosters acceptance and can lead to a sense of ownership and commitment to the changes. This approach not only benefits the team but also enhances your leadership by showing that you value their input and trust their judgment. By involving them, you empower them and build a stronger, more cohesive team.
Identify opinion leaders within your team and engage them in change initiatives. This could be someone respected by their peers or someone who deeply understands the issue at hand. Accept that conflicts may arise, but handle them constructively. Illustrate the necessity of change with tangible examples, emphasizing the risks of stagnation.
One way to do this is by sharing success stories from other companies or industries that have successfully implemented similar changes. Take a moment to reflect on past industry disruptions, such as BlackBerry’s decline or the rise of Airbnb and Uber. These examples vividly illustrate the consequences of overlooking innovation and adapting too late. By learning from these lessons and remaining vigilant, you can embrace change as a catalyst for progress in your own professional journey as a young manager in the hospitality industry.
MISTAKE NO. 8: NEGLECTING OTHER STAKEHOLDERS
Amidst your focus on aligning objectives with superiors and ensuring team well-being, it’s easy to overlook the broader ecosystem of stakeholders within your hotel, Resort, Club, or Casino. Stakeholders, ranging from clients to works councils to suppliers, play crucial roles in a hotel’s success.
For example, a decision to increase room rates could increase revenue but decrease bookings if it needs to be communicated more effectively to clients. Understanding these stakeholders’ interests and expectations is paramount for effective management. Major clients wield significant influence, impacting a hotel’s reputation and financial standing. Works councils demand a voice during organizational changes, affecting employee morale and performance.
Suppliers are essential partners, influencing public perception and potentially impacting career trajectories through word-of-mouth. Collaboration with internal departments like quality assurance and human resources is vital for maintaining standards and fostering a positive work environment. Neglecting stakeholders can hinder a manager’s success. By prioritizing their needs, young leaders can cultivate valuable relationships, drive positive outcomes, and position their hotels for long-term success in the competitive hospitality market.
MISTAKE NO. 9: TOO MUCH FOCUS ON OPERATIONAL DETAILS
Transitioning into a leadership role often tempts individuals to immerse themselves in familiar tasks, hindering progress. This is because they are used to being hands-on and may feel uncomfortable delegating tasks or not being involved in every decision. Rather than micromanaging, aspiring leaders must elevate themselves to gain a broader perspective and focus on strategic objectives.Imagine ascending to a “helicopter seat,” seeing ground details more holistically.
While some leadership roles require hands-on involvement, excessive focus on operational details leads to micromanagement, stifling creativity and undermining team morale. It is very likely that individuals perform certain tasks better than you can, so knowing what they do and how they do it is important. However, their job is not necessarily your job.
Young leaders, in particular, lean towards micromanagement for various reasons, but the repercussions are profound. Micromanagement hinders organizational objectives and fosters insecurity among employees. Self-analysis is crucial to identify areas of excessive involvement and balance autonomy and oversight.Transitioning from operational proficiency to effective leadership entails adopting a broader perspective, embodying trust, empowerment, and balanced leadership principles to steer toward success with clarity and purpose.
MISTAKE NO. 10: PROJECT PLAN FOR THE FIRST 100 DAYS
A comprehensive project plan for the first 100 days is a powerful tool for a first-time manager. It guides your actions, showcases your leadership skills, aligns with company objectives, and builds trust among your team members, superiors, and other internal stakeholders.
This plan can help you stay organized, set clear expectations, and track your progress, all of which are key to a successful transition into your new management role in the hospitality industry. Creating a meticulous project plan for the first 100 days is essential to demonstrate acumen. This plan should identify pivotal steps, sequence stakeholder engagement, and consider job-specific nuances. One way to do this is by breaking down your goals into smaller, more manageable tasks and setting deadlines for each. Utilizing a project plan template tailored to personal requirements can aid in effective planning and execution.
Here you have it now. In this and the previous post, I have provided a framework of actions you must plan and execute to avoid mistakes that may eventually harm you, especially in your first management role as an assistant manager or manager. It is a framework that You should also use for future new roles at every level. Make sure to incorporate these teachings; they will assist you not only in your first management position but eventually help you to develop a fool proofed routine when taking on a new position, especially in a better or bigger company as your career evolves and you work your way up and get closer to your goal.
Wish You only the Best for your career!
Helmut H Meckelburg
