In the intricate dance of professional life, aspiring hoteliers frequently find themselves at a pivotal moment, weighing the choice between enduring a less-than-ideal position in a hotel or venturing into the uncharted waters of new opportunities. In this discussion I aim to delve beyond personal preferences, and explore the nuanced complexities of maintaining career stability and the challenge of being tagged as a job hopper.
We all know Steven Coveys: “Begin with the end in mind.” Most young people under 30, especially those in tourism and hotels, not only don’t know Steven Covey and his “7 Habits of Successful People”, they simply have a mind on their own and instead compare themselves with others and, more dangerously, adjust themselves to the timely trend. With thousands of jobs unfilled in Europe and North America, there seem to be “Better Opportunity.” behind each corner mainly due to the labor shortage in European and North American hospitality.
This noticeable trend among young professionals is the inclination to swiftly seek new job prospects when their company and or salary doesn’t meet their expectations. The allure of greener pastures prompts many to view job changes as a strategic move, often motivated by pursuing a more fulfilling and growth-oriented professional landscape. This phenomenon sheds light on the evolving nature of career trajectories, where adaptability and a proactive approach to change have become integral components of the modern professional ethos.
My Young colleague! Nothing can be further from the truth. I have listened to the bells of “Greener Pastures” and higher salaries, and only many years later, I could see the roads taken were not always the best ones, even if they looked like at the time. If you plan your career in a logial and strategic manner and are tempted to move into a new position, here are 4 top reasons why you want to think again.
1. Skill Accumulation and Expertise Development
Embracing Covey’s timeless principle of “Sharpen the Saw” takes on a profound significance within the dynamic tapestry of the hotel industry. Operating within the various departments of a challenging hotel environment, every interaction becomes more than just a moment; it transforms into a valuable opportunity for personal and professional growth. Much like the principles of continuous improvement advocated by Covey, navigating through each encounter, be it with a discerning guest, an unforeseen interdepartmental challenge, or a conflict between supervisor and subordinate. All these become deliberate opportunities for honing your skills. Not just the hard skills but also those we refer to as soft skills. The interaction between people, the emotional intelligence we bring to the job, and our ability to pretend we are already performing in the next higher position we so much acquire helps your growth. In the hotel industry, where adaptability and resilience reign supreme, the commitment to perpetual refinement and excellence elevates your performance and contributes to your, your team’s and the company’s collective success.
2. Building a Robust Professional Network
Covey’s principle of “Think Win-Win” finds resonance in the cultivation of enduring professional relationships. Staying within the folds of a hotel, despite discontent, allows for the cultivation of a network that transcends the immediate discomfort, setting the stage for mutual success. Young hoteliers entering the workforce today need to begin building a long lasting network from the very beginning. Many of the early connections will last a lifetime and it is very possible, that your colleague today maybe becomes your superior tomorrow, possibly in another country or company, years down the line. He or she might also be a person who remembers You as a great performer and one day sents you a mail making you a job offer in a higher position and better company. Relationships improve with the years and as time goes by you meet so many people which you may be able to heIp and assist one day or the other way around. It has happened to me many times.
3. Climbing the Career Ladder Internally
Navigating your career within a hotel, think of internal promotions like mapping out your journey. Starting from your current role is a step in reaching your big career goals. It’s like climbing a ladder – an innovative and effective way for hotel folks to move up. All it takes is time, patience, openness, learning, adapting and respect. Plus, making friends within your company is a big part of this strategy and yet, a fine line to pay attention to.
It’s essential for those navigating the landscape of large hotel corporations to be aware that the challenge extends beyond merely seeking better opportunities elsewhere. Emerging talents must avoid hastily jumping ship. It’s tempting to be swayed by expectations, perceiving the grass as greener on the other side. However, this often results in a misstep that consumes precious time in your career journey.
So, before embarking on a new voyage, it’s crucial to keep your senses sharp, make decisions rooted in reality, and avoid falling prey to an “entitlement mentality.” This is especially important for younger professionals mainly situated in Europe who may harbor a misguided sense of urgency and fixate on the clock and calendar. This could mean that someone else, who is more attuned to the demands of the industry, is better suited for the next elevated role.
And what about the “FUN” and “FEEL GOOD” aspect of the job? Of course you should enjoy not just what You do, but also with whom you do it and where. When working with Taj Hotels we actually had corporate driven initiatives motivating management to think outside the box and create an environment of surprise and actually really just have fun, while learning at the same time. Our “Early morning meeting on the beach” instead of the office was just one of those activities.
4. Stability in the Eyes of Future Employers
Covey’s principle of “Seek First to Understand, Then to Be Understood” aligns well with the perception of stability. Employers, akin to effective communicators, appreciate dedication and commitment, often viewing extended tenures as an embodiment of such virtues. In one of my career discussion, then Senior Hilton VP said to me in 1993: “Helmut, when you walk into Hilton, it’s like entering the VIP room of a career nightclub. In your first year, consider it the initiation – the company is testing your dance moves, checking if you’re more salsa than sprinkler. In year two, the company starts building trust in your rhythm; you’re the steady beat in their career playlist. By the third year, get ready to wear your promotability shoes because you’ve just been upgraded to the ‘we see potential in this one’ status. And if you’ve weathered the storms and hotel shenanigans till the fourth year, congratulations, my friend, you’ve officially earned your spot in the Hilton family album. You’re not just an employee; you’re part of the Hilton family, where we don’t just make beds, we make careers.”
After four years in the game, yearning for a General Manager promotion that seemed elusive, impatience got the better of me and I accepted my first General Manager role on the other side of the globe; in Dubai at the Royal Abjar Hotel and the Abjar Beach Club, bidding farewell to an excellent company and Los Angeles, where I had dedicated four productive and most enjoyable years. This move signified a massive shift in my career and left me with a tinge of regret, venturing into an entirely different professional ecosystem. (Surprisingly, I would later find out I had been shortlisted to become general manager for a Hilton property in Miami.) So much for impatience and ad-hoc career decisions.
Case Study: Navigating Office Dynamics
Navigating the hotel industry’s ebbs and flows, marked by camaraderie and competition, requires understanding how to navigate. In this “humane” industry, where dynamics are as diverse as its peaks and valleys, the key lies in executing tasks flawlessly and comprehending unwritten rules.
Consider a skilled Front Office Duty Manager, consistently earning accolades for stellar service in a prestigious hotel. However, the waters turn choppy when personal relationships among decision-makers overshadow merit, leaving the dedicated executive bewildered about the lack of promotion—a scenario more pervasive than commonly acknowledged. What options does our executive have? He could just throw the towel and take the next best opportunity (if there is one) in anther company. He could stay on, weather the storm and wait patiently for his fortunes to evolve. Honestly, there is no single answer to this.
From my perspective however, based in experience in both, being in this situation and knowing potential outcomes, I give it another year as it secures my investment with the company, shows, that I am not a Job Hopper and trusts, that the company will eventually have to follow thru with a promotion or upward transfer. Should year 4 pass without any changes, I have the right, not just to ask but also to move on. I have to add, that this scenario can play out differently depending on region, country and continent.
This scenario could also describe a situation, where a superior overlooks individual contributions due to a befriended subordinate. Despite your commendable performance, obstacles to your promotion persist in such cases or are even blocked. Navigating this terrain requires strategic awareness and a resilient mindset, recognizing that sometimes, professional growth is hindered by factors beyond your control. Please keep in mind, the players change and eventually someone gets transferred or promoted. The playing field then changes quickly.
Maintaining ambition while strategically planning your career in the hotel industry is crucial. If you find yourself in this situation. You have two options: Firstly, consider updating your resume and exploring opportunities in hotels of the same caliber or those at a higher tier. Alternatively, you can remain in your current position and patiently wait for the right moment. I strongly recommend the latter approach. Especially if you’re part of a 5-star international company like Marriott or Hilton, it’s advisable not to leave due to a temporary delay in your career progression, especially not for a company with a lesser known brand value. However, if a promising position does arise, consider it a blessing and apply, but only if the job and the company match or exceed the standards of your current role.
Here’s another advice: only apply somewhere if you’ve successfully served at least three years in your current position. Staying with your present company demonstrates your commitment and ensures that you are well-prepared and experienced for the challenges that come with the next step in your career or possibly a transfer. At this time, You should however approach your general manager (and only your General Manager) for a constructive conversation about your future.
Conclusion
In the spirit of Steven Covey’s wisdom, the decision to endure or depart from a hotel job requires you to align your goal thru strategic patience, skill refinement, and network navigation. Whether choosing to stay or venture into new horizons, your journey reflects the harmony of conscious decisions guided by principles that transcend the challenges of office dynamics.
In my next blog I will continue on this subject and make recommendations when it is time to leave your current role, superior and company.
Helmut H Meckelburg