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Leadership Coaching

Leadership Coaching. Final Leadership Project Development Plan for the Staybridge Suites By: Codie Meehan March 28, 2013. Lincoln Northeast 1501 N. 86 th Street, Lincoln NE 68505.

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Leadership Coaching

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  1. Leadership Coaching Final Leadership Project Development Plan for the Staybridge Suites By: Codie Meehan March 28, 2013

  2. Lincoln Northeast1501 N. 86th Street, Lincoln NE 68505 We provide preferred lodging for short & long term guests traveling for business or leisure purposes……………

  3. Hotel Amenities and Services • New Beautiful Hotel • IHG Rewards Program • Deluxe Buffet Breakfast Every Morning • Dinner, Drinks and Fun Tues-Thurs Evenings • Free Guest Laundry Facilities • Free local calls • 24 hour Fitness Center • Pet Friendly Environment • In-Door Pool and Spa • Fully Equipped Kitchens in Every Room • Staybridge Pantry (convenience store on-site) • Executive Board Room Meeting Space • Convenient Business Center • Free High Speed Internet • Comfortable Den and Backyard Patio for Socializing • Friendly and Accommodating Hotel Service

  4. The StayBridge Team • Codie Meehan – General Manager • Michelle Cobb – Director of Sales • Keli Alabi – Front Desk Manager • Front Desk Associates • Kyle • Vita • Rosalind • Janet • Adam • Mark • Jeremy Krouse – Maintenance Manager • Sharon McLaughlin – Food and Beverage Supervisor • Breakfast and Social Attendants • Shane • Margaret • Voline • Martha Uriostegui – Housekeeping Manager • Suite Attendants • Nallely • Silvia • Margarit • Candelar • Elvira • Rosio

  5. Our Mission Provide our guests with clean, well-maintained, safe and friendly accommodations. Work our sales and marketing and service plans so we are able to provide our shareholders with a return on their investment. To accomplish all of these things by working as a team and promoting a “Consider Us Home” philosophy to our guests. Bottom line: Happy Team Members = Happy Guests = Happy Shareholders!!

  6. My Leadership Style I promote a family oriented atmosphere with my team. There is no “I” in our team and that starts with me. I am a transitional leader and have a very hands on approach. I feel in this industry you gain respect by being able to relate to all positions on the team. The suite attendants are just as important as the Director of Sales in this on my team. I am a happy, energetic and encouraging leader that is not afraid to roll up my sleeves and pitch in where ever I am needed! I love what I do and want to see others succeed. I believe in training and promoting the next generation of hotel managers!

  7. Team Performance Development In this industry we are evaluated by three things: • Guest Survey Scores • Monthly Profit and Loss Statements • Industry Competition Assessment Report called the STR report As the Manager it is my duty to ensure all employees are properly trained to be successful in the three areas we are evaluated by. To do this: • We must enroll our employees in industry training classes • Conduct 90 day and annual evaluations • Host monthly all employee meetings and require the managers to have monthly department meetings • Develop tuition reimbursement and incentive programs • Promote and/or volunteer with local colleges that have hospitality degree or certification programs

  8. Staybridge Team Decision Making Process • My philosophy in decision making is that making a decision is the most important thing. I would rather a decision be made than no decision at all. • As the GM of the hotel, it is my duty to make major decisions in regards to the finances and budgets of the hotel. High dollar expenses must also be approved by the owners and investors of the company. A business analysis of the expense should be done in order to provide them with a reasonable evaluation of the ROI. • Each Department manager is given the responsibilities in running the day to day operations of their departments. • I have found a trust and verify approach to be the most productive and respectful of the managers’ skill sets.

  9. Internal and External Communications • Communication between departments starts with a log book at the front desk for all managers to read. This includes things such as room request, menu items, guest package delivery and maintenance work orders. It is the HOTEL’S BIBLE! • We will promote internal communication through an open door policy with the team and managers and will also encourage using the proper chain of commend. • We will have monthly meetings to provide important information and brand changes to the team. • Phone calls, e-mails and letters will be sent out to communicate with the guests, vendors and the investors! • Everyone is a representative of the hotel and all communications will always be professional and friendly!

  10. Conflict Resolution Process • Happy team members are productive team members. We will use a mentoring program when conflict arises to make sure trust is developed amongst the team. • Mediation will be used between employees whenever possible so we can see both sides of the story. Coming to a compromise is important in developing team relationships. • We will have an open door policy and all conflicts will be handled in a respectful manner. • We will use progressive discipline and documentation in handling performance and policy issues. • We will use coaching and training to help eliminate guest complaints but when they do occur the team will be given the authority to handle the resolution through excellent customer service training skills.

  11. Change Management Process New management processes that will be implemented are: • Manager will host the Tues-Thurs evening social to mingle with the guests and assist the F&B attendants in the evening serving food and drinks. • There will be a daily 10 minute team huddle to find out the areas each department need assistance with for the day and review success from the prior day. • We will develop incentive programs for each department. • 90 day evaluations will be caught up and then maintained for all new employees. We will also conduct annual evaluations. • A wage survey will be done to make sure we are paying our employees at the higher end of the industry pay scale so we can recruit and retain the most talented employees. • Positive feedback and constructive criticism will be trained and given to all team members. • We will promote within and work with the community college to recruit the next generation of hoteliers!

  12. To stay in the Top Ten StayBridges with our Service Scores. • To pass all Maintenance Inspections. • To pass all Housekeeping Inspections. • To control expenses to meet the Net Operating Income for the Year. • To make sure the management team is given tools for success by encouraging each manager attend at least one if not two IHG training classes • To provide motivating incentive plans for the operation teams • To make our room revenue budgets each month. • To be the market leader amongst our competitive set on the STR report. • To continue to grow our radius of 10 miles for corporate business • To be the preferred hotel in Lincoln, NE for family and group lodging needs. Definition of a Successful 2013 for Our Team

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