The agenda for each regional meeting of the general managers sought input on both current and desired performance standards, the identification of support systems currently in place, and recommendations for additional systems support.
| Time | Action |
| 8.30 to 8.45: | Introduction |
| 8.45 to 10.30: | Summation of the leadership seminar presented to the operating team |
| 10.30 to 10.45: | Break |
| 10.45 to 12.00: | General discussion of current performance standards |
| 12.00 to 13.00: | Lunch. |
| 13.00 to 15.00: | Individuals' identification of existing performance standards |
| 15.00 to 15.15: | Break |
| 15.15 to 17.00: | Individuals' perceptions of current and desired systems that support performance standards; individuals' preliminary ranking of standards in order of priority |
See next table below.
| Existing/positive | Existing/negative | Desired |
|---|---|---|
| Integrity is foremost in all dealings. |
Development and operations need better communication, common goals. |
An atmosphere where employees develop skills, feel a sense of accomplishment, and provide a quality guest experience. |
| Decentralized management structure. | Financial management strains working capital. | Get away from we versus they problem with development. |
| Results oriented within liberal framework. | Few operating policies or required procedures. | Programs and systems to increase the guest experience. |
| Allows its people great flexibility. | Only specific situations evaluated | Adequate funds to enable the general manager to provide quality hotel service. |
| Reinvestment keeps properties up to date. | Too much input delays decisions, causes confusion. | What is good for the whole, not a region. |
| Openness and ability to go to the top with an idea or problem. |
Expectations sometimes not communicated effectively or consistently. |
Performance standards for each position. |
| Workers given responsibility. | Company has short-term outlook | Annual evaluations based on these standards. |
| Company is people oriented and progressive. | Communication is a problem at the corporate level. | Communicating expectations and priorities consistently. |
| Broad parameters to operate properties | People are defensive. | Communicating positive and negative consequences clearly. |
| Individuals can be like owners. | People do not use each other for resources. | Resources available, and their use encouraged, to attain objectives. |
| Group has a good sense of humor under stress. | Bottom-line awareness, not a strong commitment to overall quality. | Fast-moving, well-thought-out long-range plan. Rewards for more than just the bottom line. |
| Strong sense of ethics. | Poor communication downward on change from decentralization. | Long-term strategies, with commitment from development and operations. |
| Support for each other and concern for our people. | Acceptability of quick-fix financial solutions over long-term position and business levels. | Honest evaluation of ideas and how to build on them. |
| Overemphasis on cutting expenses. | A high degree of guest satisfaction. | |
| Underemphasis on generating sales. | Define hospitality and commit to it. | |
| Equate hospitality, quality of guest experience, and the bottom line. | ||
| Time to develop benefits of hospitality, guest experience. | ||
| Compromise today between profitability and guest satisfaction, to compete effectively in the future. |
Results
After all the input of the general managers, nearly 20 categories of performance standards were proposed. They were in the areas of accountability; autonomy; basics; cash flow, return on investment (ROI), and working capital; cleanliness; communication and feedback; community involvement; creativity and innovation; energy conservation; fire and safety; food and beverage; guest experience and hospitality; orientation; people development and training; planning and the marketplace; profitability and the bottom line; remodeling and physical conditions; and sales.
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