1834 Hotels’ Post

A new season brings new opportunities and new challenges.   We've had a fantastic year, recognised with a couple of awards that we're very proud of; New Zealand China Trade Association (NZCTA) Contribution to China Tourism Growth and Tourism Export Council New Zealand Inc Large operator of the year.   But we'll have to go again - the job is never "done" and the wheel needs to keep turning. New guests, higher expectations, ever changing environments.   In this year ahead at RealNZ I'm most excited for the guest led innovation that's occurring at every level of the business se we can "go again".   Walter Peak Eco Experience in year 2 of delivery. Exceptional experience that no one knows about… yet.   Cardrona Alpine Resort expansion in to Soho Basin. Money where your mouth is kind of stuff from the shareholders and mountains team - no question the operation will deliver and our job commercially to step up!   New, sustainable lunch boxes in Fiordland and the local, un-packaged food that goes in to them.. Hardly exciting.? But they are, and they rock because someone who gave a sh*t came up with a fantastic solution that our guests and business partners are going to love../"forget" to give them back. Tim Wells   We are hiring in a heap of places and looking for people that want to add something.. These two roles might be two of the more influential available: #leadership, #innovation, #Guest connection and #nature. Doesn't get a lot better than that.

Amazing leadership opportunity here

Shooting Stars The pressure is great for most hotel General Managers and that is because any hotel, big or small, are risky investments and the owners or management company want to feel that their property is in the right hands. Not many onwers will get the GM hiring right the first time from opening. Over the years you might have seen many “shooting stars”, GMs who get appointed one after another only to fizzle and fail in that new property as a GM because they failed along the way to understand how departments operate, not just learn how they operate (there is a difference). They fail to understand how the GM sets the tone and culture of the property. They fail to learn how to motivate, coach and advise employees and managers. Now for those who thinks the job is too much or it takes too long to accomplish the dream becoming a GM, I would advise that you either find another profession or, find a lesser role that would still get you in the role of GM later on, something that will give you time to fine tune your skills before moving up to your ultimate dream. The key to being able to have a long career in this job is to really know how to manage people. And to do this, it takes time. Sometimes even years after you have become a GM, it is still not easy to manage people today......too many generations to deal with 😆

Dear Hotel Managers, yesterday I put up a topic for us to discuss. I received several calls from friends colleagues and some employers, they all confirmed that this problem exists and it's obvious that many are experienced on the job but lack corporate strategy required to dealing with issues regarding their relationship with their employers, and that I why there is a high turnover of general manager in most hotels especially within Africa. what then is the solution, deducing from several engagement in between most hotel owners and their general managers, it was observed that both pursue different goals which makes it impossible for the team to align. What do we do? On resumption of duty, the general manager must engage his employers (The Board of Directors) on what is their goals, vision and mission) so that both can work hand in glove. That is the only way the general manager can be in the good books of the owner. This will in turn lead to growth for the organization and the general manager. Joachim.