What indicators show your effectiveness as a hotel manager?

Try to imagine that you operate in the segment for a few years and always working with the vision of undertaking in the career and, with this, seeking new strategic positions within the company.

Suddenly you become a manager. Not far away you acted in the operation and overnight is invited to take a leading position in the hotel company, hotel or resort.

In this article I will address what indicators and conducts you should have for your team to rely on the guidelines and strategies even if you do not yet master 100 the management of this particular department.

What are indicators

If you manager does not know the basics regarding having indicators and information of how your department works, your credibility and professional image will somehow be no longer seen as a reference in your area of activity. Have indicators, know how to provide information with ownership.

The more you grow in your career, the more indicators you need to have. Sometimes a macro indicator is enough, but indicators that go beyond the general will give you more consistency in what you are developing.

Hospitality is understanding of people, “breathing” people and having indicators is fundamental to take action, action plan and to take their next steps in the organization.

Some mandatory indicators

I quote some basic indicators that you as a manager need to understand its real purpose and importance in this hospitality segment. However, these indicators also serve other companies or any company that wants to evaluate, measure, know and understand how their business is going.

How do I know my company is on the right track? There are numerous variables, but Here I have gathered some of the most basic for you to have a professional direction. Much is talk or much is heard in financial health, but few people reveal what is essential to have control over the company’s finances.

• You must understand your cash flow;
• Is your company, your hotel, your resort profitable or are you monetizing?
• How’s your business profit?
• Is your team’s productivity satisfactory if you compare with the outcome of your operation?
• Can you fulfill and deliver the promised to your customers?
• Is your service provision impeccable? Is your hotel clean, well taken care of, all running 24 hours?
• Do you invest in maintenance and reform? Do you make investments in equity?
• And as for the efficiency of everything you plan and perform, is getting return in the medium, short and long term?

Being/being manager requires some responsibilities and go far beyond what you can imagine. It’s not about “I’m in charge and you obey.” Acting like this, you don’t earn anyone’s respect.

You need to know and perform performance analysis in every way in your organizational management. For this to occur in practice, study as much as your company can, your business, understand absolutely everything that involves your strategic, tactical and operational indicators.

Understand strategic planning if you want to be manager

I often get such questions: “Have I been promoted to head of reception, hospitality manager, or operations manager, do I need to know or understand strategic planning? Isn’t that the responsibility of the general manager, director or investors?”

Yes, you need to know and understand so that you are not involved only in execution or operation. And in this way you already begin to be seen by others as a differentiated professional. In addition to following his routine, he is a professional who really understands how a hotel company works.

Always have indicators in your hands, know your annual budget plan, understand your strategic planning, develop an action plan for everything you set to do.

It’s no use working hard without having strategic thinking, because your efficiency will be impaired and your productivity in the same way. Therefore, the importance of having strategic planning.

Mold to market or market swallows you

The corporate world works this way: I adhere to this reality or the market swallows me. Nothing here is new or new, but for you to be someone of prominence in the corporate world, or in hospitality, have indicators of everything you do or accomplish.

Having performance indicators in your role, in your position as manager will serve to guide you along with the goals that really matter to your business. With this, you will identify failures and opportunities throughout your management in order to maximize your results.

I also state that it is a smart way to monitor internal or external situations that will possibly impact your business.

Employees who know nothing about your business are working at your company

I work at this company in this hotel, in this resort, but I don’t know how many rooms you own, I don’t know what the apartment categories are.

I don’t know how much my daily, monthly, annual occupation is, I don’t know how much my average daily, I don’t know if the company is profitable, I can’t tell if my employees are okay, I don’t know if my clients are satisfied with my service delivery.

Does that happen in your business? There are people like that working at your company. Who never knows absolutely anything he is asked or questioned?

Unfortunately it is very common not only the employee, but also the hotelier not knowing the basic information of his operation and this applies to several levels.

Therefore, it is important that you turn to know how a management actually works and with applying a strategic alignment of indicators to promote professional management with worthy information.

Secret management: error in the right

I have witnessed a hotel company that does not present or show information to its employees. Sorry.

Don’t be afraid to talk about your numbers and your strategies with your team, with your team. The more strategic alignment of indicators you have and pass through, the more efficient and effective your result will be through the people who work together with you. That’s because everyone will know about the company’s priorities at that time.

This is a great differential of a manager who really pulls responsibility for himself and brings his team together on the same purpose.

There’s a hotel that doesn’t exchange information with your competitor. Sorry.

There are many people working in a hotel, occupying management positions that do not know its competitor.

There’s a hotelier that when you talk to him and ask basic questions, he says the classic phrase: “That’s not my department. I just take care of it or that.”

How do you want to grow with consistency and preparation if you don’t take care to have information and indicators of the company you’re working on?

Everyone depends on everyone

In hospitality, one depends on the other and everyone depends on everyone. If a professional makes mistakes, the company misses. If you think just doing your part is enough, I say you’re completely wrong.

Guest does not want to know who does or who is responsible for the task. He wants to be well attended and fast. Therefore, position and function in hospitality cannot be placed above the guest’s well-being.

Everyone should do and be prepared to meet any and all demand always thinking about the customer.

Another fundamental care is to monitor everything: time, delivery, service, idleness, capacity among so many other indicators that hospitality allows you to have. Attitudes like these can bring big gains to your management.

Be accessible and open-door

Eliminate bureaucracy and work together with your team, always being accessible, open doors and create the culture of information. Don’t let people’s mentality say “I just work here.” Make them think, use your intelligence to have information and indicators within your company.

Everything is opportunity. However, it is necessary to have strategic planning identifying through standard indicators and trends of activities in your daily life. Everything can be converted into opportunities.

Decide what type of manager you want to be

Make decision based on the monitoring of strategic, tactical and operational indicators. Evaluate your performance daily and make decisions. Easy is not, but it is also possible to be/be manager with high relevance to your business.

I hope you have understood the real importance of having indicators at all levels of your company, whether they are at the strategic, tactical and operational levels.

It is important that you act this way so as not to fall into amateurism as it often happens in the market and you can’t see the level of professional who works with you.