How to be the general manager of a hotel?

On the surface, whether you can be the general manager of a limited service hotel depends not only on whether these indicators are completed, but more importantly, whether the general manager can really understand these concepts and methods. In my experience, these ideas and methods are easy to understand literally, but to really understand their connotation, we must explore through practice and even experience some lessons. The following are some insights from my study and work, which I share with you: 1. Understand ≠ understand ≠ know ≠ line, as a general manager, we must get to the bottom of it. Talking about how to be a good general manager is an armchair strategist, knowing doesn't mean doing it. As a general manager, don't be shy about asking questions, but ask colleagues, peers and even competitors for advice. Many theories need many specific skills to be put into practice. You may invent some skills, but the skills you get are often much more practical than your own inventions. First of all, don't think you have understood. For example, tell you five ways to develop the tourism market. Are you sure you can win with a hundredfold effort? In fact, what others tell you on their own initiative is often just a general idea, and it is the details that determine success or failure. For example, you know you want to send a single piece, but do you know where it is most effective? Do you know how to control employees without your supervision? In order to put up a signboard for the hotel, I rushed around for several months, only to find out later that my peers just went to the advertising company on the roadside and spent less than 60 yuan to make a board and stick it on the wall. As the general manager of the hotel, what we often lack is not the theory of what to do, but the method of how to do it; The success or failure of many things stems from the fact that we don't know some very simple details, or think we know them well, but they are not. Second, only by returning government to the people can we do a good job in management. 1. Correct understanding of hands-on management Since I entered the company, I have been listening to company leaders and colleagues about hands-on management. At that time, I thought that hands-on management meant doing everything by yourself. If others were not at ease, the general manager had to bow down in person. However, with the gradual development of my work, I find myself getting busier and busier, while some of my staff are getting slower and slower, even more and more empty. I once had doubts about hands-on management, because I found that I didn't have time to do something important, to think, to prepare for the important meeting to be held tomorrow, and to talk to customers and employees. I found that as I became busier and busier, my grasp of hotels became weaker and weaker. In the course of this training, I read the book Service Spirit-The Road to Marriott, and I was completely awakened. I found that my so-called hands-on management is essentially different from that of Create Hao. Create Howe did management, but I gave up management. I'm sure I have to get out of the business pile and spend my time with employees and customers instead of dealing with many urgent things. Hands-on management, the purpose is not to do things instead of employees, but to let employees feel that I attach importance to their work, let customers feel that I am serious about their needs, and at the same time let themselves know more about employees and customers. 2. Gradually return to the people and support the growth of employees. The general manager's withdrawal from the trading pile depends on the growth of your employees. The process of returning things to their original owners is by no means as easy as imagined. Have your subordinates mastered his skills in his post? Do you understand what you want from them? Can they volunteer to work? What is his growth direction? Do they work with you? What are their advantages and disadvantages that need your guidance? These problems are what a general manager really needs to care about. The general manager should teach your management how to implement it, and supervise them to do what you ask for a period of time. In the complicated daily affairs, the general manager often pays more attention to the things themselves, wants to accomplish things and indicators, but often ignores the people who carry out these things. In fact, the completion of tasks and indicators is only the result. The main task of the general manager is not to accomplish this, but to support the growth of subordinates through the process of doing things. Only by looking at the greatness of people can we cultivate talents. The extent to which the general manager still serves the people depends on whether the general manager sees the greatness of the people. Faced with the pressure of indicators and tasks, general managers often don't trust their subordinates to do something, so that employees can't get any growth opportunities. Moreover, few employees are willing to take the initiative, and the general manager does not delegate power to exert pressure, which has long formed an atmosphere of upward pressure. When employees have difficulties, they push the work to the general manager, and the general manager is gradually led by the employees. In the eyes of an excellent general manager, all subordinates have unlimited development potential and space. Believe that subordinates can bear more pressure and master more skills, the general manager will delegate the work to them, and the general manager will pay more attention to the effect of their work and the improvement of their ability in this process. We regard any job as a training for all employees, so that employees can give full play to their talents and learn from them. For example, we advocate full sales, which is actually more profound. The process of all-staff sales is to make more employees become talents with sales awareness and service awareness, and unify the goals of the whole store. It is in this process that the general manager builds an invincible team. Only with courage and knowledge can we do a good job in sales. 1. We need the courage to be a scout before being a strategist, but under the pressure of bad market and indicators, we also need to calm down and see if we are doing it right. As the general manager of a limited service hotel, there are not so many functional departments and assistants to help you make suggestions, so you are required to be a person with strategic vision. The key to sales decision lies in your understanding of the region and market. You must be a scout: first of all, you must know the area. You and your team must go through the streets and alleys around the hotel and inspect the surrounding companies, businesses and residential areas one by one, without letting go of any path and deep alley; You should draw a strategic map, clearly indicating the business building on each road, the location of each community and the price of second-hand houses, the consumption level and customers of each entertainment place; Secondly, you should know your competitors and visit them one by one. Not only should we know some information about our competitors, but more importantly, we should make friends with our competitors and become long-term partners. They can teach you many things. Finally, get to know your guests and learn from them. Not only listen to their views on products, sales and services; It is more important to know where they came from, why they came and when they came. 2. Vision and long-term plan. Today's sales are for tomorrow, and today's efforts are to lay the foundation for tomorrow. What kind of customer structure, rent rate and average house price we hope tomorrow are closely related to what we are doing today. As a general manager, in the face of the pressure of indicators, we should always stay awake. Some tourists are just excited for a while, which can't guarantee the long-term benefits of the hotel. We have learned revenue management and frequent flyer program, and the general manager can better understand what he should do. When business is bad, where should we focus our work? Develop the team or visit the company? When business is good, how to strengthen management, optimize your customer structure and increase hotel revenue? Your subordinates will be eager for quick success, but as a general manager, they should always stand in the front line and clearly understand what is the right way to do things. 3. Arrange troops and make arrangements, be strict in military discipline and be a good commander. There is no sales manager in the hotel, and the general manager must personally go to the sales front line to personally supervise and direct. General sales requires the general manager to mobilize all available resources and strength, and often the general manager will face some internal pressure. At this time, the general manager needs firm courage. It is necessary to instill the concept of all-staff sales in employees, so that employees can feel the pressure of indicators with you, and don't let employees feel that you have no choice but to let them sell. Directing sales is the same as directing activities. General manager needs strict military discipline and courage. Inertia and excuses for subordinates in the face of difficulties are the weaknesses they need to break through in the process of growing up. As the general manager, you can't give in easily. Clear indicators, as well as indicators of assessment standards, reward and punishment procedures and standards; Execute it to the letter. Sometimes subordinates will put forward false solutions, and the general manager will not be moved. For example, sometimes you can't allow your subordinates to take an agreement signed without seal or faxed without the original. Fourth, dare to face up to yourself and learn from yourself. 1. Don't give yourself reasons, because as the general manager, you can't change the environment, only you can change it. We must face up to our mistakes and weaknesses before we can "hide them in my heart". If you have a "powerless" mentality, it is impossible to win the decisive battle. Just like Marriott, only by constantly learning from mistakes can we grow and improve ourselves. Criticism from superiors and colleagues, as well as thinking about ourselves, make us more sober. In the face of setbacks, it is normal to have emotions, but the goal is to run the hotel well, not to make yourself emotionally stable. In the face of competition, many judgments are useless, such as the influence of off-season, product problems, or doubts about one's ability. These judgments can't help the general manager achieve his goal. As a general manager, taking the pursuit of goals as his attitude towards life, he can distinguish the ideas, mentality and information that are really beneficial to him at any time. 2. Cultivation, I can't afford to be careless. I feel like walking on thin ice, which is really a true portrayal of the general manager of a limited service hotel. As the general manager, we have high demands on ourselves, prompting us to constantly sum up ourselves. The process of career is a process of self-cultivation. It takes a lot of courage to admit your mistakes and face your weaknesses. We need to keep breaking through, and we can't tolerate any slack and carelessness.