Achieving Accountability: Key Results Drive Actions

October 02, 2024 | 118 Views

Achieving Accountability: Key Results Drive Actions

Kate Stiteler, CHT

Director of Training | Sonesta International Hotels Corporation

This article was first published in the July/August 2024 issue of Hotel Management Magazine.

Accountability. We all want it, but hospitality businesses often struggle to define and improve accountability processes. The cornerstone of accountability is defining crystal clear results.

Start by identifying your top three results, whether for your team or the entire organization. Focus on these outcomes and ensure alignment across the board. If I were to quiz your colleague or your boss on those same top three results, would they match yours? Probably not. Studies show that 85% of leadership teams spend less than an hour a month discussing strategy, and only 14% of teams are confidently clued in on the results they aim to achieve. That's a lot of people flying blind.

Here’s a seven-step process to keep focused on results:

Identify Your Key Results

How do we measure success in training? Retention rates, turnover numbers, test scores – all valid metrics. But what do these mean to those in the kitchen? If your top three priorities are unclear, have a detailed discussion with your leader. Specify your goals. For example, if employee retention is your focus, define what turnover should look like in 90 days, six months, a year. Communicate this in everything you do. Hold weekly strategy meetings to align activities with results, identify changes, and adjust priorities regularly.

Recognize that All Activity Leads to Some Kind of Result

All activity leads to results, even if they're not the ones you want. Clearly defining desired results ensures people aren’t engaging in activities that won’t achieve your goals. Begin training by asking, “What do I want people to do differently?” Define the result at the start and build around it. Without a clear understanding of the target, effort is wasted.

Shift the Mindset from the Job to the Results

If asked, "What's your job?" you might list your title. But what are you doing to move the needle? It's the same for trainees. They might say they’re a server, a housekeeper, or a bartender, but what’s the goal? As trainers, flip the script to focus on achieving results.

Develop Fumble Pickeruppers

In football, there's no designated “fumble pickerupper.” Every team member goes for the ball, regardless of their position. Similarly, in hospitality, everyone should be invested in overall success. Break down silos by emphasizing collective responsibility for results, whether you're in the front of the house or the heart of the house.

Create Experiences that Drive Beliefs & Actions

Actions stem from beliefs. Recognize that people come to work with preconceived beliefs that guide their actions. If current beliefs are hindering results, create experiences that shift these beliefs. For instance, front desk agents dislike overselling rooms due to negative customer interactions. Despite this, overselling isn't going away. Leaders must change the agents' experience and beliefs. Working difficult shifts with them and arranging special dinners can make their experience more bearable, even if it doesn’t eliminate all negativity.

Similarly, salespeople might believe they can’t compete with bigger brands. To change this, take new hires on a concept tour. Let them experience how our product rivals or exceeds our competitors. This firsthand experience can shift their belief and boost their confidence in selling at competitive rates.

Incentivize for Joint Accountability

Reward teamwork to achieve goals. For instance, a perfect score on a secret shop report results in a $100 bonus for everyone on that shift. This makes each person consider how their role contributes to overall success. Celebrations with cake, balloons, and recognition reinforce joint accountability and success.

For servers hesitant about new tablets, showing how tablets increase table turns and tips can shift their mindset. Demonstrating these benefits through data and integrating them into training encourages adoption. Employee testimonials can also boost trust and acceptance of new tools.

Be Transparent with the Numbers

Often, we guard our numbers like secrets. Share budgets and data openly. Understanding the desired results and providing the data needed to achieve them are crucial. Regularly discuss key results with leaders and translate them into meaningful training.

In hospitality, effective training is paramount. When asked if training works, we should confidently answer "Yes!" We can leverage our influence by consistently discussing important results with leaders and tailoring training to achieve these goals.

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Comments (1)

  1. Curtis Archambault:
    Oct 17, 2024 at 03:49 PM

    Great article Kate!