Check out Hospitality Today Live with Deborah Gardner as we talk about Creating Platforms of Respect, Effective Virtual Leadership, and Rapid Problem Solving as the foundations for increasing profits!
One of our favorite pastimes, when we travel in the Middle East, is buying rugs. We love the stunning Persian carpets and tapestries we have collected ranging from Oman to Uzbekistan. Buying rugs in the Middle East has taught us how to build relationships in a short time through simple courtesies. The tea ritual takes place between the seller and buyer and takes the edge off the haggling experience by taking a moment to find common experiences between the buyer and seller. Sharing common experiences creates bonds on which we can build value that supports both the seller and buyer’s needs. Being authentic through shared experiences also allows us to show humility that builds trust.
The haggling process also requires the ability to listen well and understand what the other person is saying. The goal of the buyer and seller is to determine a value that is agreeable to both sides. By rephrasing what is being agreed upon more than once and evaluating the situation from both the buyer and seller’s point of view, a good deal can be had by both parties. Finding shared value starts with the ability to listen well. The benefits of finding shared values support relationship building.
Leadership is a collective function that rotates based on the expertise of the team. In today’s dynamic business environments, leaders need to guide and make the most of their team of talent by building collective leadership. By placing emphasis on completing a task successfully, individual skill sets can be the foundation for leadership based on expertise. Good leadership in virtual environments considers timing, communication barriers, cultural differences, and builds trust through common values before setting out to manage a task for successful outcomes.
To bring out the full potential of our team, Don and I welcome talent that pushes the band’s musical boundaries. By doing so, we always uncover hidden capabilities that contribute to our own growth. Leveraging your team’s talent yields a high return at a much lower cost. Letting leadership rotate based on expertise helps develop trust through attention to individual strengths and shared decision-making. Shared history supports talent development by bonding people who develop organizational behavior based on mutual values. Building a team of talent supports solid organizational performance and ultimately, happy clients!
Decision-making is a challenge because of the complication and the lack of control leaders and managers often have over the situation. Finding anchors in a world of chaos helps find solutions that work. When a turn in the road takes an organization left, and they should have gone right, managers can reconstruct the situation one issue at a time to improve problem framing and get the team to the end goal. Being resilient until the right resource presents itself to solve the problem is also crucial in environments you can’t control. When challenges do arrive, they need to be solved quickly by being present and listening to the client to implement the best solution. Cooperation and assistance among supply chain members to remove or mitigate problems help to build relationships through appreciation. Client appreciation improves customer loyalty with feedback that supports new opportunities through innovations.
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