Rethinking the Nature and Relevance of ‘Legacy’

By 30/04/2020May 17th, 2020No Comments

It would be an understatement to say that the service-hospitality industry is experiencing unprecedented times. The global ‘Black Swan” event has arrived, and the light at the end of the tunnel appears the size of a pinhole. However, our industry is critical to the ongoing wellness, social connection, and enchantment of consumers, so it will certainly persevere – hotels will re-open, cruise ships will set sail, restaurants will seat guests, galleries and studios will re-engage visitors, and the Vegas lights will again dazzle.

Everyone has a meaningful role to play in bringing the service-hospitality industry successfully into the post-COVID era. One priority that should not get lost among all the tactical manoeuvring that accompanies crisis and change management is how you want to be remembered, if not permanently branded, as a leader, colleague, and friend. ‘Legacy’ is more than the biographic story of accomplishments that defined one’s career. Instead, rethinking this concept has been a theme in my recent conversations with several industry thought leaders. Simply put, legacy is now, not later ― how you handle yourself during this time will leave a lasting impression for the years to come.

There are certain inalienable traits that we all must demonstrate during these chaotic circumstances to best advance as an industry and community. Leaders must be considerate of everyone’s current situation. Tough decisions are often required, but these need to be made, communicated, and executed via an empathetic lens. Open and honest communication is key. Regardless of how dire the situation is, we owe it to our team members to be timely and upfront every step of the way. Furthermore, colleagues and employees need to be amicable and adaptable to their new situations and roles; we all need to recognize that this scale and scope of economic constriction is new for everyone at all stages of their careers. We must embrace and exhibit a level of grit and resilience, take accountability for our actions, and continue to “show up” day in and day out for our fellow colleagues and friends. In essence, many businesses now have to think and act in ‘start-up’ mode.

When the crisis subsides and markets gradually return to normal, you will want to be remembered as the leader, colleague or friend who ‘listened, showed up, and pitched in’. More than ever, we all have the opportunity to be genuine servant leaders by supporting others and inspiring confidence through this historic low. And through this, effective leaders will be remembered for what they did and how they did it. The examples set now – be they positive or negative – also establish legacy. They implicitly groom the traits and tendencies of the future leaders who will help our industry to grow, innovate, and hopefully combat whatever challenges and crises lay ahead.

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Preparing your hotel business for the "New Normal" Please click the link below to access the conference video.

The event was born out of a strong burden to offer support to hotel businesses and provide information and resources to stakeholders, owners and operators of hotel businesses in this challenging and demanding season.

The effect of the pandemic may be overwhelming but we feel that it is also a clarion call to all of us to rethink and innovate as such reposition our businesses to deliver more value to consumers in the hospitality industry.

The information provided in this conference will give you a head start to bounce back as you open your doors again. We reached out to our friends within the industry in other countries that are already recovering from the pandemic and they shared amazing insights with us. We had panelists from Doha, Kenya, Germany, etc. and from the feedback that we got, many people got a lot of value.



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