Earlier this month I analyzed 27 mid-range hotels in the Orlando market using publicly available data from Tripadvisor. These properties ranged from locations near the airport, convention center, and theme parks. After rating the hotels from best to worst using an approach linked to Bain & Company’s Net Promoter Score
I met a friend for lunch over the weekend. The night before he’d flown in from Las Vegas, having booked a room at a nearby Hampton Inn. He used the Hilton Honors app to reserve and pay for room 404 in advance and awaited an electronic key to arrive to
This is the eighth, and final, post in a series aimed at supporting the efforts of leaders, managers, and supervisors to create an inspired workforce. In summary, the first seven steps are to 1.) discover the total job role, which consists of both job functions (duties & tasks) and job
This post is the sixth in a series devoted to creating an inspired workforce. I will share additional posts over the coming weeks to support leaders, managers, and supervisors in this effort. In summary, the first five steps are to 1.) discover the total job role, which consists of both
From time to time, I get a question similar to this: “What do you do if someone doesn’t buy-in to the company mission or purpose and resists your attempts to link these ideals to their job responsibilities?” It’s true that not every employee will buy-in to the organization’s mission, vision,
Earlier this week, I posted the first blog in a series aimed at creating an inspired workforce. I will share additional posts over the coming weeks to support leaders, managers, and supervisors in this effort. In summary, the first two steps are to 1.) discover the total job role, which
During a recent visit to FedEx Office, I asked the counter rep to photocopy and staple 35 copies of a 4-page document. She instantly produced a test copy to verify that it met expectations. It did. She then said, “If I print the other 34 copies now, there will be
Stephen Covey used to tell a story comparing principles to lighthouses. The moral of the story was that you don’t break principles. You break yourself against them. Principles are timeless, natural laws that cannot be broken. They exist whether you choose to recognize them or not. Principles are guidelines for
Cynics might say, “Does it really matter whether a supervisor, manager, or leader can recall the organization’s mission, vision, or purpose statement or core values?” “What’s the big deal? Suppose she’s a solid manager—great with people and technically proficient. Who cares if she can recite the guiding statement or values?
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