first, set an example.
no one can deny the role of role models. If you pay attention to appearance and details, your employees will pay attention to it slowly, and he will often ask himself: Have I met the standards of leadership in this way? Your office automation level is good, and your employees will work harder on learning computers; If you are informal, you will find that employees also require "almost" and "probably" in everything; If you don't allow employees to wear necklaces, rings and other accessories, but you wear a wedding ring and hide the necklace in the uniform, you can't expect the employee to do well, because she can answer your questions like "forgot to take it off" and "others can't see it". An expert once concluded that it is often the leaders who really break the rules, because ordinary employees usually dare not, so the higher the level, the more often they break the rules. In hotels, "service is like performing on a stage" is often used to warn employees that guests are watching our performances, so we must pay attention to the details of customer service. In fact, isn't the manager performing? Their every move, words and deeds have also become performances watched by employees. Employees are keeping a close eye on their performance and listening to their dialogue. So, if you want your employees to be what they are, you should be what they are. Leading by example can be said to be a silent example, practical education and the best role-playing.
second, be willing to share.
Some experts in the industry simply define training as "experience sharing". People usually compare the importance of sharing like this: you have an apple, share it with others, or an apple, but you have an idea, I have an idea, and sharing is two ideas. No matter managers or old employees, there is usually a misunderstanding: there is an old saying in China: teach an apprentice and starve a master. Everyone is reluctant to share some key technologies. In fact, there is no particularly sophisticated technology in the hotel, and it should be a good service for the guests. The acquisition of this experience requires the cooperation of all employees. A slight mistake by one person may lead to the abandonment of all previous efforts. We share with each other the tips on how to do better for the guests and make the hotel more profitable. Only when everyone understands the service skills and skills can the guests feel good about all the details. Every employee is playing a role and sharing the pressure of work. Only when everyone works hard can the plot move forward, such performances be attracted, and such teams be cohesive and invincible. As the leader of this team, I am willing to share my valuable experience, so that everyone's confidence and ability can be enhanced and share your pressure. Why not? Some people are worried that their subordinates will surpass themselves, but he can do better. Isn't it a foil to your management and leadership? On the contrary, if he doesn't do well, people will think that you haven't trained enough. Sharing can not only bring benefits to others, but you can also get feedback, inspiration and new knowledge from sharing.
third, opportunity education.
don't think of a classroom, a whiteboard and a book as soon as you mention education. In fact, educating employees can be done anytime and anywhere, and it is a good opportunity for education when problems arise. If his plate is unstable, tell him how to correct it immediately. If his report is unqualified, tell him how to write it immediately: he has poor communication with other departments and take him to the scene to communicate. Managers leading employees are like leading a team, fighting and rushing to the front, and it is impossible not to pay attention to strategy and tactics. Whether it is on-site management or walking management, it is an opportunity education, and we should seize all the good opportunities that go wrong to carry out targeted education. Because practice is often more impressive than theory.
fourth, timely authorization.
The chef's confidence may come from the cooking of dishes; the teacher's confidence may come from repeated classroom experiences; The confidence of soldiers comes from the accurate shooting of a gun. Then, where does the confidence of employees come from? May come from satisfied guests, may come from your trust and authorization. It is an important method to train employees by assigning a task and providing necessary support within the range of pressure he may bear. Although this practical process may waste time, energy, manpower and material resources, the actual combat effect can speed up the training. This truth is the same as when a soldier goes to the battlefield to know what the war is really about. Managers will always be hands-on and hands-on, and employees may always be dependent and lack independence and thinking. The final result is that leaders are too tired to vomit blood and subordinates are too idle to panic. Timely authorization is a win-win decision.
five, immediate motivation.
Motivation is not only material, but a sentence: "Good job, Xiao Li" is more direct and moving than a bonus of 111 yuan. In recent years, more and more hotels have begun to pay attention to the personalization of customer service, and providing personalized service requires the hard work of employees. Then, whether the employee's personality has been paid attention to, so the humanized management of employees should also be put on the agenda. As managers, they usually have good self-regulation ability, but employees may not be able to stand up to that height. After some hard work, the supervisor doesn't even have any intimate words. After receiving the guests' thanks, the leader didn't even smile approvingly. How can employees continue to work hard? Your praise and your smile set a standard. Employees know that this will get your approval again, and their work will have a sense of direction and mission. The first-class waiter is more outstanding than ordinary waiters in that he can not only serve seriously, but also take the initiative to serve from the heart. Therefore, it is much easier to cultivate first-class waiters by stimulating employees' internal subjective initiative.
of course, training and cultivating employees is a labor-intensive job, but sharpening the knife will not mistake the woodcutter. When the knife is sharpened, the rest will be simple.