Private Clubs: Raising the Bar
Over the years we have seen many iterations of private clubs. From ale houses and social centers in key gateway cities across Europe, to golf courses and tennis resorts across the United States, private clubs continue to expand, grow and cater to those looking for a full-service experience. Today, it is less about a single activity or event and more about engaging with the membership and offering them a place to work, meet, play and eat – the full spectrum of offerings.
Read moreHospitality Leadership Solutions Series: The ‘Organizational Spinal Cord’
Core values reflect beliefs, and company culture reflects attitudes and behaviours – together they define the “heart” and perhaps even the “conscience or soul” of an organization. But, beyond these traditional HR and leadership tenets is the more fundamental concept of what we call the organizational spinal cord. In medical terms, the spinal cord is a bundle of nerves that go to and from the brain. Its main function is to transmit neural inputs between the brain and the periphery of the body. In business terms, the organizational spinal cord is the nervous system responsible for stimulating and directing critical actions across the entire “body” of an organization. Beliefs and attitudes define why a company is in business and what it stands for, but the spinal cord is about how the company actually implements its strategic and tactical initiatives.
Read moreC-Suite Miniseries: The Hospitality CMO – A Global Profile Of The Evolving Role
As part of our investigative C-Suite miniseries, which takes a closer look at and profiles the key senior leadership functions at hospitality companies around the globe, Aethos™ now attempts to paint a clearer picture of the Chief Marketing Officer (CMO) role and the leaders who define it. Thus far, we have profiled the changing roles, competency sets and backgrounds of the Chief Commercial Officer, the Chief Human Resources Officer and the Chief Information Officer. Arguably, the CMO is another important piece of the puzzle – not yet completing, but certainly providing a much more comprehensive picture of the management teams of hospitality organisations around the globe.
Read more2019 and Lodging Technology: Is There A One-Size-Fits-All Approach?
Turning the page on another calendar year is always fun and reflective. As we look to 2019, there are some interesting trends and new technologies that should continue to impact the lodging industry. Following is a look into two specific groups, employee and customer experiences, and how we should continue to embrace technology so it can positively affect the bottom line.
Read moreThe Broken Record Discussion – Boardroom Diversity Within The Restaurant Industry
Participating in countless client board meetings, I can say with confidence that gender diversity within the boardroom leads to first-rate ideation and collaboration. In addition, credible studies conducted by the likes of Boston Consulting Group and McKinsey & Company prove out a strong correlation between a board comprised of a larger female presence and superior results in the boardroom. While top governance experts have been promoting greater gender diversity for more than a decade, not much has changed within the restaurant industry. These glum statistics say it all.
Read moreThe Evolution Of Private Clubs
The desire to be with and around other people is an innate human characteristic. In evolutionary terms, humans quickly worked out that strength in numbers equalled survival, and this need to seek connections and to form bonds with others has remained within us over time, even as the threats to our existence have altered and diminished. The need to band together to fend off attack or to kill for food has been replaced by a want for social interaction and companionship. For most, school is the first place we begin to form relationships with like-minded fellow humans and where we form groups, teams, cliques and gangs. In 19th century London, the desire to maintain these friendships beyond school and university gave rise to the gentleman’s club. These clubs were formed on a membership basis open only to those considered to be of ‘gentleman’ status and centred on a common interest such as politics, art, sport, travel, university or section of the armed forces. As the British Empire spread so too did gentleman’s club – to India, Hong Kong, and Australia. Eventually, women were allowed to follow suit and form their own clubs. Henceforth, these exclusive clubs came to be known as ‘private member’s’ clubs.
Read moreTime to Speak Up: The Achilles Heel of Industry Corporate Governance Structures
Whether we are talking about a nation, a corporation or a small start-up, if the elected leadership is not challenged or upheld to its formal duties, infrastructural aspects may either start to derail or fractures appear which are fed by a growing disgruntlement with certain behaviour or decision-making. It is easy to find the fault in the person at the helm of a nation or an organisation, to brandish this particular individual as the “trouble-maker” or to call for new leadership to step in on the basis that the incumbent has not fulfilled their promises. But we are forgetting that there is a “collective responsibility.” As we are seeing in the current political landscape, leadership is in fact quite often following through with what they set out to do in the first place. We have just not fully listened or considered the consequences of what has been suggested as the course of action; nor has leadership clearly pointed it out to us. Thus, there appears to prevail a culture defined by superficial and oft meaningless conversations. Yes, of course there are also voices of concern or, at times, a challenge – yet, it seems that at the first hurdle, people are simply giving up.
Read moreUnderstanding The Leadership Challenges Of A Cross-Generational Workforce
For the first time in history, five generations will soon be working side by side. Executives of the older generation are working longer while the “young guns” are quickly rising through the ranks and gaining a foothold in the professional world as a force to be reckoned with. At face value, this is a complex, yet rewarding challenge for any leader in the hospitality industry. The level of experience and the, at times, distinct attitudes and character traits which are often attributed to an executive’s tenure within the industry, are often pointed out as the differentiating factors between the generations. Yet, it would be unfair to pigeonhole executives by these factors. In fact, Aethos™ has often found that those differentiating character traits are innate and disassociated to the level of experience. Yet, the cross-generational divide does exist – it is driven, though, by different personal drivers and motivations, by different world views and by different communication styles and ways to manage relationships.
Read moreBusiness Cases Strengthen Performance Management: Q&A with Dr. Michelle Crosby
Effectively predicting the future success of job candidates, both internal and external, is challenging at best. Traditionally, this process has relied heavily on interviewing – documented as one of the poorest predictors of on-the-job performance – and, occasionally, the use of psychological testing or biographical information. Yet, there are approaches available that are more effective than using such tactics alone.
Read moreGaming CEO Pay In A Year Of Reckoning
The last eighteen months has been a reckoning for powerful men in the business world and gaming has been no exception. The #MeToo Movement struck down one of the most recognizable names in the gaming industry when Steve Wynn stepped down from the company he founded, Wynn Resorts. These issues have continued to shine a spotlight on CEO pay, severance and golden parachutes. Four other CEOs in gaming are out or on the way out soon. Caesars recently announced that Mark Fissora is stepping down at the end of the year. All that said, it was a very solid year for casinos stocks, with many of the bigger companies outperforming the small ones.
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