Gaming’s Best Boards
With five fewer companies in the mix this year, the continued shake-up and consolidation trend across public gaming companies is the theme in Aethos Consulting Group™ 's study of corporate governance in the gaming industry.
Read moreSelf-Esteem – Part Emotion, Part Business Skill
How you feel about and treat yourself directly affects your relationships – and in the hospitality industry managing internal and external relationships is a fundamental and critical business skill. Often success in building relationships is rightfully credited to factors like a person’s level of Extroversion, Service Orientation, or Emotional Intelligence... Yet, a critical element that can be overlooked or minimized in the mix is Self-Esteem.
Read moreRestaurant CEO Pay for Performance: Accountability is on the Rise
David Mansbach, Managing Director at Aethos Consulting Group™ and author of the study, reviewed 37 publicly-listed restaurant companies and, using the Aethos™ Value Index (AVI), identified those CEOs who excelled at their job and increased value for shareholders but who were underpaid relative to their performance and peers. Also reviewing the Top10 of those CEOs who were overpaid, David Mansbach highlights the importance of greater accountability and transparency at board level when it comes to CEO compensation.
Read moreThree Insider Tactics to Effectively Hire Hospitality Leadership from Outside the Sector
"Bringing in someone from outside [the sector] can lend new perspectives and experiences and produce extremely positive outcomes. The key is to know where to look, identify the needed skill-set, and then be sure to have a systematic on-boarding process in place to set up your new leader for ultimate success."
Read moreHotel CEO Pay-For-Performance
Every proxy season for the past 20 years I have evaluated the performance of CEOs in the hotel industry using a proprietary pay-for-performance model which looks at key financial metrics such as company size, stock appreciation, EBITDA growth, and total direct compensation within a defined peer group.
Read moreCEO Turnover Study 2013: A Profile of Hotel Industry Leadership – A 10 Year Review
CEO turnover among the world’s 50 largest hotel firms in 2013 was 10% down from a 2012 figure of 16%. Leaders who took office in 2013 were Sébastien Bazin (Accor), Lee Chee Koon (Ascott), Wolfgang Neumann (Carlson Rezidor), Frank Fiskers (Scandic), and Peter Gowers (Travelodge). New CEO arrivals always tend to prompt speculation from employees, shareholders, analysts, media, and industry colleagues as to the likely performance of the hire and of the hiring organization. Such transition events also give us a chance to take stock, look at the CEO role in the hotel world from a holistic standpoint and explore the profile of these industry titans.
Read moreWhy so few options: Challenges of the restaurant franchisee to find funding for growth
Recent results within the United States food service industry point to extraordinary success; this year the industry will take in over $650 billion and employ 13.5 million people (10% of the US workforce). What often goes unnoticed is the economic engine behind this machine; the restaurant franchisee. If this group is a critical part of the industry and a leading contributor to the US economy, why are there limited options to secure capital for growth?
Read moreBreaking the Mould: Talent Management in an Ever Evolving Industry
There are three major shifts within the industry and the workforce as a whole that drive the growing need for transformation within the HR department and the relationship between business leadership and HR professionals. Considering each on a case by case basis, it is subsequently questioned whether there are no other talent management tools beyond the established that are worthwhile applying.
Read moreThe Critical Three: Traits of High Performing Restaurant Executives
David Mansbach asks “What one characteristic or trait is required to be successful within the chain restaurant industry?”. After reflecting on the question, he concludes that there is no one ingredient but rather a healthy mix of what he deems as the Critical Three.
Read moreThreats to Executive Creativity and Problem-Solving
The article takes an in-depth look at how leaders must possess both creativity and problem-solving skills to excel on the job. it is argued that these skills can be taught and are not necessarily innate.
Read more