One of the hotels near Marriott International's headquarters, the Bethesda Marriott, wanted to improve performance measures, an effort magnified by being so close to the company's leadership. General Manager Brian Hilger, his team and the hotel's owners worked together on a $20-million renovation that included remodeled rooms, an impressive lobby, and a new restaurant's improvements critical to higher guest scores. And the results were amazing! The hotel looked fantastic. But the guest scores were still not at desired levels . . . yet. The second part of the equation would involve how associates interacted with guests and executed at the hotel a strategy dependent on new behaviors.
After one year Brian, and his team proudly celebrated earning the highest Guest Satisfaction Scores in the thirty-year history of the hotel. As Brian said, "I used to dread the arrival of our new Guest Satisfaction Scores every Friday. Now, I"m excited to get up on Friday mornings."
Ask yourself these questions: Do you remember the last major initiative you watched die in organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities?
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