Stop Fooling Around and Forge a Team

by Ken Vincent, Featured Contributor

EVERYONE agrees that forging a team effort in any company is key to it’s success.  So how do you do that?

I’ve read all the theories, and even used them.  But, the reality is that they are largely a matter of putting a band aide on a broken arm.  Some argue that higher pay or better benefits are the answer.  Some, that a pat on the back or a thank you will suffice.  I’m here to tell you those are all nice but they just don’t cut it.  Why?

repost-us-image-9581355You can’t give everyone raises and more benefits or you would have done it already, and in any case that is a temporary fix.

Saying thanks for a job well done is certainly important and has a longer lasting impact than economic issues.  But, in reality aren’t the same people deserving of that consistently?   What about that other 80% or so?  How do you get them to be deserving?

Ah, then there is the “employee of the month plaque”.  Right.  Do you think your customers care about that.  Are you creating more jealousy than good will in the ranks?  Are you, after a few months, giving the award to the same handful of people?  Is that motivating the others?

Do you really think that young man on your loading dock gives a flip about brand loyalty?  All he cares about is moving that mountain of boxes off his loading dock to make room the the next delivery.

Do you think your dishwasher cares about Wowing  the customer?  He is more likely interested in whether or not there is some wine left in that never ending stream of glasses coming down the line from the recent banquet.

Your Executive Chef and Executive Housekeeper see each other once a week at a staff meeting.  They have nothing in common and neither really cares about the problems of the other, or yours for that matter.

Your buyer has probably never met any of the sales people selling what she buys and most likely won’t.

Yes, like you I have read all that theory about getting your staff engaged and feeling like they are an integral part of the company and contributing to it’s goals.  But, theory is useless unless implemented by a course (s) of action to accomplish the goal.  The more layers of staff you have, the more difficult the task will be.

So, what can you do to implement those grand theories that you pass down, or are passed down to you?  Put your thinking caps on and come up with some new and innovative actions.  What is the one thing that will pull them all together.  (Fear of losing their job is not the right answer.  That IT whiz can always get another job.)


Ken Vincent
Ken Vincent
KEN is a 46 year veteran hotelier and entrepreneur. Formerly owned two hotels, an advertising agency, a wholesale tour company, a POS company, a leasing company, and a hotel management company. The hotels included chain owned, franchises, and independents. They ranged in type from small luxury inns, to limited service properties, to large convention hotels and resorts. After retiring he authored a book, “So Many Hotels, So Little Time” in which he relates what life is like behind the scenes for a hotel manager. Ken operated more that 100 hotels and resorts in the US and Caribbean and formed eight companies. He is a firm believer that senior management should share their knowledge and experience with the next generation of management.

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