How to solve the hospitality leadership puzzle.

“There is no such thing as a perfect leader, either in the past or present, in China or elsewhere - If there is one, he is only pretending, like a pig inverting spring onions into his nose in an effort to look like an elephant”. Liu Shao-Chi

It may be true that there is no such thing as the perfect leader – leaders are human, after all. However, that is not to say that people who hold leadership positions in the hospitality industry should not continually seek to improve their leadership skills.

How often have we worked for managers, senior to ourselves, and have asked ourselves “How did he get to that position?”? Some appear not to have any clear idea where they are taking their organisation; others preside over people who are frustrated, demotivated and in constant conflict within teams and between teams.

Comments such as “nobody tells us anything”, “nobody listens to us” and “there is a rumour going round that …” are heard throughout the organisation.

These managers hardly set an example for others to follow. They may have a badge on their suit or their office door that pronounces them ‘Chief Executive’; ‘Catering Manager’; or ‘Head Chef’ but do these ‘badge holders’ display all the necessary qualities to inspire others to follow them?

In order to measure managers’ leadership skills, we need to identify the essential qualities of an effective leader. In my view they are six in number:

* A Leader is a visionary
* A Leader sets an example
* A Leader understands what motivates each team member
* A Leader builds supportive relationships
* A Leader empowers others to reach their potential
* A Leader understands the power of communications

These are the six components that each leader must work hard at continually and consistently applying and, most importantly, demonstrating in all he or she does. Think of it as a jigsaw – The Leadership Jigsaw™. Unless all six pieces are in place, the leader will not achieve his or her potential, nor will those looking to following their leader.

No one aspiring to lead a high-performing team can do so if they are ‘one piece short of a jigsaw’! Let’s consider each piece in a little more detail.

Vision. Leadership involves taking people on a journey but, if people are to follow, the journey must not be into the unknown. Such destinations may work for Captain Kirk of the Starship Enterprise but they will not work for modern-day leaders with their feet placed firmly on terra-firma!

A person holding a leadership position without a clear vision, or the ability to communicate one effectively, will be heading into darkness (probably alone!).

Creating a vision must, by its very nature, be one of the foremost roles of a leader – as it sets a positive theme for the future. A vision is, however, more than a mere mission statement, which can be merely be a set of fine words designed more for the benefit of shareholders reading the company prospectus than its employees.

For the average caterer, working for a company that’s mission is to be ‘world class’ offers little relevance and even less inspiration. A leader’s vision – which he or she personally associates themselves with – should appeal to people at an emotional level, as well as a practical one.

It should be meaningful, relevant and inspirational: encouraging people to buy into it willingly. When leaders express their vision in a way that touches their followers, they invite strong commitment: a common purpose that focuses people on a shared, mutually beneficial objective.

“A leader shapes and shares a vision which gives point to the work of others”
Charles Handy

Example. One of the most important and effective qualities leaders can display is consistently and visibly to link the values they stand for with their everyday actions. Indeed, consistency and visibility are the keys.

People respect and follow leaders whose behaviour mirrors their words; they have no respect for leaders who say one thing and do another. “Do as I say, not as I do” is simply not good enough in today’s workplace.

Managers should, therefore, look hard into the mirror and consider what they see. Example is a reflection of the beliefs and values of the individual and it is important to clarify these in oneself. A good starting point would be to ask “Do I lead in such a way that I would willingly follow myself?

Do I consistently demonstrate leadership qualities that I would recognise in leaders that I, myself, respect?” You can be sure of one thing: you may not be continually assessing your performance as a leader, but your team will be! They will be watching your every move and taking a lead from you.

"The leaders acts as though everyone is watching, even when no-one is watching”
Brian Tracy

Motivation. Having a vision is one thing: selling it in a way that others want to realise it is quite another. The leader’s role is to focus the energies of followers on shared goals and to motivate them to achieve those goals.

Of course, there have been leaders who gained and manipulated their power through force and fear. Yet it is leaders who inspire and encourage their followers who have long-term success and are remembered well into the future.

Yet everybody is different and responds to different stimuli. Truly great leaders understand their followers: they understand their needs, their dreams, their fears, their emotions – what ‘makes them tick’. It is an understanding of the impact of differing needs on different people that is vital for effective leadership.

The great leader inspires others to achieve the vision by focusing on each individual’s motivations. Moreover, understanding individual drivers will improve the performance of the whole group as it is the interactions between individuals that determines team effort.

One of the greatest motivators is to believe that you are contributing to your team’s success and, hence, to the success of the overall vision. People need to believe that they are playing their part, hence successful leaders ensure that team members receive the recognition their efforts deserve.

Leaders must work hard, on a day-to-day basis, to find ways of making people feel valued for their contribution. In my experience of working with junior catering managers across the country, a belief that they are not valued for their efforts is one of the most commonly found demotivators.