Background : The Guest Services department at a luxury hotel has recently experienced a series of issues related to team morale, guest complaints, and a decline in overall service quality. This department is responsible for managing check-ins, handling guest inquiries, and ensuring all guest needs are met during their stay. The manager, Patrick, has been in charge for 2 years and is known for his attention to detail but has become increasingly strict due to recent pressure from upper management to improve performance metrics. The Situation : Patrick has implemented a strict system to ensure every guest interaction follows a strict protocol. Every member of the team must follow checklists for each task (e.g., welcoming guests, addressing guest complaints), with little room for personalization or flexibility. Patrick regularly reviews these checklists and gives formal warnings if even minor details are missed. As a result, the team members feel they’re constantly being watched and penalized for small mistakes, leaving them anxious about making any decisions on their own.
The team has become so focused on completing tasks exactly as outlined that they struggle to think on their feet or adapt to unexpected guest requests. This has led to delays in resolving issues, with staff feeling unable to act without approval, even for simple problems. As a result, guest complaints have increased.
Patrick has also started doubting the competence of his team, often stepping in to "double-check" their work or questioning their decisions in front of other staff members. This has created a culture where employees feel they can’t be trusted to make even minor decisions without oversight. Team members are hesitant to take initiative or share new ideas for improving service, as they worry Patrick won’t trust their judgment or will criticize their suggestions.
Many employees now feel disconnected from the team. They’ve stopped participating in team meetings or offering feedback because they don’t feel trusted. This lack of collaboration has resulted in a drop in overall morale, with employees feeling unsupported and undervalued. Several employees have even considered leaving the department.
In his efforts to improve service quality, Patrick has turned from being a supportive manager to someone who is constantly policing his team. He regularly monitors interactions between staff and guests, and will publicly point out any mistakes or missed steps, rather than offering constructive feedback. Instead of checking in with his team to see how they are doing emotionally or offering encouragement, Patrick’s main focus has become enforcement of rules and procedures.
Team members feel suffocated by Patrick’s micromanagement and are growing increasingly frustrated. They no longer feel supported or empowered in their roles, and as a result, several have expressed dissatisfaction with their jobs. The frustration is palpable, and the team dynamic has shifted from being collaborative and friendly to tense and defensive.
Discussion Questions : 1. What type of tripod is being implemented? 2. How might Patrick rebuild trust within the team? 3. What role does tending play in ensuring the team feels supported?
Page 1 Page 2Made with FlippingBook - Online magazine maker