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Our Culture Difference
By Matthew Woodruff, EVP
& Chief Brand Partner Officer

This comeback journey didn't have time to detour through
a renovation, so we focused our efforts where we knew they would have the
greatest immediate impact -- our associates and our guests. Using a "feet on tile" strategy, we
sought out the "invisible" guest, meaning, the traveler who wasn't
satisfied but might not mention an issue until completing an anonymous
survey. By correcting the course of
these stays before departure, guest satisfaction started to improve.
In the nearly two decades since our initial experiment in
mindset shifts, we've built out traditions, celebrations, and programs that
support and reinforce our BE EXCELLENT culture.
·
Our Excellence Development Plans are
career roadmaps that help associates achieve their goals.
·
Our Be Excellent Celebrations continue
the tradition of celebrating achievements large and small.
·
The results of our Brand Partner Excellence
Surveys say that our culture is unique.
More than that, our associates tell us that our culture
keeps them around. Even in the hardest
year ever faced by our industry, we read anonymous comments like, "Best
management company I have worked for so far. Lives and breathes the culture.
Tough year and did a good job," in our General Manager Satisfaction Survey.
An unexpected byproduct of the culture within our hotels
is how it spills over into life outside them; the mindset shift from
"OK" or "good" to EXCELLENT impacts the families of our
associates, as evidenced by the stories we hear about teachers at school
noticing big differences in children of our team members.
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