Is there time for a crisis in your hospitality sales day?

Hotel sales managers anticipate crisis management

Hospitality sales managers anticipate and avoid crises

If you’ve followed this training for awhile, you know that I am a big proponent of spending your hospitality sales day wisely. If you need a little refresher on the topic, I suggest you read this post on time management.

But I’m the first to admit that we don’t always have complete control of our time.

Sometimes a crisis comes up and we have to deal with it.

So here’s a little 3-question quiz for all you hospitality sales managers out there. The purpose of this little quiz is to see how you handle crisis management as you go about your hospitality sales day.

Question one: How much do you build buffers into your day so that you have time to respond to unexpected crises? Hospitality sales managers with strong time management skills will sit down at the start of their day (or even at the end of the day before) to put their to-do list together. When they do this, these hospitality sales pros should anticipate how and where a crisis might occur. As a result, when the crisis occurs their day is not totally shot. These folks actually put time aside and anticipate that a particular task might take more time, or this might cause a problem, or there might be some feedback, this could affect a customer or guest, or this may have an effect on one of my employees, etc. As a result they will set some time aside so they can deal with it. If and when the emergency or crisis occurs, the hospitality sales person has has time to deal with it. If the crisis doesn’t occur, they have just gotten back a gift of time.

And a good hospitality sales manager knows what to do with that gift: spend that time on your flat list, naturally.

Here’s question number two: When you set your goals, do you attempt to anticipate where possible crisis situations could pop up? Hospitality sales managers with highly developed time management skills always look ahead. They know that what they do now may affect what’s going to happen in an hour, two days, in two months. so they slow down enough and anticipate. If you don’t take time to slow down, you won’t see the big picture and you’ll never see the crisis coming.

Sometimes you may not even see the crisis after it has passed.

You may have heard about the old woodsman who could chop down more trees than his younger, stronger lumberjack friends. And he did it in half the time chopping. His secret? He spent the other half of his time sharpening his axe. Similarly, hospitality sales pros who take time to anticipate crises during their planning process will actually find fewer crises occurring.

hospitality sales postmortemFinally, question number three: After a crisis occurs, do you participate in a postmortem of the situation? Do you talk with those involved to see how you might avoid the crisis in the future? You know the old saying: fool me once, shame on you; fool me twice, shame on me.

So another approach to the situation might be appropriate. Depending on the crisis and its causes, you might want to talk to catering, your DoS, other hospitality sales managers, and so on to avoid the problem in the future.

Another one of my favorite sayings is “Insanity is doing the same thing over and over again but expecting different results”? It really applies as well.

By the way, I researched the origins of that quote and the current consensus is that it came from Rita Mae Brown’s book “Sudden Death” in 1983.  (Many people cite Albert Einstein as the author of the quote, but there is no evidence to suggest that he ever said this. But I’ll bet he’d wish he had!)

So if you want to become the most efficient hospitality sales manager you can be, you need to be proactive in your approach to crisis management and avoidance.


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