Curriculum
Course: Practical, Effective, and Inspiring Lead...
Login

Curriculum

Practical, Effective, and Inspiring Leadership Actions to Create Heart-Based Hospitality

0/16
Text lesson

Part 1: Leaders … Make the Core Values Clear in People’s Minds!

Introduction

  • Part 1 looks at the importance for a leader of knowing the property’s mission and vision statement and of ensuring that their team members know what they should do to make the statement a reality in their team and department.
  • It is particularly important that the team members understand deeply the spiritual nature of the property’s core values and that they should infuse them into every aspect of the hospitality experience they create. Part 1 provides an important way to deepen the teams in the core values of Heart-Based Hospitality by using the Core Values Deepening Programme. Leaders can replicate the method.
  • This programme is one of the 11 Elements which provide all the materials leaders need to create Heart-Based Hospitality and to infuse the hospitality experience with the main core values of Heart-Based Hospitality, which are loving-kindness, compassion, heart-warming care, and unconditional love. The 11 Elements are provided to hotels that want to implement Heart-Based Hospitality.

Part 1

Leaders … Make the Core Values Clear in People’s Minds!

 

1. Some Inspiration
•   Watch this video: The Greatness Within.

2. Your Property’s Mission and Vision Statement

What is your property’s mission and vision statement? Can you explain it in detail?

Discussion
• Do you know your property’s mission and vision statement in detail? If you don’t, it is like driving a car from one part of a country to a faraway place in the country without a map. You might even head in the opposite direction without knowing it.
• Think about this: Why should a good leader know the property’s mission and vision statement by heart? What are the benefits for the leader, the team, and the hotel?
• The mission and vision statement state the hotel’s purpose for existing, its direction, and what the hotel’s leaders want to achieve and create. It states the core values that will define the hospitality experience.
• It also states what kind of hospitality experience the hotel’s employees should create for the guests. It gives the team members a purpose for going to work each day, and makes their work meaningful.
• If a leader does not know the mission and vision statement by heart, their team will be like a rudderless ship, which will inevitably crash onto the Rocks of Mediocrity.

A leader sets the direction and is the Chief Architect of the core values. He creates the hospitality experience around the core values.

• Here are some examples of core values. The green core values are commonly found in the mission and vision statements of Heart-Based Hospitality hotels.

Discussion
• What does a Chief Architect do?

  • Firstly, a detailed answer about the duties and purpose of a Chief Architect can be found here. What does the description tell you about what a leader should do to make the mission and vision statement become reality in the leader’s team and department?
  • You can easily make more comparisons between the job of a leader and that of an architect than those shown below.
  • To provide a short answer adapted to hotel leadership, the Chief Architects of a hotel are the hotel’s management team. They create a purpose for the hotel and they “design” the hospitality experience accordingly. They decide what core values will be needed to create the hospitality experience and how those core values will be practised. They also decide what leadership behaviours are needed to achieve the purpose and vision of the hotel and practice those behaviours. While the hospitality experience is being created, just like when a building is being created, the Chief Architect follows through continuously to make sure that the plan is being carried out exactly and that each member of the team is playing their part passionately and effectively.

• How can you be the Chief Architect of the core values in your team or department?

• By explaining what each core value means, what each one feels like when it is practiced and received, and by describing how and when each one can be practised. The leader must have a deep understanding of each core value and also feel in a heartfelt way what each core value is about.
• You can also deepen each employee in the spiritual meaning and spiritual depth of each core value by means of stories and spiritual quotations; by explaining why the guests need hospitality that exudes each core value; and by describing how each core value will benefit the employees and the guests.
• In this way you can develop the spiritual capacity of your employees so that they can practise, and also want to practise each core value with ever greater intensity.

Application
• How will you improve yourself in the role of Chief Architect from now on? Write down a number of actions you will take from now onwards.

Discussion
• What is the message of the above picture, which shows MPs in the Thai Parliament?
• What are your core values as a leader? How do you show them?
• Do your core values include the main core values of Heart-Based Hospitality, namely, loving-kindness, compassion, heart-warming care, and unconditional love? If your answer is “yes”, how could you practise each one more intensely than now?

3. Improve the Quality and the Spiritual Intensity of the Guest Experience

“What have you done to dramatically improve quality in the past 90 days?” Milliken, CEO of Milliken & Co. to his factory managers.

• Mr. Milliken, who was once the CEO of Milliken & Co. Ltd., used to visit each of his factories every 3 months, and he would ask the leaders this question. The question is very relevant to hotel leaders.
• Heart-Based Hospitality does not only require a strong focus on high-quality service. There is always also a strong focus on increasing the intensity of the main core values of hospitality, namely, loving-kindness, compassion, heart-warming care, and unconditional love. This is carried out especially by means of the 11 Elements, which you will learn about later.
• If Mr. Milliken were to ask you the following question with regards to a) quality; and b) the intensity of the main core values of Heart-Based Hospitality, what would you answer? Answer  about a) and b) separately.

“What have you done recently to create a memorable experience for other people or the guests?”

• You can read about Milliken’s Fabulous Bragging Sessions, which are used to create excitement and motivation about how teams improve quality. Perhaps you can use the idea at your hotel. Click here.

Application
• How can you apply Milliken’s passion for quality to your team’s or hotel’s core values?

Discussion
• Answer the question above with a few examples. By “memorable experience” is not only meant memorable acts of service, but also hospitality in general situations with intensive spiritual warmth.  Don’t only think about hotel guests but also family members and people you meet outside the hotel.

“How have you shown loving-kindness, compassion, heart-warming care, and unconditional love today?”

Discussion
• Regarding the question above, once again don’t only think about hotel guests, but also family members and people you meet outside the hotel.
• The question encourages you to show these spiritual core values of Heart-Based Hospitality every day and with everyone you meet.
• What core value of Heart-Based Hospitality is the woman in the photograph practising?
• The woman is showing unconditional love, loving-kindness, heartwarming care, and compassion. Here is a short definition of compassion:

Application
• How can your team members practise it in their work?

4. What Core Values Are You and Your Team’s Guest Experience Known For?

Richard Branson won’t launch a new product unless it’s cheeky, of high quality, and affordable.

• You can find a very good explanation of “cheeky” in regards to a brand or product here.
• In short a “cheeky” product is a product that pushes the boundaries in a unique and creative way. Heart-Based Hospitality does this.
• The point here is that everything Richard Branson creates for customers pushes the boundaries of what is normal. This is a characteristic of Richard Branson’s businesses. He is known for doing this.

Discussion
• What is your team’s hospitality experience known for? What are its characteristics?
• To what extent does the hospitality experience that you and your team provide push the boundaries of hospitality in a unique and exceptional way? I don’t mean here how efficient is your guest experience. I am referring to the feeling and spirit of the hospitality experience. How intensely strong in loving-kindness, compassion, heart-warming care, and unconditional love is the hospitality that you and your team provide?
• Would Heart-Based Hospitality enable you to push the boundaries further and to intensify the spirit of hospitality, do you think?
• Here is a quotation by Richard Branson. Firstly, think about its meaning and what your passions are. Then think about how you could put it into practice at your hotel?

Video
• Watch this video about Mae Toi (Mother Toi). What are her core values in the video? Click here.
• What are your core values? Are they as clearly visible in your words and behaviour as in the video? Do they fit in with Heart-Based Hospitality?

A Room Service Experience
• The following slide shows the poor level of service provided by a Room Service Order Taker at a five-star hotel. Who is ultimately to blame for the poor service?

• What was the leader clearly not doing?
• If you were to ask the Order Taker what the hotel’s mission and vision statement and core values were, what do you think the person would say?
• What is the message here for leaders regarding what they should be talking about during briefings and while they walk around the operation?

5. A Story: The First-Day Employee
• This is a story about how an employer showed to good effect one of the main core values of Heart-Based Hospitality, namely compassion.

My father had a small business, employing approximately fifteen people at any given time. We pasteurized and homogenized milk from farmers each morning, and put it into bottles for home use and for restaurants. We also put the milk into small containers for the school kids every day. We also made a wonderful little thing called homemade ice cream. We sold all of these milk products, and many more, in the front of a dairy building, which had been fashioned into a small store with a large soda fountain.
During the summer months, there were rows and rows of eager tourists lined up at the ice cream counter, waiting for their daily indulgence of my father’s most exquisite recipes of some twenty-seven flavors of homemade wonder. Being such an extremely busy little store meant that the employees had to work fast and furious for hours at a time, with little rest. The swarm of tourists never stopped and our “rush hour” lasted many hours on hot days.
I had worked for my father since I was young, as did all seven kids in our family. So, I had seen many new employees come and go due to the fast and frenetic pace. One day, in 1967, we had a new employee, Debbie, who wanted to work in the store for the summer. She had never done this type of work before but planned to give it her all. On her first day, Debbie made just about every mistake in the book. She added the sales amounts incorrectly on the cash register, she charged the wrong prices for items, she gave the wrong bag of food to the wrong customer, and she dropped and broke a half-gallon of milk.
The torture of watching her struggle was too much for me. I went into my father’s office and said, “Please go out there and put her out of her misery.” I expected him to walk right into the store and fire her on the spot. Since my father’s office was situated within view of the sales counter, he had no doubt seen what I was talking about.
He sat, thoughtful, for a moment. Then he got up from his desk and walked over to Debbie, who was standing behind the counter. “Debbie,” he said, as he put his hand gently on her shoulder. “I have been watching you all day, and I saw how you treated Mrs. Forbush.” Debbie’s face began to flush and tears began to well in her eyes as she struggled to remember Mrs. Forbush from the many women, she had given the wrong change to or spilled milk on.
My father continued, “I’ve never seen Mrs. Forbush be so polite to any one of my employees before. You really knew how to handle her. I am sure that she is going to want you to wait on her every time she comes in. Keep up the good work.”
In return for being a wise and compassionate employer, my father got a loyal and hardworking employee for sixteen years…and a friend for life.

• The message here for leaders is: When you practise the core values of Heart-Based Hospitality, you will touch people’s hearts in ways you cannot know, and they will remember you because of this.

6. The 11 Elements
• The 11 Elements are 11 leadership actions and systems that provide a way to soften the heart of the staff continuously in order to increase their desire to want to practise the core values, to create memorable experiences, to make people happier, and to create a Heart-Based Hospitality experience. The following is an example of one of the 11 Elements and it is especially useful to deepen your team members in the core values of Heart-Based Hospitality. It is from the Core Values Deepening Programme.

6.1 Contents of the Manual
Part 1: The Mission, Vision, and Critical Success Factors
Part 2: The Property’s Core Values
Part 2.1: Loving Kindness and Heart-warming Care
Part 2.2: Compassion
Part 2.3: Empathy
Part 2.4: Customer Service That Exudes Unconditional Love, Loving Kindness, Heart-warming Care, Compassion, Empathy, Creativity, and a Sincere Desire to Create Memorable Experiences
Part 2.5: Mystery and Guest History Information
Part 2.6: Passion and Enthusiasm
Part 2.7: Win-Win Thinking and Teamwork
Part 2.8: Teamwork and Team Spirit
Part 2.9: Learning and Growth
Part 2.10: Integrity, Character, and Respect
Part 3: Expectations of the Employees
Part 4: Summary and Commitment Plan

6.2 Accompaniments to the Manual
• The manual comes with a PowerPoint presentation file and a large range of stories, songs, and videos, which serve to deepen the staff about the core values.

6.3 Purpose of the Manual
6.3.1 Probation Period Training
• The programme can be used during the probation period immediately after the General Orientation has finished in order to deepen the new employees about the property’s mission and vision, the Critical Success Factors, and about Heart-Based Hospitality.
• The programme is particularly useful in helping the new employees to learn about energy, and also to understand the core values and how to practise them in their job. They then know what is expected of them, and how to become happy in their work. In this way, a new employee can be integrated into the property’s culture.

6.3.2 Deepening Material to Follow Up on the Heart-Based Hospitality Workshops
• The programme can be used with employees who have passed probation as a part of the deepening material that follows the online workshops in the series, How to Create a Truly Memorable, Heart-Based Hospitality Guest Experience.

Example of a Core Values Programme Manual Slide

Ask:   What does this quotation mean? (Ask for some general comments to begin with.)

Notes:  Have them discuss the meaning of each word and sentence. Each word has a deep meaning, so please do not be satisfied with short, quick answers. Ask the staff what each word and sentence would look like in practice in the hotel. You might spend a whole briefing talking about one word alone and what the guest experience would be like if that word was made to come alive in the hotel. Take your time, and if you spend a week on this quotation alone, it is all right. Deepening the core values is a gradual process.

Ask:  How could you apply each word/phrase in this quotation to your customer service? What would you do and say? What would be the effect?

Notes:  Have them role-play situations (job-related or not), which reflect the meaning and spirit of the words and phrases in the quotation. Or, if you prefer, you could ask each Team Member to choose one of their job duties and to say how they could infuse the duty with the meaning and spirit of a word or phrase in the quotation. The role-play should reflect the spirit of the vision statement and the guest experience in the vision.

Notes: After each short role-play, ask the group to comment about whether the role-play reflected the spirit of the quotation well enough. If they say it did not, ask the staff to do the role-play again. Follow up in the same way. Quite frankly, the answer will always be that it did not reflect the quotation enough as there is no limit to the amount of love, heart-warming care, compassion, etc., which the staff can show in their role plays and guest service.

The quotation represents a direction for the staff to go in and a goal for the loving nature of their hospitality. Few people could provide hospitality at the level of the quotation. But by developing their spiritual capacity continuously they can inch closer to the extremely high standard in this and other quotations like it in the manual.

Heart-Based Hospitality is a limitless spiritual direction for hospitality. It is not like SOP-Customer Satisfaction, which is an easy level of service to provide because you just have to carry out the service steps and standards correctly.

Ask:  What would be the benefits for you personally, and for your outlet/section, if you applied this to your customer service?
Ask: Summary: What is the message of this slide?

Notes
a.  Point out during the deepening that these core values are an essential part of providing a truly memorable Heart-Based Hospitality guest experience. As the employees practise them more and more, both they and the guest experience will become softer and warmer, which will make both they and guests feel happier. It will also increase their desire to provide such a guest experience.
b.  Encourage the employees to practise the role plays, and indeed every standard of performance (SOP) in a way that combines the core values of genuine Heart-Based Hospitality, such as loving-kindness, heart-warming care, compassion, and empathy. This will help to create an uplifting and unique guest experience and spirit of service, which will make them feel happier, and not just the guests.
c.  Ensure also that they role-play in a manner that represents the best of their culture. In particular, encourage the employees to soften their voice; to speak gently and above all not quickly as emotion disappears the faster one speaks; to soften and slow down their movements; and to let their natural warmth show, especially in their eye contact. Warm eyes and a warm smile come from a warm and caring heart.
d.  Encourage them to look upon their heart as a dam behind which is a huge lake. Instead of water, the lake is filled with love. Invite the employees to enjoy the feeling of opening the gates in the dam wall that releases the contents of the lake, and not to ask if they are releasing too much love and warmth, but rather just to let it flow. Both they and the guests will feel happier as a result. This will endear them to providing a guest experience that is strong in loving kindness, compassion, unconditional love, etc.
e.  Say that you would like them to tell you tomorrow what they did to put the core values into practice, and what the results (effects) of doing so were.

6.4 How to Use the Core Values Programme Manual
• The manual is meant to be used in small amounts at a time. In most cases, the Team Leader will spend 10 minutes at the most on the content of a PowerPoint slide per session.
• Almost all of the slides can be extended to incorporate role plays, and guidelines are provided with the notes to each slide.
• The Team Leader does not have to follow the order of the sections in the manual. The first section to use, though, is Part 1 as it deals with the property’s mission, vision, and Critical Success Factors. After completing this section, the Team Leader can jump forwards to any section they would like to use.
• The Team Leader is free to add their own ideas and to change the questions according to what works best with their Team Members.
• It is important that the Team Leader takes their time as you cannot hurry the development of these core values and spiritual capacity development. Including role plays, one slide should provide enough deepening material for 4-5 days (5 x 10 minutes) depending on the size of the team.
• The Team Leader should obtain a print-out copy of the slide, which they want to use from the Human Resources Department in advance.
• The Team Leader should record on their Daily Planner which topic in the manual will be used to deepen the staff about the core values.
• The manual can be used in a training room or during a briefing. The size of the group does not matter. In the case of a training room, the PowerPoint slides could be shown using an LCD projector. If one is not available, the slides could be printed out in a booklet form with a space beside each slide for notes. Each employee would have a copy of the booklet.

6.5 The Value of the Programme as a Deepening Resource
• The programme is very useful as a deepening follow-up to the Heart-Based Hospitality workshops on how to create a truly memorable Heart-Based Hospitality guest experience, which is infused with the spiritual values of loving-kindness, heart-warming care, and compassion.
• The workshops are about creating a level of service, which can only be achieved by developing in the staff the spiritual qualities of Heart-Based Hospitality. These spiritual qualities can be developed by means of the Core Values Programme Programme, the Heart-Based Hospitality Workshop Follow-up Briefings, and the Vision Statement Stories, which focus on the core values in the vision statement.
• Before starting to use the material, the Trainer must understand what these spiritual values mean, feel, and look like in practice because their job is to create a Heart-Based Hospitality guest experience, which is strong in them. They are explained briefly below.

1. Love / Loving Kindness
• This is not the romantic kind that people often believe is the feeling you get when you meet the right person. This understanding of love will not help the employees to infuse the guest experience with love.
• It is more useful to look at love as the attachment that results from deeply appreciating another’s goodness. By focusing on the good in people, you can love almost anyone. Everyone has good qualities. When you are with someone, look at those good qualities. They are easy to see and feel. Focus on those good qualities and you will find it easy to love the person.

By Focusing on the Good, You Can Love Almost Anybody.

• If love comes from appreciating goodness, you can make it happen. Love is active. You can create it. Just focus on the good in another person. When you can do this easily, you will love easily.
• An effective way to feel more love for strangers is to be loving towards them by doing things for them in the spirit of “How can I make this person happier?” The more loving you are to people, the more love you will feel towards them.
• Giving increases the feeling of love. True giving is other-oriented, and includes three elements:
1. The first is care and demonstrating active concern for the recipient’s life and growth.
2. The second is responsibility, responding to his or her expressed and unexpressed needs (particularly in an adult relationship this may be the person’s emotional needs).
3. The third is respect, the ability to see a person as he or she is, to be aware of his or her
unique individuality, and, consequently, wanting that person to grow and unfold as he or she is.
• The effect of genuine, other-oriented giving is profound. It allows you into another person’s world and opens you up to perceiving his or her goodness. At the same time, it means investing part of yourself in the other person, enabling you to love this person as you love yourself.

2. Open-Heartedness
• This is the quality of opening up your heart to let all your love out. It is like opening the gates of a dam. Instead of water flowing out, love flows out. An open-hearted person is able to open the gates and let unlimited love flow towards someone or something.
• In this state the person feels very happy. The more they open their heart, the happier they feel, and the guest will feel the warmth.
• The person does not ask, “Am I showing too much love and care?” They just let love flow.

3. Compassion
• This is a deep awareness of and sympathy for another’s suffering.
• It is the humane quality of understanding the suffering of others and wanting to do something about it. True compassion involves taking action to alleviate the suffering as well.
• Compassion is a sense of shared suffering, most often combined with a desire to alleviate or reduce such suffering, and to show special kindness to those who suffer.

4. Care / Heart-warming Care
• At the level of SOP-Customer Satisfaction caring service is about providing guests with what they want and need in a mechanical and material sense. Most hotels focus on ways to care for the guests, and they have numerous programmes on how to do this. Generally, these programmes are pages full of procedures and standards, which have been written in cold and emotionless language, such as, “Turn left … stand straight … fill the glass half-full …”
• In contrast, caring service at the level of Heart-Based Hospitality is much deeper and inseparable from love and compassion. Heart-warming, caring service stems from a genuine desire from the heart to make other people happy. The spirit is very different from caring service at the level of SOP-Customer Satisfaction where caring service is provided because it is a duty.

5. Warmth
• Warmth is a feeling created in an employee’s heart when they show love and care continuously. The guest will see and feel this warmth in the eyes, words, and body language of the employee. Warmth comes from a heart that is devoted to making other people happy.
• To understand the feelings, which the employees will be creating in the guests, think of the feelings created in the following situations:
• You hear a beautiful song or piece of music, which touches your heart.
• You relive in your mind an experience from your past, which warms your heart.
• You are in a place, which is where you have longed to be for so long.
• You listen to some meditation music and visualise yourself in a place where you have longed to be for so long.

6. Empathy
• Empathy is an important quality to develop in the employees because the guest experience of tomorrow will require employees to “read” and understand people and to be in tune with the guests.
• When showing empathy the member of staff will usually show their understanding verbally, such as, “You must be very tired after travelling for 18 hours.”
• In terms of a guest experience, empathy is a “feeling” an employee has of a guest’s true emotions to a point where the employee can relate to that guest by sensing true feelings that run deeper than those portrayed on the surface. People often hide their true feelings with a “mask”, but an employee strong in empathy can sense the truth behind the “mask” and will act compassionately to help the guests to express themselves, thus making them feel at ease and not so alone. It is as though the employee truly understands them, and, in many cases, they do understand them as a result of personal, “first-hand” experience.
• The goal is to develop empathy in the employees so that they are highly sensitive to the emotions and feelings of the guests and then act compassionately, considerately, and with understanding towards them. Everyone has this natural ability; however, many never choose to utilise their ability and/or are completely unaware of their empathic ability.

7. Intuition
• Everyone is born with intuition, often called “intuitive intelligence”. Intuition enables us to have those moments of insight when we see a situation clearly and know precisely what to do. It creates those ‘gut feelings’ about a person or situation that turn out to be true. Unfortunately, most of us have been conditioned to distrust or ignore these direct experiences of clarity and insight, and to look at the facts instead.
• Developing the intuition of the employees supports the development of empathy, and is a very important part of service at the level of Heart-Based Hospitality because the employees will have a “feeling” about each guest and they will know what they should do to make the guest happy. By encouraging employees to use their intuition and to act upon their feeling, they will create more memorable experiences.

8. Creativity
• Creativity is a very important Pillar of Heart-Based Hospitality. Employees often have many ideas about how to create memorable experiences, but they are often afraid of suggesting or carrying out creative ideas even when their intuition tells them that the idea is a good one. This reluctance may also be for cultural reasons. A Heart-Based Hospitality guest experience should be creative and go beyond the normal operational standards, and the employees are encouraged to unleash their creativity.

9. Mystery
• This Pillar seems to be little known in the hotel industry, it seems, but one day it will be a normal feature. SOP-Customer Satisfaction does not require staff to create mystery. There are ways to leave the guests asking themselves, “How did she know that this is my favourite drink/fruit/food/music / etc.?” I haven’t told anyone yet.” The guest might not knowingly have revealed such information, but there are subtle ways to find it out.

10. Integrity
• Integrity is upright behaviour; a very high moral standard; a service-oriented work ethic.
• It shows itself in honesty, teamwork, helping people when they need help, communicating what needs to be said, helping the local community, treating people like they would treat their grandmother.

11. Respect
• Respecting guest privacy.
• Respecting other people’s ideas.
• Respecting people’s feelings.
• Respecting the environment.
• Showing courtesy to people because we all deserve it.
• Respecting people irrespective of their position, nationality, or background.

12. Anticipation
• This is characterised by thinking about what a guest likes or needs, and by offering or providing it before the guest asks for it.
• It is planning and thinking about what can go wrong or what is needed.
• Anticipation is also showing initiative, e.g. you do something before a guest asks for it to be done or provided.
• It is also thinking about what a guest likes or needs, and offering or providing it before the guest asks for it. Then thinking about what the guest will ask for or need next (e.g. in 15 minutes).

13. Professionalism
• Professionalism is about:
• being an expert in one’s job (knowledge and skills);
• showing the qualities expected in the job;
• taking pride in one’s job;
• trying to learn as much as one can about how to do one’s job well;
• trying to do the job the best one can.

14. A Sincere Desire to Create a Truly Memorable Experience
• This comes from developing spiritual capacity, which is the purpose of the vision statement deepening programmes. When you develop your spiritual capacity, you develop an ever-deeper desire and passion to make people happy, to touch the heart, and to show love to others.

15. Passion
• A deep, heartfelt desire for something or to do something.
• Treating something as a cause and not as a business or duty.
• Love for something or someone.
• It shows itself in positive actions and body language, and a high level of warmth and energy.
• Passion for the job means putting your heart and soul into it.
• Passion for the vision means showing that you believe in it wholeheartedly, and you are willing to do whatever it takes to achieve it.
• Passion for the customer service concept.
• Passion for the product, e.g. “Just look at that beautiful view/design/vase / etc., Mrs. Smith!”

16. Innovation
• The act of introducing something new. A new idea, method or device.
• Change, which creates a new dimension of performance.
• The introduction of new goods (…), new methods of production (…), the opening of new markets (…), the conquest of new sources of supply (…), and the carrying out of a new organization of any industry.
• Innovation is a new Pillar introduced in the network, which changes, even if momentarily, the costs of transactions between at least two actors, Pillars or nodes, in the network.
• The ability to deliver new value to a customer.
• Innovation is the way of transforming the resources of an enterprise through the creativity of people into new resources and wealth.
• Innovation does not relate just to a new product, which would come into the marketplace. Innovation can occur in processes and approaches to the marketplace.

17. Final Words
• The level of service and the spirit of hospitality in Heart-Based Hospitality may seem like a level of service, which is impossible to achieve, but it is not difficult to create if you are prepared to do things differently to what is considered normal in the hotel industry.
• While you go through the sections in the Core Values Programme with the staff, it is important that you take your time. You cannot hurry the development of loving-kindness, compassion, and heart-warming care.
• The participants can always demonstrate an interaction with a guest more lovingly, with more care from the heart, and with more emotion. If the temperature of the interaction was comparable to only 50 degrees Celsius, ask them to perform it again. If then it is only comparable to 100 degrees Celsius, ask them to do it again until it is comparable to 500, 1,000, or even 5,000 degrees Celsius.
• The hotel also uses a PowerPoint presentation with over 150 slides with quotations about loving-kindness, compassion, and care in order to deepen the Team Members further about service and living one’s life according to these three core values. This helps the Team Leaders to create a Heart-Based Hospitality guest experience.

6.6 How would using the Core Values Programme help your operation?

6.7 Summarise how to use the manual and the other main points in this section.

7. Further Study and Guidance on the Topic
• Article: Mission and Vision. Why Is It Important? Click here.
• Article: Importance of Vision and Mission Statements. Click here.
• Article: Is a Vision Statement Important? Click here.

8. Action Plan and Application
• What core values do you wish yourself as a leader to be known for?
• How can you create a team, which shares and practises the core values of Heart-Based Hospitality (loving-kindness, compassion, heart-warming care, and unconditional love) and is focused on them?
• What will be the results when you succeed? What will you see happening?
• What actions are you going to take each day from now on to apply the contents of Part 1? Write them down.
• What will be the effect of the suggestions and recommendations in Part 1 on: a) yourself;  b) the team members;  c) the hospitality experience?

9. A Final Thought

Layer 1
Login Categories