COMMENT
COMMENT | PETER HANCOCK
How to handle a
general manager
By PETER HANCOCK,
chief executive of Pride of Britain Hotels
T
here are so many ways in themselves in the detail and giving really going to be in charge. If not,
which independent hotels instructions to junior members of the it would be far better to engage a
differ from those in group team without first consulting the GM. brilliant deputy, perhaps with the title
ownership. Perhaps one of the most This places the GM in an impossible ‘Hotel Manager’, and make it plain
significant is in the relationship situation and if they’re any good they that the GM is really the owner. In
between owner and general manager will probably leave. Or worse, if they this way everyone understands how
because, without a large corporate are second rate, they are going to stay, the hierarchy is supposed to operate
structure, it is often a very personal allowing resentment and mistrust to and who calls the shots. Appointing
one. I would go so far as to say that soak up energy that should instead be an experienced professional GM,
a good working rapport between directed towards delighting customers I would argue, best suits owners
owner(s) and GM is essential to the and growing profits. who are happy to stand back from
success of the business.
Conversely, where there is mutual
the management of the business
trust and respect I have seen plenty of although they will obviously still set
in this area. After all, it is over 30 GMs thrive, sometimes for decades, in strategy in private consultation with
years since I managed a hotel myself. challenging roles. Knowing the owner is the GM.
However I have been lucky enough to fully supportive of his or her methods observe lots of independent operators can give a GM almost invincible power, security I dare not single out
at close range throughout my time at enabling them to create a perfect individuals here but suffice to say the
Pride of Britain and, before that, as a working environment for the team most successful hoteliers I have come
publisher for Johansens. and to command its loyalty. It requires across, without exception, are people
I do not pretend to be an expert
For the sake of my own job
generosity on the owner’s part to who understand that management
GM is regarded by his or her employers allow someone else to behave in a and owners must be seen to work
as merely a supervisor, someone who ‘proprietorial’ fashion and, most likely, hand in glove, one’s power dependent
is paid to keep on top of the day to to take the credit for achievements on the other’s consent.
day functioning of the business but is such as guide recognition. Exactly the not included in major decision-making, same logic applies to a football club witnessed a spate of high profile
the rest of the team find it difficult manager or the star of a west end movers in the UK over recent months.
to think of the GM as “the boss”. It show – the chairman or the theatre Every time this happens it is traumatic
is the worst of all worlds, bearing producer being proud beneficiaries, for the business concerned, of course,
loads of responsibility but without usually behind the scenes. though it does present an opportunity
Here is what I’ve noticed. When a
sufficient authority to control events.
So on the very few occasions
For some reason we have
for a fresh face to re-invigorate
This I have seen frequently in smaller when my advice has been sought things. We’re all allowed to make a few
establishments where the owners are about appointing a GM I have started mistakes in life; the trick is not to keep
present much of the time, involving by asking whether that person is repeating the same ones.
March 2019
www.hotelowner.co.uk
15