ART OF ORGANIZATION The learning never stops for Schulze , who continues to be fascinated by conversations today when sitting in board meetings of companies not in the hotel business , but that can certainly benefit from his hospitality experience .
“ I was excited to learn when I was invited to these boards , but after a while I said , ‘ Wait a minute , I have a lot to offer as a hospitality professional because it ’ s all about the market .’ What do the customers want ? Then align that desire of the customer to the employees . Then create an environment in which my employees want to do that .”
That , in a nutshell , is the difference between management and leadership , Schulze says . “ The managers create processes and systems and measurements , but leadership creates an environment where they want to do it .”
Too many organizations talk about money rather than what actually makes money , Schulze adds . “ What makes money is the relationship with the customer ,” he says . While his board posts are teaching him about the sophistication surrounding strategic decision making , Schulze steadfastly adds that he would not completely substitute it for the art of the hotel business . “ I would still go into a room and make sure that the towels are properly folded , that a buffet is beautiful set , that we will look people in the eyes and say a friendly hello , that uniform looks first class ,” he says . “ It cannot be taken away . That is the art of our business . We should never give that up .”
MORE THAN FUNCTION What he might do differently given the opportunity is remove hierarchical management . “ It is so stupid ,” he implores . “ I went away from it toward empowerment and all those things . Everybody knows that . If I went back today , I would even much more concentrate on making the hotels beautiful places to come to work . I don ’ t mean physically beautiful , but a beautiful that you respect — that you ’ re truly part of a purpose . I would put more pride in the business . I would ’ ve spent more time teaching about the history of what we do — here ’ s the beauty of it . Here ’ s where it comes from . I ’ m very sad about that now as I didn ’ t implement it well enough in my career .”
Perhaps that is why in his home today he still has a picture of his mentor maître d ’ showing 14-year-old Horst how to put the silver on the table , explaining why it is done like that . “ I mean , you ’ re leading , and you don ’ t even know that ’ s the pride of our business ? Come on ! I mean , my fault .”
He would also make sure he tells the current generation of employees what ’ s in it for them . “ My motives as an organization meet the motives for you to come to work ,” Schulze explains . “ It gives you fulfillment , it gives you future , it gives you respect , more income and more opportunity . That ’ s why we want to do the things we do . The fact that people need purpose will never change , and I cannot dismiss it . So , I cannot just give them function .”
I HAVE ALWAYS BEEN HUGELY ENCOURAGED AND IT EXCITED ME TO KNOW THAT I CAN DO THINGS A LITTLE DIFFERENTLY AS LONG AS IT ’ S GOOD FOR ALL CONCERNED . THAT WAS ALWAYS THE MISSION .
– HORST SCHULZE
March / April 2021 hotelsmag . com 31