“ THERE IS TRUE VALUE IN APPRECIATING OTHERS ’ PERSPECTIVES . I DISCOVERED THAT TWO PEOPLE WITH DIFFERENT SKILL SETS CAN MAKE AMAZING THINGS HAPPEN . TO THIS DAY , I RECOGNIZE THE IMPORTANCE OF DIVERSITY IN THOUGHT AND BACKGROUND .”
“ THERE IS TRUE VALUE IN APPRECIATING OTHERS ’ PERSPECTIVES . I DISCOVERED THAT TWO PEOPLE WITH DIFFERENT SKILL SETS CAN MAKE AMAZING THINGS HAPPEN . TO THIS DAY , I RECOGNIZE THE IMPORTANCE OF DIVERSITY IN THOUGHT AND BACKGROUND .”
– ERIC DANZIGER , WYNDHAM HOTEL GROUP
that company leaders be willing to stand behind their vision and take flak for it from the board and investors .
A CEO also needs to polish up his or her powers of persuasion . When it comes to executing that vision , having everyone on the same side has never been more crucial . “ Over the last decade or two , it ’ s become even more clear that a ‘ top-down ’ approach to leadership doesn ’ t work , if it ever did ,” says Christopher Nassetta , CEO , Hilton Worldwide . “ Instead I make decisions in close consultation with our leadership team and by listening to feedback from our team members across our company at all levels .”
That has moved “ great communicator ” up on the must-have skills list for any CEO . Being able to get ideas across is as vital as the innovative quality of the strategy . “ Today ’ s CEO must be one with a vision — not just any objective but a vision that embraces the culture of the company , the essence of the business , the goals of the shareholders , its end consumers and , most importantly , the staff , which has to execute that master plan ,” says Paul Sistare , president and CEO , Atlantica Hotels , São Paulo . “ The goals of the CEO have to be easily understood by every staff member .”
Niki Leondakis , CEO , Commune Hotels & Resorts , San Francisco , agrees . “ I believe CEOs have to inspire , not sell ,” she says . “ CEOs need to spend a good deal of their time inspiring all of their stakeholders with their vision , whether it ’ s their employees , vendor partners , guests , owners or shareholders .”
Making that work starts with bringing the board and investors to the table early . “ If you involve the board throughout the process , it ’ s easier to get buy-in ,” Joyce says .
Joyce cites the recent launch of SkyTouch Technology , a new division of Choice that provides cloud-based technology services to hoteliers , as an example . “ We ’ ve been roundly criticized for the idea , but I believe in it , and so does our board ,” he says .
Not all CEOs see such a science — or so many challenges — in their relationship with the board . For some , especially CEOs of smaller companies , such as Jumeirah Group ’ s Lawless , Park Hotels ’ Paul and Leondakis , working together comes naturally , though not always easily .
“ We usually reach consensus after some healthy debate ,” Lawless says . He adds that he sees his role as a conduit between Jumeirah Group and the parent company Dubai Holding , which puts him in a slightly different situation than some other executives .
Paul sees her board more as members of a collective who each brings his or her own expertise to the discussion . For Leondakis , it ’ s also about taking advantage of the talent around the table . “ If a board member has a specific skill set , leverage it ,” she says . “ It ’ s a great tool to solve situational problems or to explore potential new opportunities . I believe it ’ s important to take advantage of the skills , strengths and experiences of your board in a productive and collaborative manner .”
Out of the ivory tower Building relationships with the money men or women is just half the equation . Without staff buy-in , no CEO can succeed . Convincing employees to embrace the corporate culture and corporate goals can be a lot tougher than persuading boards . Not to mention it ’ s getting harder , especially as the millennial generation works their way
THEIR OWN STYLE
“ I believe in treating everyone with respect , following your passion , putting in consistent hard work , living your life with integrity and remembering to stay humble .” — Christopher Nassetta , CEO , Hilton Worldwide
Each CEO takes a unique approach to the opportunities and challenges of the job . Here , some of the industry ’ s standouts describe their executive personalities :
“ I have a friendly style — I ’ m not scary . I believe in giving people enough room to do their jobs . But , if they don ’ t deliver , I ’ m not very happy .” — Priya Paul , chairperson of the Apeejay Surrendra Group ’ s The Park Hotels
“ The perfect CEO can stand up for a cause , back down for a better choice , live the values of his company and be humble .”
— Raymond Bickson , managing director , Taj Hotels Resorts & Palaces
“ I am down-to-earth , respectful , entrepreneurial , rebellious and unpredictable . The best advice I ever heard , and which I apply to being CEO , is ‘ innovate or die .’” — Reto Wittwer , CEO , Kempinski
24 HOTELS September 2013 www . hotelsmag . com