SPECIAL REPORT : TODAY ' S CEO
up in the establishment . Younger employees aren ' t just looking for a paycheck . " Today ' s CEOs have to be more inwardly focused on providing a meaningful work experience that fulfills life and career aspirations for social consciousness and environmentalism , as well as providing growth and development opportunities , both personally and professionally ," Leondakis says . " Jobs aren ' t just jobs anymore . They are an extension of an employee ' s personal identity and sense of self. " Puri agrees it can be a struggle to keep employees motivated . " They are very worldly and knowledgeable , but they are impatient to keep moving up the ladder ," he says . " After six or eight months in ajob , they feel like they have learned that job and are ready for the next thing ."
Puri and others also argue that loyalty to a company or executive has to be earned . Making team members feel empowered is crucial . With so many demands on the CEO , it ' s a necessary win-win to delegate , especially when it comes to operational issues . " It ' s so easy to make all the decisions yourself , but you can ' t ," Whetsell says .
Gateau-Cumin contends CEOs must force themselves to take a step back from operations to focus on strategy . The inherent risks that go with that territory also have to be understood . " If you want your employees to be innovative and empowered , then positively recognizing those that took a risk and failed becomes an important message for the workforce to hear ," Leondakis says . " It encourages creativity and risk-taking ."
Keeping employees engaged outside of the corporate office is vital as well . It ' s a lot more challenging , Whetsell notes , to find ways to make property-level staff feel like part of the big picture , but it ' s something any effective 2013 CEO has to be able to do .
For Lawless , it ' s a matter of showing up . He and his senior staff spend a day periodically working in entry-level jobs at one of the hotels to ground themselves and their hotel employees in the importance of every job , from dishwasher on up .
Paul agrees personal contact with the CEO is necessary . " Every 18 months or so , 1 go to our hotels and meet with all of our staff ," she says .
But some industry insiders feel the impact of the top executive ' s presence is less important than creating a positive work environment . " I had someone come into my office a few years ago and tell me he could save a percentage point off our bottom line by taking out the employee cafeteria and replacing it with an automat ," Whetsell recalls . " I nearly threw him out of the room . When 1 have to make the numbers work by taking away a hot meal from a 50-year-old housekeeper , I ' m out of this business ."
Financier , motivator , strategy guru - the list of skills is nearly endless . So , what makes a great CEO for 2013 ? While answers will vary depending on a company ' s needs , there are some universal must-haves . " The CEO has to be able to build strong relationships with coworkers , customers and the community ," says Jonathan Tisch , chairman , Loews Hotels ( and part of the team that brought Whetsell on board ).
Adds Raymond Bickson , managing director , Taj Hotels Resorts & Palaces , Mumbai , " The perfect CEO can stand up for a cause , back down for a better choice , live the values of his company and be humble ."
TipTop by HEPP
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