Page 113 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

100B RE-ENGAGE

ers in what competent leaders do. Command and control isn’t leader-
ship. Those that don’t walk the talk or treat people right don’t last.

Gallineau elaborated on the company’s leadership development
philosophy:

I interview every candidate for a leadership position. They all have
to be screened by the peer group with whom they would be working.
We debrief interviews as a team. We need to know they are a fit.
We use a competency assessment instrument to analyze competen-
cies needed for each leadership role and situation, then validate
those competencies and use the same tool to select the right person.
We conduct behavioral interview questions based on competencies,
not just for management roles but for all positions. We look for
three key things in leaders and all in employees—high integrity,
citizenship, and compassion. Honesty and integrity especially is a
core value for us.

Finally, we asked Gallineau whether Gaylord tries to emulate the
leadership practices of other successful hotels. His response:

Other great hotels have done the same thing, but we don’t just look
to emulate what other hotels do. We emulate great customer service
practices wherever we see or hear about them. Lately, for example,
we’ve looked at airlines for reservations best practices and new
ideas, not just at what other hotels do.

Re-Engaging in Turbulent Times with Communication Practices

1. Ask employees for help. We recommend that management invite employees
to get involved in generating new ideas. Most employees know ways to