Page 104 - Harnessing the Management Secrets of Disney in Your Company

All for One and One for All 85

In the 1990s, Isadore sought an opportunity to break into the Atlanta
hotel market. Finally, in March of 1997 he got his wish and took over manage-
ment of the Ritz Carlton in midtown, a 40-year old hotel with a well-known
history of changing ownership, contract employees, and perpetual difficulties.
During the week prior to the legal agreement’s becoming effective,
Isadore brought in an experienced general manager from another Four
Seasons property to help brainstorm ideas for creating a smooth transition
for the hotel’s existing employees. The GM knew that in his hands lay the
responsibility for establishing credibility with these employees who were fear-
ful of how the change of management would affect them in the long term.
The agreement became effective at midnight, and Four Seasons management
was on board for a mere six hours prior to the 6 a.m. arrival of first-shift
employees. The GM and his leadership team had decided they had only
one chance to set a tone of believability in the value of the team. Their goal
was to treat their new team members as though they were coming home to
a place that was safe and secure. They needed to paint the picture of a new
culture before the employees entered the building that morning. And paint
they did. At 12:01 a.m., a painting contractor began to transform the “back
of the house” (employee break rooms and locker rooms, or the “heart” of the
house in Four Seasons terms) from a drab off-stage area that guests never see,
to a bright freshly painted employee lounge rivaling the on-stage guest areas.
The transformation was more than just a fresh coat of paint, however. New
uniforms awaited the arriving employees, as well as steak and eggs cooked
by the hotel chefs. Senior staff served breakfast, and then the GM welcomed
them to their new home at Four Seasons.
Nurturing the staff is Golden Rule leadership in action. The leaders of
Four Seasons, from Isadore to the GM to the management team, believe that
at the end of every day, it is the staff that will either make or break them. “Issy
said the front doorman contributes as much as the GM in any hotel—maybe
more,” remarked Doug Ludwig, former CFO and executive vice president,
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during our interview with him at Four Seasons corporate office in Toronto.
Such humility and attitude of service are rarely more evident than in the
leadership style of the management team of Four Seasons Hotels & Resorts.
In the beginning, it’s all about the signals a leader sends. It’s the actions of
the leader that team members see and learn to trust or distrust, the very same
actions that cause employees to learn to either love or hate their jobs. Four
Seasons leadership is the paramount model for creating healthy teams who
achieve great success.