Page 77 - The New Gold Standard

Be Relevant
Mark cites an example of practical innovation by discussing
a butterfly garden his team developed in Orlando. “Now it may
not sound like the most exciting thing, but we’re focused on eco-
tourism here. So we’re constantly trying to find unique benefits
for our guests. We’re starting children’s tours, and we’re actually
hatching cocoons of butterflies. We just had two cocoons hatch,
and the kids came and watched the entire process.” Who came
up with the idea? The assistant director of grounds. Mark lis-
tened to the groundskeeper’s ideas and passion and told him to
do whatever he needed and wanted with the project. Two weeks
later the groundskeeper came in and said the plants were in place
and the project was done. Leadership often involves fostering
the environment in which everyday creativity emerges in re-
sponse to the needs of specific customer groups.

C A Broadening View D

Ritz-Carlton leadership is looking at how hotels can go beyond
the changing needs of business and leisure travelers to also meet
the needs of the communities in which the hotels are located.
Dermod Dwyer, executive chairman of Treasury Holdings, the
ownership group for The Ritz-Carlton, Powerscourt, Ireland,
shares his views on location-based relevance: “The Ritz-Carlton
group, both as a brand and as a company, has a very innovative
vision for the future as expressed in its ambitious plans to ex-
pand to over 100 properties worldwide over the next few years.
To accomplish this they are going to have to grow in a culturally
authentic way, one that has a respect for place. I’m very opti-
mistic that the Ritz-Carlton leadership will achieve this. I have
stayed at other Ritz-Carlton hotels in Europe and have been
impressed by the manner in which they reflect the indelible
standard of excellence that is expected of the Ritz-Carlton
brand, but yet each is impeccably in harmony with the spirit and
the culture of the host country. Likewise with our hotel, The

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