Enhancing Leadership Coaching: Transforming Individual Growth into Team Excellence
Leadership coaching can have a profound impact when individual leader development is integrated with a team-focused approach. This dual focus leverages the interdependent nature of leadership teams, maximizing the benefits of coaching for both individuals and the organization. The foundation for these improvements lies in self-discovery, achieved through greater awareness of influence and effectiveness...
Read moreThe Real Estate Recruitment Trap: When the Pursuit of Perfect Hurts Organizational Health
As we sit here in Q4, waiting for the U.S. hotel real estate market to truly heat up, I am fielding many calls each week with a similar refrain; individuals are seeking growth, more responsibility, new experiences, and/or greener pastures. They are also looking for clarity on the overall job market after nearly 24 months of minimal activity. In many ways the hotel real estate job market can be described analogously to the hotel real estate market - stagnant.
Read moreCEO Pay in Gaming 2024
The last time we did our Gaming CEO pay study it was pre-pandemic, a landscape very different from the one we know today. The pandemic caused widespread uncertainty and disruption across the globe, with the gaming and entertainment industries being particularly hard hit. This year’s figures, however, reveal a broader trend of recovery and adaptation within the industry, as well as evolving dynamics in executive compensation in the post-pandemic world. Operators are fewer but more global. Much of the casino real estate is owned by REITs and technology is driving innovation and new platforms for customers to access.
Read moreCEO Pay in Hospitality 2024
Average CEO pay in the industry rose to USD $9.8M, from the previous year’s $9.5M. Most of this increase came in the form of short-term incentive pay, making the correlation between stronger operating fundamentals and CEO pay. Interestingly, “other compensation” also increased indicating more perks and benefits for hotel leaders. By contrast, salaries and long-term incentives remained relatively flat.
Read moreCEO Pay in Hospitality 2023
As part of our study, we aim to identify CEOs who earned their pay and others who were overpaid according to our pay-for-performance model. The model factors stock and EBITDA growth over a three-year period and compares that to company size and CEO total pay. The result is an index that shows if a CEO was over or underpaid relative to their peers.
Read moreApplied Psychometrics, Vol. 2: Supporting Personal Development
It is not always easy to be truly objective about oneself. When discussing career development programs, AETHOS™ often talks about the importance of a personal board of advisors – individuals who know the person in question from different walks of life. They can speak to professional as well as personal strengths or challenges. Besides mentorship programs, organisations can, however, also support their employees through other means.
Read moreApplied Psychometrics, Vol. 1: Fostering Employee Loyalty
The current economic and geo-political context is putting refreshed strain on the sentiment across many markets. The question now more frequently being raised by functional leaders is, “How do we as an organisation ensure to keep our workforce that we have so painstakingly rebuilt just months ago? And, “How do we foster loyalty when financial resources are being squeezed?” [...] Psychometrics can be applied to assess cultural fit, to spot development potential for executives, or to identify areas in which an individual is likely to be able to significantly drive performance. Looking at them through the lens of wanting to drive loyalty, the answers for the following five questions should be found [...]
Read moreSustainable Business Practices vs. Business Recovery: HR in the Middle
Hospitality organizations cannot afford to drop the ball on sustainability. Clearly, they have done well in handling the immediate urgencies that have come out of the crisis, while addressing some fundamental sustainability practices and programs. Yet, there are seemingly more resources wished for, and required, to better engrain and align sustainable thinking within the organization and to proactively build sustainable skills. This is not only a question for a company’s HR executives: the onus is on an organization’s leadership team. Specifically, the leadership team must ensure that HR is not bogged down by the tactical implications and roll-out of initiatives that help ‘keep the head above water’ during a crisis. On the other hand, HR should continue to push for the necessary resources, and commitment, to embed sustainability. Whilst the financial and economic implications of the recent past are very real, so are those of the failure to address sustainability.
Read moreManagerial Resilience – Not as Clear-Cut as Often Presented
Focusing too much on overcoming a crisis, to returning to normality, runs the risk of losing sight of what the realities are. Do we not always have to somehow overcome one crisis after another? Do we not always have to fight for talent, to overcome an economic crisis, or to review operating costs because of raising food prices, rents, etc.? Do we not have to deal with either the consequences of entering or exiting a political union, a labour union, or some other type of interest groups? Are there not always, somewhere on the globe, some sort of conversations about protectionism as it relates to the local labour market — followed by talks about the need to open up the market to attract and retain people from elsewhere?
Read moreMobile Technologies to Drive Operational Focus and ROI
Mobile technologies have streamlined data collection more than ever but knowing how to link and act on that business information is the key here. Leaders should therefore not assume that near-instant learnings always entail fast solutions or outcomes. On the contrary, there is a psychological phenomenon known as the "speed-accuracy trade off," which implies that one can do things "quickly" or "correctly" but usually not both simultaneously. This means that organizations are well advised to start thinking early about the feedback loop, the information that they are interested in gathering, how they plan to use it, and the process (and time) it takes to build and develop such data.
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