To Lead In Times Of Crisis, One Must Be Equal Parts Realist, Pragmatist and Optimist
As an evaluator of leadership capability, I have been asked what it takes to lead in a time of crisis, such as COVID-19. My answer has been simple, “you must be equal parts realist, pragmatist and optimist. This mixture of archetypes is essential in dealing with the fast moving and unknown outcomes of a crisis.
Read moreIs Your Business Hard-Wired for Panic or Innovation?
The COVID-19 pandemic has now become the most disruptive event in our lifetime. Understandably, virtually all organizations are bogged down in “immediate” decision-making. It is all tactical right now, because there is no place to run and no place to hide; there is no safe haven. But once the immediate circumstances settle, will your organization be hard-wired for panic or innovation?
Read moreClass Of 2020 – Forged In Crisis, The Servant Leader Of Tomorrow
People say every generation has its defining moments; often shared experiences which forge a common mentality, attitudes and character traits. Perhaps 2020 represents that turning point for the future generation of business leaders as Covid-19, however awful it is, has helped all of us to remember that we should be putting the interests of the ‘greater good’ first.
Read moreCrisis Management – Market Reactions vs Steady Leadership
Investors, and the world in general, are rightfully nervous. However, in this instance, and unlike in past (economic or political) crises, central banks are unlikely to be able to help businesses – this is a consumer confidence and demand issue. When looking at the C-suite of hotel companies, there should therefore be some comfort in the fact that these are experienced and tried-and-tested CEOs.
Read moreRestaurant Finance Monitor – CFO Compensation Report
Most industry leaders have established relationships with a mentor or a very select group of personal advisors for whom they can call upon for thoughts, advice, or direction as it relates to their career. Aethos™ has often highlighted the importance of such ‘personal boards of advisors’. For new entrants to the industry, though, it is often difficult to know who to choose as a mentor or role model. It is no surprise, then, that during last year’s “Young Hoteliers Summit”, which annually gathers more than 200 students from hospitality universities in over 20 countries, this issue was raised the most in the one-on-one discussions.
Read moreThree tips to be successful as an emerging hospitality industry leader.
The ‘up-and-comers’ are advised not only to be independent thinkers but to be more mindful as well. ‘Mindful’ is being used here with the intent to be aware of one’s own bad habits – or to make sure not to develop them in the first place.
Read moreHotel CEO Pay and Performance
In his annual review of CEO compensation in the U.S. lodging sector, Aethos Consulting Group™ CEO Keith Kefgen shares candid insights as a result of his most recent assessment.
Read moreHospitality Leadership Series – Future Leaders: Seeking Advice and Applying the Right Filter
Most industry leaders have established relationships with a mentor or a very select group of personal advisors for whom they can call upon for thoughts, advice, or direction as it relates to their career. Aethos™ has often highlighted the importance of such ‘personal boards of advisors’. For new entrants to the industry, though, it is often difficult to know who to choose as a mentor or role model. It is no surprise, then, that during last year’s “Young Hoteliers Summit”, which annually gathers more than 200 students from hospitality universities in over 20 countries, this issue was raised the most in the one-on-one discussions.
Read moreBoosting Your Career in 2020: Advice for Up-And-Coming Hospitality Players
What does the future leader look like? In a business environment growing more complex and ambiguous almost by the minute, leaders will need skills that allow them to navigate quickly and well across multiple information and decision-making streams. As a general rule of thumb, here are some 'top tips':
Read moreWomen in C-suite: Navigating Invisible Obstacles
In 2013, some colleagues and I published a research study in the Cornell Hospitality Quarterly concerning the lack of advancement of women into the C-Suite in the hospitality industry. Our work was borne out of a curiosity about the reported career obstacles that modern female executives faced. In the present era of “Me Too,” it seems appropriate to revisit that research to shine a light again upon the issues that might hold women back, as well as to re-examine the ways business leaders can help women to navigate those obstacles successfully.
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