You Can't Lead With Your Feet on The Desk - PCC - ebook

"You Can't Lead With Your Feet on The Desk . . . or your brain onhold. Ed Fuller brings experience, intelligence, and heart to thisinspiring guide to building relationships and the good things thatfollow when you do. The message is delivered in an engaging stylethat keeps you entertained and leaves you with lastingwisdom." —MICHAEL V. DRAKE, MD, Chancellor, University ofCalifornia, Irvine "The world of tourism, hospitality, and hotels has become a veryglobal, complex, and diverse industry. No one knows this betterthan Ed Fuller. In this thoughtfully written text, Ed is speakingto business students, managers, and executives of all industriesthrough his rich experience in the global hotel industry. We havefound many great examples within these pages of how we can conductbusiness better, and I would suggest that they are not onlyrelevant in the United States but throughout the world." —ANDREW H. FEINSTEIN, James A. Collins DistinguishedChair and Dean, The Collins College of Hospitality Management, CalPoly Pomona "The World Travel & Tourism Council services six continents.Ed's book will empower you to apply many of the principles that weemploy globally, whether it's in Denver, Dubai, or Düsseldorf.These principles will give you a competitive edge in your marketsimmediately." —JEAN-CLAUDE BAUMGARTEN, President, World Travel &Tourism Council "Ed Fuller's generous layers of personal experiences and hiscrisp narrative make his stern message easy to understand. Take myadvice, read his book before you take another plane on a foreignbusiness trip. It will change the way you behave." —GEOFFREY KENT, founder and Executive Chairman,Abercrombie & Kent "Let me tell you what Ed's book isn't: it's not a primer on howto shake hands or fold your napkin in another country. It's anincredibly rich insight into leadership through well-earnedpersonal relationships and experiences that American businessexecutives need to embrace to succeed in the global economy." —ROGER DOW, President and CEO, U.S. TravelAssociation "Ed's book gives the student, manager, and executive practicalexperience in dealing with unique situations, new relationships,and creative problem-solving approaches that are broadly applicablein the business world, no matter where you live or whom you dealwith. The insights will prove valuable to your personalgrowth." —ANDY POLICANO, Dean, The Paul Merage School ofBusiness, University of California, Irvine

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The key to excelling in today's world of borderless commerce still remains to build relationships and you can't do that by sitting behind your desk. You've got to get out and experience different cultures and customers for yourself. It's not until you do that firsthand that you will appreciate their interests and needs in sufficient depth that you can then serve them effectively. To get ahead, you've got to get out into the marketplace and experience things for yourself and build relationships one at a time.

The seven key principles involved in doing this successfully are:

Have and live sound values: Values provide the foundation on which relationships are built.

Respect in order to inspire: Before others will respect you, you must learn to respect them.

Trust has to be earned: Trust is generated layer upon layer by shared experiences.

Learn how to communicate: Being able to convey ideas clearly is crucial to effectiveness.

Give yourself the toughest jobs: Lead from the front - do the toughest jobs yourself.

Understand your people's culture: Never forget culture is ingrained and must be allowed for.

Build and cultivate connections: Forming and retaining close ties is a competitive advantage.

Principle 1

Have and live sound values

Business relationships cannot survive or prosper unless one or both parties live by a clear-cut set of moral standards. To build a strong foundation on which your business relationships can be constructed, have a definitive set of values by which you live. Communicate those values and ask people to hold you to them.

Values always underpin any long-term business relationship. In the case of Marriott International, the values of the organization came from Bill and Alice Marriott who founded the company as a nine-stool A&W root beer stand in Washington D. C. right back in 1927. Devout Mormons, the Marriotts had an incessant drive for perfection and were constantly on the lookout for new opportunities.

Within a short time, the Marriotts added Mexican food to their menu and rebranded their business the Hot Shoppe, which they gradually expanded into a chain. Bill demanded that every item on the menu be available fresh and ready to go 24/7. Bill also systematically studied every aspect of the business and came up with a designated "best practice" which was then adopted everywhere. The end result was there was a high level of consistency whichever restaurant one ate at.

In 1937, Bill Marriott noticed customers at a Hot Shoppe near Hoover airfield were buying sandwiches and coffee to eat on their flights. He approached Eddie Rickenbacker, head of Eastern Air Transport, offering to deliver ready-to-eat boxed lunches to Eastern's passengers. Rickenbacker loved the idea and In-Flite Catering was established. In-Flite would eventually become the largest airline catering business in the world.

Then, in 1958, the Marriotts acquired their first hotel, a 365-room business in Arlington, Virginia. This proved successful and when Bill Marriott Jr. became president of the company in 1964, he switched the company's focus from food services to lodging. Within six years, Marriott's revenues and profits exceeded Hilton Hotels and Howard Johnson, the giants of that era.

In the late 1970s, Marriott's standard modus operandi was to build new hotels and then on-sell them to other companies with an inbuilt management contract. The recession of the early 1990s, however, meant Marriott had more than $2 billion in hotel assets under construction for which demand had evaporated. The company weathered the downturn with difficulty and thereafter changed to a new approach. Third parties build and own the hotels and Marriott provides the brand, services and management in exchange for a base fee and an incentive fee determined by the hotel's profit. At the same time, Marriott also launched a franchise operation and multiple brands. Today, Marriott is comprised of some 18 brands ranging from Courtyard to Fairfield Inn & Suites to the RitzCarlton.