The hotel and restaurant industry is undergoing a transformation …

All that glitters is not gold?

Excuse me?

The guest is not king?!

Excuse me?

I think I'm in the wrong movie ...

Not in the wrong movie, but in the year 2023.

The time has come—the hotel and restaurant industries must change… the situation is critical. Anyone who wants to survive in the coming years must keep up with the times and adapt to change. Otherwise, hoteliers and restaurateurs will find themselves getting their fingers burned time and again in the future.

My primary focus here is on employees and managers who want to continue developing their skills and maintain the quality of the hotel and restaurant industry.

Change is good. It can improve the current situation. Take advantage of this momentum. Be open to changing so that you enjoy going to work and, thanks to your enthusiasm and strength, employees will stay with your tourism company.

New paths = additional possibilities and new opportunities.

Stay tuned on my website, Instagram, or LinkedIn.

What's coming up is also something very exciting and new for me.

See you soon
Kathrin Fuchs
Leadership Coach _ Hotel Expert

_ goldWERT _ events & coaching

Have you already thrown your goals and resolutions overboard?

The date is 02.01.2023.

Be honest, are you still sticking to your resolutions on the second day of the year? And what about week 2? And how many of you will have thrown everything overboard by week 4?

A Tyrolean proverb says "Aufgeben toama an Briaf." - in German "Nur ein Brief wird aufgegeben." or "We don't give up."

Unfortunately, this mindset and the commitment that goes with it are not conveyed or exemplified by many leaders.

Example: Leader A makes a decision. The next day, Leader A reverses it. And then everything changes again.
One way today, different the day after tomorrow, and the other way around in two weeks.

And then managers wonder why their employees are leaving?

Show your employees that you are someone they can trust.
A role model whom your employees are happy to emulate.
Someone who is willing to try new approaches and move forward together with their team.

What questions should you ask yourself beforehand?

  • How can I be a role model?
  • What do my employees pay attention to?
  • What matters to my employees?

If you are unable to answer one or more of these questions, you should try to gather information on them step by step. How? Through employee reviews, soliciting direct feedback, surveys—anonymous, short, or longer ones via an employee survey—and much more.

The MOST IMPORTANT:

-> Be authentic, empathetic, and honest. Embrace all your quirks and flaws, and keep the good in mind.

Be open with your employees and pay attention to what they want. Let them know what your expectations are. That’s MORE than half the battle. By doing so, you’ll set yourself completely apart from other leaders.

The new year is a good time to make a fresh start. Even if your resolutions in recent years may not have turned out the way you imagined. There is always the possibility that it will work this year.

Action is what matters most.

Output: Have your goals and resolutions already gone by the wayside?

REMEMBER: “Aufgeben toama an Briaf.” (We’ll only give up one letter.) … Keep going, look for solutions, and/or ask someone you trust for support. Everyone’s path is unique, and so is the solution.

Have a great start to the new year.

Sincerely,
Kathrin Fuchs
Leadership Coach

_ goldWERT _ events & coaching

How to Conduct Exit Interviews

Employment relationships end. Whether your employee leaves with a feeling of relief, gratitude or resentment, you as a manager or supervisor can play a large part in this.

There are often a wide variety of reasons why an employee leaves; I've noted some of them in the employee lifecycle:

A diagram on employee retention and recruitment, covering the areas of turnover, recruiting, and onboarding. It includes points on retirement, exhausted opportunities, and appreciation discussions.
Employee cycle

The be-all and end-all at the end of the employment relationship, the exit interview.

The exit interviews I've conducted so far—whether as an employee or a manager—have all been more or less valuable and more or less enriching. What made the particularly valuable exit interviews stand out?

The exit interview from the employee's perspective:

  • The person I had my exit interview with was not my direct superior.
  • The setting of the interview was pleasant and in a neutral place.
  • There was a feeling of discretion and two open ears.

As a manager or supervisor, be aware that the final days on the job can be difficult for your employees—especially for those who demonstrate a strong commitment, high motivation, and great perseverance.

The exit interview from the manager's perspective:

  • It took some effort at first, but it was well worth it.
  • It pushes your leadership skills to the next level.
  • The employee's input is often crystal clear and well-intentioned.
  • You'll be challenged and encouraged to think outside the box.

Even if you disagree with your employee’s resignation, take the time to have a final conversation. And if certain events have occurred that still trigger an emotional reaction in you, or if you have difficulty handling feedback, have someone from the Human Resources Department conduct the exit interview. It is important to maintain a neutral setting so that a positive outcome is possible for both sides.

The input you receive from an employee who has been with your company for anywhere from a few months to several years is extremely VALUABLE.

Suggestions for improvement are discussed. Recommendations for process optimization are offered. These typically come to light in employee surveys or performance reviews, but usually “only” in bits and pieces. The most honest and candid comments are made during exit interviews, since the employee has nothing left to lose.

Please note the following during the exit interview:

Even if your employee is leaving the company, he is entitled to be heard and to have your attention. Remember, you likely hired this employee for a specific reason and probably made certain promises to him. Address these points, and be open and honest with your employee. You are just as much a part of his career journey at your company as he is.

Output: Conducting exit interviews—but how?

(Work) life is a matter of give and take.
It always takes two people for a “relationship” to work.

The decisions made along the way are not always clear to employees or managers, but there are reasons behind them all, and those reasons only come to light when people talk to one another.

Good luck stepping outside your comfort zone and optimizing your performance reviews.

Best regards,
Kathrin Fuchs
Leadership Coach

_ goldWERT _ events & coaching

Sustainable Leadership and Work: What Should You Keep in Mind?

Michael Stoll's 3-pillar model has become established in the corporate sector. This states that the pillars of ecology, economy and social affairs support sustainable development. The following interpretation is one of my favorites, as it is the most expressive for me:

A Venn diagram illustrating the concepts of people, the economy, and the environment, with an emphasis on sustainability, fairness, and quality of life.

If you look up the word "sustainability" in the dictionary, you will find the following definitions:

  1. Long-lasting effect
  2. Use of forestry: forestry principle according to which no more wood may be felled than can grow back.
  3. Use Ecology: Principle according to which no more may be consumed than can be regrown, regenerated and made available again in the future.

There is nothing in the dictionary for social = people. I would like to add this below.

Sustainable personnel development

My previous blog posts were about recruiting and onboarding. The first two steps in the employee cycle are mainly about the start of a new employee.

A diagram illustrating the employee journey, including the phases of departure, recruiting, onboarding, and employee retention, as well as key elements such as recognition and professional development.
Employee cycle

PLEASE NOTE: When recruiting and onboarding, don’t forget about the employees who are already with the company—those who have been serving with perseverance and enthusiasm for more than a few months, or perhaps even years. They are the heart of your company.

Sustainable leadership and work is made possible through recurring discussions, events, feedback meetings, further education and training, team building and employee surveys. These are just a few examples of how you can get your employees on board and motivate them in the long term.

A group of people running happily across a meadow, surrounded by trees and green fields.

The important thing is ... :

  • Take your employees seriously.
  • When ideas and requests are presented to you, take them into consideration.
  • Respond to suggestions for improvement.
  • Address conflicts, this is where the greatest potential for growth lies dormant.
  • Provide prompt feedback (1-2 weeks) on all the points just mentioned.

When an employee gives you honest and open feedback, it is MORE IMPORTANT than any innovative idea from an outside specialist. Your employee knows the company better and sees how things work on a daily basis.

Take your employees seriously and involve them in your growth.

Listen – Plan – Execute – Retain Employees.

Good luck with GROWING together.

Warm regards,
Kathrin Fuchs
Leadership Coach

_ Retaining employees isgoldWERT.
_ goldWERT _ events & coaching

Has your employee come to stay?

It is 23.06. The contract with your new employee has been signed. He will start his new job on 01.09. There is still a lot to do before 01.09. But what?

AFTER recruiting is BEFORE onboarding.

Employee cycle
Employee cycle

What does onboarding involve?

Before Your First Day of Work:

  • Define task area
  • Interactions with other team members and departments
    (Define a “framework”)
  • Workstation (adjustable desk—yes or no; one monitor or more; business cards, etc.)
  • Technical equipment (laptop, access, passwords, etc.)
  • Who is responsible for the orientation program? (Keyword: TIME)
  • Send general information about the company and what to bring in advance via email or mail (to spark the employee's interest and build anticipation)

What should the first working day include?

  • Welcome
  • Guided tour of the house
  • Introductions Among Colleagues
  • Life-sustaining measures (eating, drinking, toilet)
  • Show workplace (familiarization with the system)
  • Describe your area of responsibility
  • The first few days of school are extremely important. (Take your time and build TRUST.)

End of the first working week / start of the second working week (depending on the job)

  • Feedback meeting (e.g., over coffee in a separate room)
  • What do you already know? Where can I support you?
  • Do you understand the connections so far?
  • What don't you understand yet?

The purpose of a feedback meeting is not to evaluate the employee. It is to find out whether the employee feels comfortable with their tasks, whether they understand them, and how or where they can be supported so that they can continue to do a good job in the long run.

Understanding how things work and knowing who to ask is essential for a good start in the new world of work. There’s nothing more frustrating for a new employee than not receiving any information, being plopped in front of a screen, and being told, “Just get to work.” That approach only works in a few professions these days—and in today’s job market, it’s definitely less effective than it used to be. Besides, we’re all human, and we appreciate it when someone takes the time to welcome us.

Several people can also train a new team member. It is important to ensure that it is agreed who will train what and that all important tasks of the new employee are covered.

Last but not least, during onboarding.

  • BE TRANSPARENT
    The new employee and the “existing” employees should know what “the new guy” does. That way, everyone feels good when a new team member joins.

By planning your employee's first day of work in advance, you take the pressure (and time) off yourself. This makes ONBOARDING more enjoyable for your team, both old and new members, and saves a lot of TIME.

Have fun trying it out.

Warm regards
Kathrin Fuchs
Leadership Coach

_ Retaining employees isgoldWERT.
_ goldWERT _ events & coaching

Where do you see yourself in 5 years?

What do you hope to hear from a candidate when you ask this question? Or rather, what do you really want to hear?

Honestly? … I’ve been working for 18 years, I’m open and direct, I was an ambitious employee and manager, and now I’m self-employed—but the question “Where do you see yourself in 5 years?” has always made me feel uncomfortable.

Why has this question always made me feel uncomfortable?

As a job applicant—depending on your age and the job:

  • "Ugh, what does my future boss or the HR manager want to know from me now?"
  • "No matter what I say, it just comes across the wrong way."
  • "If I say now that I am ambitious and highly motivated,
    then he might fear that I want his job."
  • "If I say, 'Oh, whatever—I'm totally flexible and take things as they come,' then he'll think to himself, 'She's totally boring; there's definitely no future with her, and she doesn't have any goals either, so she can't increase sales.'"
  • and much more.

In the end, I was always able to convince my supervisors and show them that I have a lot of motivation, dedication, and perseverance. And I was able to significantly increase sales. But during job interviews, it was a huge new challenge for me every single time, even though I knew I could handle anything.

As a supervisor and manager:

Here, too, I found it difficult to ask the question, “Where do you see yourself in 5 years?” That’s why I started rephrasing the question:

  • "What will it take for you to still be with us in five years' time?"
  • "What needs to happen for you to still be with us in a few years' time?"
  • "What was the reason you weren't at the last few companies for so long?"

Thanks to this rephrasing and the use of the informal "you," it was easier for me, as their supervisor, to ask the question, and the applicants found it easier to answer the questions.

My employees have stayed longer than the company average (80–100 employees). The job interview was just the beginning, and of course other factors and circumstances have contributed to the lower turnover rate in my department. Nevertheless, it played a part in my employees choosing to work for me—both as a person and as a leader in the company.

And let's be honest, why does an employee join a company or choose a particular one? Because they had a good conversation with you as a person, or because you're on the same wavelength. That's why many colleagues in the fields of coaching and human resources talk about "getting-to-know-you" conversations rather than job interviews.

The labor market is now an applicant market.

  • Use the time you have with an applicant and ask questions that start with WHAT, HOW or WHICH.
  • Ask OPEN questions as much as possible so that you show interest in your counterpart.
  • Use fewer CLOSED questions (answer: YES or NO).
  • Give your applicant room to answer.
  • Be honest, open, and yourself.

"Fake it until you make it" … doesn't work here anymore.

After a few weeks at the company at the latest, the employee realizes that this isn’t the right fit and leaves. The training provided to one or more colleagues was for nothing and cost time, effort, and energy. It holds everyone back, and processes are slowed down.

If you have plenty of time, then that’s acceptable, but if you want to work efficiently and with focus toward a goal, it’s tedious, exhausting, and a major demotivator for all your employees—especially if it happens repeatedly.

A good job interview does not guarantee that every employee will be a good fit for the company and stay forever, but it is the foundation for a healthy corporate culture, and that is the foundation of the Human Resources Department.

Good luck with your upcoming introductory interviews.

Sincerely,
Kathrin Fuchs
Leadership Coach

_ goldWERT _ events & coaching

P.S.: If you notice anything unusual in the applicant's facial expression, ask if there's anything they're unsure about. Be empathetic and attentive.

Employees: a company's most valuable asset.

The coming and going of employees is a natural process. Employees want to experience different things, learn new skills, and gain additional knowledge. As a manager, you hope that a good employee will stay longer …

employee-retention-employee-retention-employee-circle-employee-development-gold-value
Employee cycle (process)

… but how do I get an employee to look beyond the job posting, choose my company, and stay longer?

Retain employees.

Many companies focus on recruiting and try all sorts of things to ensure that the employee signs the contract and actually starts on the agreed-upon date. BUT …

  • What happens once the employee has signed the contract?
  • As a manager or supervisor, how do you prepare for your employee's first day at work
    ?
  • What does the onboarding process look like?
  • and much more.

Output: Employees—a company's most valuable asset.

I know that’s a lot of questions. I’d be happy to explain the employee lifecycle in more detail over the next few weeks. These tools take time to implement, but believe me, it’s time well spent. Your employees will stay with you longer, and you’ll save a lot of money and effort in a wide variety of areas.

If you have any questions for me, or if you've decided you'd like to keep your employees at the company longer, please feel free to contact me.

Retain employees.

Sincerely,
Kathrin Fuchs
Leadership Coach

_ goldWERT _ events & coaching

Where do management, employees, and customers successfully come together?

It is very important to me to create a WIN-WIN-WIN situation in my coaching sessions.

What do I mean by WIN-WIN-WIN?

A service company can only be successful if three cycles—and, in this case, the people involved—work together. These would be:

  • Management Level: Manager (FK), Director (DIR), and/or Executive (GF)
  • Employees
  • Guest or customer
A Venn diagram showing the relationships between employees, managers, and customers, with "success" as the central point.
Intersection of success

Being successful - what does that mean?

For me personally, "being successful" was always defined as follows from the perspective of the employee and the manager:

  • Enjoy working
  • work motivated as part of a team
  • be able to design my tasks individually
  • I receive recognition because I always give 100% and more.

As a customer, I enjoy buying high-quality products that offer good value for the money. I really appreciate getting advice from motivated, honest, and open-minded staff members. I take their recommendations to heart and often end up buying more than I originally intended. That’s what good customer service means to me.

When management, employees, and customers are doing well, synergies emerge.

When employees enjoy their work, they pass that enjoyment on to customers. Ultimately, management is happy too, because employees enjoy working at the company and revenue increases.

… and that brings us to a WIN-WIN-WIN situation = the intersection of success.

How can you consistently achieve success?

You can only achieve the intersection of success permanently and sustainably with brain and heart. Or as I like to call it ... the give and take in the world of work.

Be open to your employees’ ideas, and give them a healthy amount of freedom and responsibility; this will create a pleasant work environment and foster lasting motivation. Your employees will come to work on Monday feeling satisfied and will enjoy being part of your company over the long term.

Output: Where do management, employees, and customers successfully come together?

The management level, the employees and the customers are three separate cycles that meet where the company is most successful. And success is the goal of a company. Isn't it?

I wish you every success.

Warm regards,
Kathrin Fuchs
Leadership Coach

_ goldWERT _ events & coaching