Why Listening Skills Are Needed in Hospitality Management

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Possessing listening skills is one of the most important requirements for holding a job in hospitality management.  That may not seem obvious at first, but when you think about everything involved in restaurant and hotel management this statement makes perfect sense.  Hospitality is defined as kindness to strangers and as a relationship process.  The best definition focuses on the relationship and process aspects, because anyone working in the hospitality business knows that it takes ongoing attention and consideration to properly serve people in a way they appreciate.

Being a good hospitality manager means being able to identify the needs of customers and staff.  This often comes down to being a good listener.  A good listener pays attention when people talk and doesn’t assimilate the information with pre-conceived notions.  A good listener is able to separate the important information from the rest of what is said and use that information to improve service.  In other words, good listening skills can be considered both a motivational and customer service tool.

Goal Driven Hospitality

As a restaurant or hotel manager you have several goals to always keep in mind.

    * Keep customers satisfied with service and hospitality
    * Find creative solutions to potential problems

    * Develop ways to stay competitive
    * Be responsive to customer needs
    * Maintain productive staff working environment that promotes creativity and maintains morale

These are major goals that require a well-trained manager who has the right listening skills in addition to the ability to generate new ideas that can be successfully implemented.

Good listening skills involve much more than just hearing what people are saying.  As a restaurant, hotel or even cosmetology manager you have to be able to read between the lines and determine what services or problems you need to address.  People often express ideas or concerns indirectly and it’s up to the manager to properly interpret what is being said.  The hospitality industry is extremely competitive and that makes customer satisfaction a top priority.

But a good manager also learns to listen to his or her staff.  A commercial cook, patisserie or gourmet chef, or a hotel manager must develop a team of people that work well together.  The staff must have the same vision and the same commitment to customer service as the manager.  Being able to listen to staff needs also is imperative in order to be a good manager.

Ideas that Motivate

The hospitality business is fast paced and demanding.  The more the staff works like a team, the smoother the operation.  Managers are responsible for coordinating the efforts of a diverse group of people.  But staff also will have great ideas about how to improve operations and how to add or improve services to improve customer satisfaction.  A sign of a good manager is one who is able to listen to the ideas and then make decisions as to their use in a way that motivates and does not discourage staff.

Hospitality management is all about creating customer satisfaction in a highly competitive and fast paced environment by motivating employees to provide great service.  That’s why listening skills are needed in hospitality management!

Academia International is a leading international college providing cooking courses, hospitality management training, hairdressing courses, and beauty courses. 

Article Author: Andrew Johnstone

Article Source: http://www.articlealley.com/article_683589_22.html

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New Training Methodology Makes a Difference in Learning Results

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When you were in school, did you ever notice that some students hardly studied at all and still got good marks? While you on the other hand needed to study hard to get the same results. Yet some classes you needed to study less than others to get the same results. There are numerous psychological and motivational reasons why this is so, but the major influence is the difference in brain processing between the student and the teacher.

Imagine a classroom full of students. And each student in the class is wearing tinted glasses. The teacher is also wearing glasses but the teachers glasses are tinted green. As the teacher goes around the room describing the different models and structures, he describes them from his “Green” perspective. He may even describe them very clearly and correctly, but it seems that many students in the class don’t understand. He gets frustrated with some of the students because when he looks at them through his green perception, they too are wearing “Green” glasses and therefore should be able to see it as he does. So he may “label” some students as stupid or unmotivated and keep on teaching in his green way while some students struggle on their own to learn the lessons.

While this may be common in school, it is equally as common in the workplace. Managers, supervisors and staff are constantly misinterpreting each other, reacting to these misinterpretations, labeling each other, and expanding gaps in productivity and job fulfillment.

If we could only take off our colored glasses!

Recent genetic psychology research (a 25 year study by Sandra Segal and David Horn) has shown that we are running very specific Genetic Processors in our brain. The notions of personality profiling to determine “Behavior Style” have been replaced with “Processor and Environmental Adaptation” to determine individual and group dynamics related to communication, leadership, and productivity.

Through the use of Directive Communication Psychology, we can discover how to take off our colored glasses and teach, learn, lead, persuade, and cultivate greater productivity in our work and personal life. The colored glasses model is based on the 4 different genetic processors that are foundations for the way we communicate. If you compare your brain to computer processor, you may find that some people have a PC processor, while others may have a Mac processor. Each of these processors can run similar applications such as Microsoft Excel or Adobe Photoshop, and while these have the same function and similar appearance, each requires different programming to run the same type of software because each processor runs the programs differently. For example, a PC will run Excel in a very direct and speedy manner, but will run Photoshop in a slower and roundabout way. The Mac on the other hand is just the opposite. But, if you try to run Excel for Mac on your PC, it won’t work and vise versa. Our brains work in a similar way. If you are a green brain (random, interactive processing) trying to do a red brain (linear objective processing) function, you will have some difficulty doing it in the same way that a red brain person does. As you struggle to get the point, understand the information, or truly empathize with another, it then becomes essential to process your red brain outcome in a green brain way.

The problem is that most of us do this through trial and error. We usually don’t realize what processor we are running. To make it worse, we may have been taught that the “Red” brain way is the only way to approach things, so we don’t even try to figure out a “Green” brain process, and through this difficulty we may figure that we’re just NOT capable and give up trying.

Organisations use the Identification of genetic brain processing patterns to commpose better teams and improve communication and productivity, one such tool to determine Brain Processing is the Colored Brain Communication Inventory, or CBCI for short. Other Schools of thought suggest “brain dominence” instead of genetics, such as the HBDI or Herrmann Brain Dominance Indicator or non-processing related behavioral indentifiers like DISC. Either way, once you know your own communication pattern, it becomes apparent in how to maximize a groups ability to learn, communicate, influence and cultivate good habits that have difficult in the past.

Brain Processing has little to do with “personality”, a friend, as the eldest daughter was shaped and guided to become a professional. Her family influenced her to desire and study towards a professional discipline since she was 4years old. While her genetic foundation was blue brained, she was steered into a very red brained education, upbringing, and career as she decided to become a lawyer. Because of her upbringing, she acted and behaved like red brained person and everyone (including her) assumed she had the “personality” for this line of work. And while she became successful in her firm and her family’s aspirations were satisfied, there was something missing. She was not happy, she felt unfulfilled in her accomplishments and did not connect well with other lawyers at the firm. It wasn’t until she discovered her blue brain orientation through personal consultation, that she was able to place her red brain flexibility in the right perspective. She then quit her firm and used her current skill sets as a “blue brained” attorney to work for Club Med. She is presently successful AND happy.

Our education, our career, and our environment is manifested through the color of our glasses. Through awareness of how we and others process information, we gain greater insights on how to learn better, how to develop talents not natural to our genetic ability, what career to choose, and how to appreciate and bring out the best in the people around us.

While the other half of the equation, our emotional drivers, is subject to our environment and changes with experience, knowing the color of your brain is the foundation for creating Brain Software for your unique processor. It is the foundation for not only better learning, but better and faster implementation of what you learn.
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Arthur F Carmazzi is the principal founder of the Directive Communication Psychology and a renowned Speaker in the Asian Region. He is the author of best seller, “The 6 Dimensions of Top Acheivers”, “Identity Intelligence”, and “Lessons from the Monkey King”. He has been awarded as one of the Top 30 most influential Leadership figures in the world by LGI. More at: directivecommunication.com, Or carmazzi.net

Article Author: Arthur F Carmazzi

Article Source: http://www.articlealley.com/article_174232_22.html

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