When I was a young manager, my first General Manager at the time was a very special man, sadly no longer with us. He was general manager of the Elangeni Hotel in Durban, South Africa and he taught me many things about managing and leading people in what is a demanding, but rewarding industry. He was inquisitive, asked questions not only to satisfy his own interest, but also to check your understanding of what you might have been doing at that point in time, as well as the bigger picture of why I was doing whatever it is I was doing. He was always immaculately dressed, irrelevant of time of day or night in full suit with waistcoat and a red rose in his buttonhole. I don\u2019t think I ever saw him in any other clothing during the 4 years I worked with him. He was respectful of everyone, no matter your position, male or female, senior or younger. I never heard him raise his voice in all that time, even when annoyed. He was a fair man, I suppose strict in some ways. He gave out autonomy to his team members expecting performance as agreed, and these characteristics shone through his leadership approach. On top of this, he led by walking about. He is what I would call an \u201cactive\u201d leader. Of course, there were times when he was in his office, but in general once the paperwork, meetings and discussions had been completed, he was out and about. His \u201cfinger was totally on the pulse\u201d. Nothing passed him by.<\/p>\n
Much of my leadership approach is based on my learning from this person as well as the variety of people working in the hotel with their vast array of backgrounds, experiences, cultures and education, all doing an honest day\u2019s work in the hotel industry while providing me a fantastic foundation on which to learn. Perhaps they did not feel the same way!<\/p>\n
We often read posts on LinkedIn, X or the like on how important it is to move, to be active whether a manager or not. Personally, I\u2019m a great advocate for this. Managers and leaders generally spend too much time at the computer or other electronic device and not enough time moving, talking to employees and clients. At the same time many managers have ideal job roles that allow them to be active not only before or after work, but also during by combining movement with going around the operations and different departments. Being visible in this way enables managers to see how things are running and to check in with team members, giving individual employees an opportunity to talk, share information, difficulties and so on while also understanding if they have any challenges, what is going well, how they are etc. Being active also provides opportunities to listen to and talk to guests and customers addressing their concerns, hearing their comments and receiving feedback. All while being active and moving around. <\/p>\n
What is so important about moving? It is not necessary to run a marathon, climb the tallest mountain, or cycle 10 kilometres a day to be active to enjoy the benefits, such as:<\/p>\n
\u2022 Consistent focus, clarity and balanced mental health <\/p>\n
\u2022 Consistent energy levels throughout the day<\/p>\n
\u2022 Positive outlook <\/p>\n
\u2022 Reduction in stress, anxiety and mood swings <\/p>\n
\u2022 Good cardiovascular health <\/p>\n
\u2022 Easier weight management <\/p>\n
\u2022 Stronger immune system to combat seasonal bugs and viruses<\/p>\n
\u2022 Better sleep<\/p>\n
If that\u2019s not enough, to this list can also be added building stable and healthy relationships with others, providing the social aspects of life that are so important. Humans are herd animals and to be healthy we need social connections and relationships. A perfect link to the essence of good leadership. Leadership is only possible if followers choose to follow. This requires building relations and consequently trust, understanding employees, strong skills of emotional intelligence and the ability to listen. Showing personal vulnerability, courage, integrity and honesty. A leader cannot demonstrate these characteristics from an office by email or other internal communication system. These tools support face to face communication, but do not replace them. The lessons I learned over 30 years ago from my first general manager are still the same today!<\/p>\n
\u00a3340 billion was lost in the UK economy due to employees\u2019 disengagement and 0.8 million workers in 2023\/24 were suffering from work-related stress, anxiety and depression according to Perkbox and Vivup. According to HSE Safety, \u00a314.5 billion annual costs in new cases of work-related ill health in 2022\/23. How much of this is due to losing contact with employees, just expecting them to perform in accordance with the job description? A recent blog on \u201cEngage Employee\u201d website listed the top five reasons employees go to work and which can be summarised by saying the majority of our employees come to work for the social contact and that sense of belonging. \u201cEngage Employee\u201d survey results with 2,000 employees ranked reasons for coming to work as:<\/p>\n
1. The People <\/p>\n
2. Feeling like I am good at it <\/p>\n
3. The hours <\/p>\n
4. It\u2019s fulfilling <\/p>\n
5. Working as a team <\/p>\n
Salary was ranked in 6th place. <\/p>\n
Quite clearly social connection and interaction is rated as extremely important with 3 out of the top 5 reflecting this fact. How can you encourage your managers and leaders to be more active in the workplace, not only to get their \u201csteps in\u201d, and improve their overall well-being and that of their employees, but also to build trust through regular and open communication, stronger teamwork, improve problem solving, and build and manage relations with customers and guests? Being an active leader, costs nothing, but there is much to gain.<\/p>\n
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References <\/strong><\/p>\n https:\/\/www.engageemployee.com\/blog\/top-20-reasons-we-go-to-work<\/a><\/p>\n