Considering the fast pace of the market and constantly evolving guest tastes, we cannot avoid change. We must not only learn to manage it, but also embrace it, and learn from it. Openness and commitment to change by team members can make change go smoother and the likelihood that it will be successful much higher. Rick Maurer introduced the three main reasons why people resist change-they don't get it, they don't like it, or they don't like you. In this article we draw from these ideas and provide practical advice for hospitality professionals for reducing resistance to change. READ MORE

Disaster resilience is a core concept for contemporary hotel disaster/crisis management objectives. Resilience building provides flexibility, improved capacity to adapt, and leverage against the continually changing tourism environment. Understanding the value of resilience can make the difference in prioritizing this vital tool. The interconnectedness of the tourism sector worldwide requires novel approaches to assessing organizational strengths - organizations' face the need to develop potential solutions to unknown challenges. Building disaster resilience offers a potentially multi-faceted solution sets to todays', and tomorrows', challenges. This is the first article in a four-part series... READ MORE

Today dynamic organizations are not just led by dynamic leaders, these leaders are fanatically committed to paving a new way of thinking about leadership. The new leadership paradigm is EVERYONE LEADS. Creating an organization where everyone leads allows for higher levels of accountability, and strengthens alignment which is at the heart of agility, innovation and profitability. Organizational silos disrupt optimal performance. When everyone is working in tandem, they are more productive, and the organization finds a stronger beat. This beat is your cultural heart beat and it determines alignment and creates an "all in" culture. READ MORE

Human Resource Management in a small business can be a vital task leading to success. Specifically in the service sector, service quality depends mostly on the quality of personnel since it is labor intensive and requires face-to-face interaction with customers. Unfortunately, small-sized hotels are faced with unfavorable conditions but they have opportunities to expand using their strengths as small firms with high levels of flexibility. Smaller organizations need to change HR practices compared to larger organizations because of the different workforce requirements and legal. Specifically, they must focus on improving customer satisfaction and the quality of service through a procedure of well organized HR management. READ MORE

How can hotels successfully expand their revenue strategy beyond occupancy? Is heads-in-beds truly the only method for increasing revenue and profits? When should occupancy be a priority, and when should hotels minimize occupancy for maximum revenue? With expert advice, years of experience and thoughtful analysis, president and CEO of Total Customized Revenue Management Lily Mockerman discusses both the benefits and the drawbacks of relying on occupancy as the sole indicator of a hotel's performance. READ MORE