LEADERSHIP INSIGHTS

Each month our Managing Director Sandra Swatton will be meeting the leaders in the industry to discuss their careers, leadership insights, challenges & strategies they are implementing to build closer working teams for the future of the industry. Through this discussion the key topics will be collated and will provide insights on trends and common themes for the 80 TWENTY Boardroom Lunches. 

I began my career with Hilton Hotels in London almost 28 years ago. From a young age, I was captivated by hotel operations, a fascination that grew during family vacations where I keenly observed how hotels functioned. This early interest inspired my long-standing dream of becoming a General Manager. Over the years, I have committed myself to excelling in this role, dedicating my entire career to mastering the art of hotel management and striving to be the best General Manager I can be.

— Richard Clarke

While living in British Columbia with my wife, who hails from the Gold Coast, we found ourselves at a crossroads. As we began to start our family, our priority was to raise our daughter, Eleanor, near her extended family. We faced a choice between relocating to London or the Gold Coast. After careful consideration, we opted for the Gold Coast. Our decision was influenced by the lifestyle and environment we desired for Eleanor’s upbringing. The Gold Coast’s pleasant weather was also a significant advantage, making it an appealing place to establish our family’s new home.

— Richard Clarke

To be an effective leader, it’s crucial to lead by example and demonstrate the power of teamwork. By showing that collaboration leads to impressive results, I aim to inspire my team. I make a point to treat each team member as a unique individual, taking the time to understand and appreciate the diverse talents and strengths they bring to the table. Building these personal connections helps create a positive and engaging work environment. When we find joy in our daily tasks, that enthusiasm is reflected in the experience we provide to our guests. Creating a workplace where everyone feels valued and motivated not only enhances our performance but also ensures that our guests receive the best possible service. By fostering a supportive and collaborative atmosphere, we not only achieve our goals but also build a stronger, more cohesive team.

— Richard Clarke

Although my busy schedule doesn’t leave much room for vacations these days, I always look forward to my trips to England. These visits give me a chance to reconnect with family and friends, which is always a joy. Through my work, I’ve had the privilege of traveling to many fascinating places around the world, each with its own unique charm. However, despite the many wonderful destinations I’ve explored, spending time on a lake in Canada remains one of my absolute favorite ways to unwind. The tranquil setting and natural beauty of the Canadian lakeside offer a refreshing escape and a perfect balance to my otherwise hectic life.

— Richard Clarke

Yes, the role of a General Manager has indeed evolved significantly post-COVID, reflecting broader changes in the business environment and workplace dynamics. Here are some key ways in which the role has changed:

Remote and Hybrid Work Models: The pandemic accelerated the adoption of remote and hybrid work models. General Managers now need to effectively manage teams that may be dispersed across various locations. This shift requires a strong emphasis on digital communication, virtual team-building, and adapting management practices to ensure productivity and engagement from remote employees.

Health and Safety Priorities: There is an increased focus on health and safety protocols in the workplace. General Managers must stay updated on public health guidelines and ensure that their organizations implement necessary measures to protect employees and customers. This includes managing social distancing, sanitization, and adapting office layouts.

Employee Well-being and Mental Health: The pandemic highlighted the importance of mental health and well-being. General Managers are now expected to be more attuned to the emotional and psychological needs of their staff. This includes fostering a supportive work environment, providing mental health resources, and promoting work-life balance.

Technology Integration: The use of technology has become even more integral to business operations. General Managers must navigate the integration of new tools and platforms to enhance efficiency, facilitate remote work, and support digital transformation initiatives.

Agility and Resilience: The pandemic underscored the need for agility and resilience in business strategies. General Managers are now required to be more adaptable, making quick decisions in response to changing circumstances and ensuring their organizations can pivot effectively in times of uncertainty.

— Richard Clarke

Decision-making is a crucial aspect of my role. I prioritize listening to my team’s perspectives because I value diverse viewpoints. Once I reach a decision, I make it a point to clearly explain my reasoning to ensure everyone understands the thought process behind it. There is only one thing worse than making the wrong decision, and that is failing to make a decision altogether. A good leader takes the time to evaluate all possible options and, once a decision is made, ensures that the entire team is on board and informed. This approach not only fosters transparency but also reinforces team cohesion and trust in the decision-making process.

— Richard Clarke

Every morning, I convene with my executive team for a meeting that serves as a crucial platform for discussing a diverse array of topics. This daily interaction significantly enhances our communication and ensures that we are all aligned with our objectives. Following these discussions, I depend on my executive team to relay important information and directives to their respective departments. This process helps ensure that every team member is well-informed and working cohesively toward our common goals.

One of the key players in facilitating this communication is my Executive Assistant, Kiki Hartill-Law. Kiki is an exceptional EA who plays a pivotal role in streamlining our communication channels. She proactively engages with each department throughout the hotel, holding conversations to gather insights and feedback. After these interactions, Kiki diligently conveys any relevant information or concerns from the teams back to me. This process is invaluable in keeping me informed about the pulse of the organization and any emerging issues that need attention.

I make a conscious effort to minimize the volume of emails sent to my team. Instead, I prefer face-to-face interactions as a more effective means of communication. This approach not only allows me to convey messages more clearly but also provides me with the opportunity to engage personally with my team members. These in-person meetings foster a stronger connection and a better understanding of their perspectives and needs. By visiting departments and engaging in direct conversations, I can address concerns more efficiently and maintain a more cohesive working environment.

— Richard Clarke

Creating a positive culture within a team is crucial, and it all begins with leadership. I’ve actively worked to foster this kind of environment through various initiatives. For example, I once participated in a charity event where I was pushed into a hotel pool while dressed in a suit. The person who donated the highest amount got the honour of giving me the push. This event not only raised funds for a good cause but also significantly engaged the team; it’s a topic that still comes up in conversations today.

In addition to unique events like this, we regularly host employee BBQs where I take on the role of both chef and server. These gatherings offer a casual and enjoyable way to connect with the team, showing appreciation for their hard work while also creating a sense of camaraderie. Through these efforts, I strive to build a supportive and engaged team culture that everyone values and remembers.

— Richard Clarke