Human Resources & Leadership Institute for Attractions Managers IAAPA Operations and Safety MarketingLeadershipFinance Revenue Operations

Human Resources & Leadership

Institute for Attractions Managers IAAPA

Operations

and Safety

Marketing LeadershipFinance

RevenueOperations

Leadership

2

Leadership

“People don’t want to be managed, they want to be lead. Whoever heard of a world manager? World leader, yes. Educational leader, Political leader, Religious leader. Community leader. Labor leader. They lead, they don’t manage. The carrot always wins over the stick. Ask your horse. You can lead your horse to water, but you can’t manage him to drink.If you want to manage somebody, manage yourself. Do that well and you’ll be ready to stop managing. And start leading.”

- This message was published in the Wall Street Journal

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Human Resources & Leadership

STAFF INVESTMENT OR A COST ?

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Examples of characteristics of a Leader

CREATIVE

CURIOUS

POSITIVE

OPTIMISTIC

COURAGE

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Characteristics of a Leader

“A person who is driven and works hard to achieve success.The ability to identify opportunities and create resources in order to take advantage.Common important personal characteristics such as curiosity, creativity, a positive approach to work, independent, persistent, dedication, optimism, courage and visionary thinking.”

Parts of a definition of an entrepreneur according to Wikipedia.But also in my opinion, a definition of the essential characteristics of a successful leader.

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How Do you speak to yourself

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HR Theory and Practice

Defining leadership What is leadership?

• A few perspectives:– “Managers are people who do things right, while leaders

are people who do the right thing.” Warren Bennis, Burt Nanus, Leaders: Strategies for Taking Charge, © 1985, rev. 2003

– “Leadership is the art of accomplishing more than the science of management says is possible.” Colin Powell, The Powell Principles, © 2003

– “Leaders...set examples.” Peter Drucker, The Leader of the Future, © 1996

– “Leaders grow; they are not made.” Peter Drucker, The Leader of the Future, © 1996

Leadership vs. management

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Leadership styles

Everybody has a predominant basic style

2 basic styles (with variations) in the leisure industry

HR Theory and Practice (cont’d)

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Directive Leader tells staff what to do Leader takes all initiative and responsibility

+ very efficient+ staff feels safe+ leader in perfect control

- Staff takes no initiative- No development

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Directive - Use when?

Leader knows a lotStaff are new and young

AND ALWAYS IN EMERGENCIES

Advice: Move quickly to next step

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Leader still gives clear basic rules, but also asks for opinions, ideas and experience

+ staff motivated “I matter”+ development of dept. product+ company culture improves

- takes time

Participative

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Participative - Use when? Leader knows a lot , but others might know also Staff is experienced

Advice: Develop your listening skills Learn to be clear

“Now is exchange time” Now is efficiency time”

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Other styles:

Analytical • finance• research• engineering

Coordinator • Many departments involved

Instigator, promotor• Project brain storming • Start ups

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NO WRONG STYLE Important to adapt your style to the situation and

the circumstances

Self-awareness• I know my basic style, I know when to adapt listening

skills.

Humility• Accept that someone else might know

better/more/other details Know your employees

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Leadership style

Situational leadership• Adapt to specific needs of employees and

circumstances• Use different approaches:

» Train» Collaborate» Delegate

Depending on projects, needs and specific staff

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Key functions of a leader

Take desicions Supervise Motivate Communicate Organize Train and coach

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Key functions of a leader (cont’d)

BUT ALSO

See possibilities not problems Embrace and communicate company culture and

passion Emotional intelligence:

• Self awareness • Social awareness

Creative thinking “outside the box”

Leadership


Culture eats strategy for Breakfast

~Peter Drucker

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Leadership


It’s not hard to make decisions when you know

what your values are~Roy Disney

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TEAM WORKTEAM BUILDING

WHY?

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What makes a team? Structured and solid framework

• Shared values• Clear basic rules

Feeling safe is the base for daring to participate with all that you are and know• Personal acceptance of all team members

“togetherness” is the concrete and the glue.• Common problem solving• Shared experience• Fun moments

The roof needs to be high• Learn to give and take concrete feedback gives

development of leadership -role


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Building blocks Participation is obligatory

• Respect for team members

Generosity with your knowledge• Team members reciprocate with theirs

Positive attitude and commitment

• You know the return and value of teamwork• Motivation


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Team building Takes Time

T1 - reassurance, personal acceptance

T2 - common goals and values T3 - agreement on work form

and rules

»T4 – your team is built.Nothing can stop you!


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WHAT DOES A LEADER DO?


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Basic HR leadership tasks

Hiring

Training

Follow-up, motivate

Develop


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HIRING How many?

• Roughly 1000 employees needed for 1 million visitors per season

Who?• Part timers combined with other responsibilities or

winter job• Students• Unemployed• Students from foreign countries

How?• Lecturing at meetings, schools and university• Visiting areas with seasonal workers winter


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• WHO?• Students – first job

+ eager / enthusiastic- no experience, no discipline- not available all season

• Unemployed+ available all season+ politically correct to hire- often de motivated

• Overseas+ eager / enthusiastic

- language and culture barrier - travel and housing


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Hire procedures

HR department does all the hiring and assigns employees to different departments

+ effective hiring procedure - finding the right match/department challenge

Departments do their own hiring+ good matches to each department

- no overall company identification


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Hire procedures

HR department handles paperwork, cvs etc. Department AND a HR management representative do the interviews/introductions

+ clear company identification+ good department matches - heavy procedure


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Hiring procedureEstablish a hiring calendarSeasonal park operations require mass seasonal hiring and training Dec Jan Feb Mar April

Season – Start!


Hiring, demanding, receiving cvs

Traininggroup

Training depr

BOOM

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TrainingIdentify your training goalsPark culture and goals

Overall park knowledge (ind. find your way)

SafetyDepartment specific

• Tasks• Rules

HR information• Uniform• Meals• Pay• Other formalities


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Make your Training Plan

How many training hours do you have per employee?Identify training priorities and allot time accordingly

Remember• We are in the business of FUN!• It has to be reflected in EACH employee – use the

training!


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Develop thorough training materials

Employee handbook, department guides,

workstation guides, supervisor guidesSafety manualNew employee training checklistsTraining testsGeneral cash, emergency procedures


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Training methods

Vary the training presentation• Lecture• Guest speakers• Discussion• Practice• Games

Evaluate the training for effectiveness and usefulness to workers


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Follow up, motivate = coaching

Ongoing process – assessing employee performance and providing constructive feedbackPurpose: to clarify performance standards and motivate employees to improve retain interest for the job, build company cultureEssential coaching skills

• Active listening• Constructive feedback• Creating a positive and supportive climate –

problem solving approach


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Develop

Develop and market internally a progress of possibilitites Identify leadership potentialDelegate (with follow up)Train to develop

Being able to grow within a company is a strong motivation tool


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People is the industry's most precious resource

trainsupervisemotivate


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Unique for our industry:

Many YOUNG leaders and supervisors

S WEnergy Little experiencePassion

O TNo “bad habits” Needs constant input to stay “on course”


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Tell me - and I forget

Show me – and I remember

Involve me – and I understand

Confucius 551-479 BC


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Thank you

Documents

Human Resources & Leadership Institute for Attractions Managers IAAPA Operations and Safety MarketingLeadershipFinance Revenue Operations