8am: First thing in the morning is time to ‘Walk the Beat’ – spend time in operations talking with colleagues and guests. I often assist with either clearing plates in the restaurant, or offering express check-outs to guests if a queue begins to form. This hands-on approach gives me the perfect opportunity to ask how their stay was and provide a service to our guests. It also gives me an opportunity to work alongside the front-of-house staff and experience their working environment.
9am: Personal assistant gives me an overview of the day and review of the previous day.
9.30am: Morning briefing. A chance to align all senior leaders with what
is happening in the business today and tomorrow.
10am: Emails. Dedicated start and finish time designed so I can focus on this task. While highly important to today’s business environment, I always ensure that email does not over-shadow verbal and face-to-face conversations with my staff.
10.30am: Strategy time – reflect on ‘Action Plans’ and what we need to do. Are we on track? What outside assistance might we need to address unexpected issues?
12pm: Lunchtime is busy. I am always out on the floor or behind the scenes among operations. Generally, I am walking around doing quick quality checks. Tip: every hour or so, I get up and about to touch base with the teams in operation. This does two things: it keeps me in tune with daily operations and it recharges me for the tasks ahead.
1pm: One-on-one catch up with a scheduled department head. I schedule each department head on a fortnightly basis for a one-on-one discussion, to work through their challenges, successes and development. This is their time.
2pm: Emails, emails, emails.
3pm: Attend front-office daily staff briefing. I want to ensure that the team understands they have my support and commitment to delivering excellent guest service.
3.15pm: Walk around, quick quality check.
3.30pm Scheduled meetings and/or work on current projects. For example, I am currently undertaking an ‘internal brand quality audit’ to ensure brand compliance and brand consistency on delivery. A certain amount of strategic planning is required to implement this.
5.30pm: Walk around, quick quality check.
6.15pm: Prepare for the next day. I consider this to be a critical part of the day – setting yourself up for success. Knowing what I have ahead of me allows me to plan for the unexpected.