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凱悅集團(tuán)CEO:新冠疫情教會(huì)了我什么?

馬赫瀾
2021-06-02

對(duì)于許多在新冠疫情下掙扎求生的企業(yè)來說,勇于實(shí)驗(yàn)是重中之重。

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圖片來源:托馬斯?巴維克——GETTY IMAGES

新冠疫情正在逐漸轉(zhuǎn)化為一種相對(duì)可控的流行病而長期存在,部分商業(yè)領(lǐng)袖可能會(huì)因此禁不住誘惑,試圖恢復(fù)常規(guī)的商業(yè)活動(dòng)。這樣一來,就大錯(cuò)特錯(cuò)了。

雖然有些企業(yè)因疫情的爆發(fā)而步履維艱,但那些勇于實(shí)驗(yàn)的企業(yè)已搶先在提高自身抵御能力方面取得了進(jìn)展。這類企業(yè)向來反應(yīng)迅速,且樂于聽取利益相關(guān)者的意見,早就形成了戰(zhàn)略性的“肌肉記憶”,因而能夠一氣呵成地接受新思想、新策略和新方法。

不過,在開展實(shí)驗(yàn)時(shí),也并非是輕而易舉:即便有些實(shí)驗(yàn)收效不佳,也要坦然面對(duì)。不斷地學(xué)習(xí)、調(diào)整,才是解決問題的關(guān)鍵所在。

眾所周知,新冠疫情之下,旅游業(yè)和酒店業(yè)的發(fā)展被迫陷入停滯。我堅(jiān)信,正是因?yàn)閯P悅酒店集團(tuán)堅(jiān)定地傾聽、嘗試、學(xué)習(xí)和適應(yīng),才成功帶領(lǐng)著我們熬過了疫情高峰期,幫助我們走上了光明的復(fù)蘇之路。

疫情突然來襲,酒店的需求量一夜之間降到零點(diǎn),我們做的第一件事就是捫心自問,當(dāng)所有人都承受著比平日里大得多的壓力時(shí),怎樣才能繼續(xù)往我們的目標(biāo)——提供關(guān)懷,幫助對(duì)方達(dá)到最好的狀態(tài)——前進(jìn)。

凱悅酒店集團(tuán)的領(lǐng)導(dǎo)層決定從傾聽開始,因?yàn)閮A聽是體現(xiàn)同理心、提供真正關(guān)懷的關(guān)鍵。我們要根據(jù)傾聽到的東西,為客戶和同事們確立一些新的舉措。

所以,我們向員工提出了一個(gè)簡(jiǎn)單而又深刻的問題:“你還好嗎?”

許多人都說,他們不知道。變化發(fā)生的太突然,太出人意料,以至于他們都疏漏了自己的心路歷程。我們隨即發(fā)掘,有必要付出更多精力來建立與員工之間的聯(lián)系,開拓更好的渠道來保障他們的心理健康。

我們的領(lǐng)導(dǎo)團(tuán)隊(duì)決定開發(fā)凱悅Well-Check,這是一款匿名在線心理健康評(píng)估軟件,能夠幫助世界各地的同事迅速、便捷地跟蹤記錄他們的心理狀況。

每隔一到兩周,軟件就會(huì)提醒用戶進(jìn)行自我“查驗(yàn)”,回答一些簡(jiǎn)單的問題,以此評(píng)估他們的心理健康狀況。還會(huì)根據(jù)用戶的風(fēng)險(xiǎn)水平,適當(dāng)?shù)叵蚱涮峁┫嚓P(guān)建議。Well-Check于2月底正式上線,在幾周時(shí)間內(nèi),就吸引了近1萬名用戶。

當(dāng)然,凱悅酒店集團(tuán)并非是自疫情爆發(fā)以來首個(gè)開展新嘗試的企業(yè)。致力于提供新奇體驗(yàn)的高端旅游運(yùn)營公司黑番茄,就根據(jù)從流行兒童故事中獲得的靈感,嘗試推出了定制旅行路線的服務(wù)。比如說,游客可以前往英國牛津郡,體驗(yàn)劉易斯?卡羅爾的經(jīng)典作品《愛麗絲夢(mèng)游仙境》中的場(chǎng)景。凱悅忠誠顧客計(jì)劃的合作伙伴美國航空公司也進(jìn)行了一些新嘗試,其中,全新的電子錢包技術(shù)就能幫助旅客輕松獲取航班信息和行旅積分。

嘗試實(shí)驗(yàn)也代表著發(fā)展、直面挑戰(zhàn)。去年,在喬治?弗洛伊德事件和后續(xù)的抗議活動(dòng)爆發(fā)之時(shí),凱悅酒店集團(tuán)的領(lǐng)導(dǎo)團(tuán)隊(duì)就緊急實(shí)行了促進(jìn)多樣性、公平性和包容性的各項(xiàng)舉措。不過,部分員工還不能確信,我們是否充分了解他們的經(jīng)歷。

因此,在采取新的舉措之前,我們的領(lǐng)導(dǎo)層決定,要花時(shí)間傾聽這些員工的意見。我們必須敞開心胸,承認(rèn)自己的無知、偏見和存在的問題。這是一條非常重要的提醒:同理心是實(shí)現(xiàn)變革的先決條件,沒有捷徑可以走。

經(jīng)過重重討論,我們達(dá)成了共識(shí),要從當(dāng)前開始改變。凱悅酒店集團(tuán)針對(duì)員工的多樣性、支持的企業(yè)和活動(dòng)、選擇的渠道商以及合作伙伴作出了一系列承諾。不過,這并非是一朝一夕之間的事,而是需要長期堅(jiān)持的事業(yè)。集團(tuán)內(nèi)員工將持續(xù)保持密切關(guān)注,以示監(jiān)督。

總而言之,所謂實(shí)驗(yàn),就是要嘗試那些可能對(duì)員工、客戶和社會(huì)產(chǎn)生積極影響的新事物。在此策略下,我們撐過了有史以來最為艱難的一年。我相信,對(duì)于其它面臨類似挑戰(zhàn)的企業(yè)來說,這一方法也同樣奏效。(財(cái)富中文網(wǎng))

馬赫瀾(Mark Hoplamazian )任凱悅酒店集團(tuán)總裁兼首席執(zhí)行官。

譯者:殷圓圓

新冠疫情正在逐漸轉(zhuǎn)化為一種相對(duì)可控的流行病而長期存在,部分商業(yè)領(lǐng)袖可能會(huì)因此禁不住誘惑,試圖恢復(fù)常規(guī)的商業(yè)活動(dòng)。這樣一來,就大錯(cuò)特錯(cuò)了。

雖然有些企業(yè)因疫情的爆發(fā)而步履維艱,但那些勇于實(shí)驗(yàn)的企業(yè)已搶先在提高自身抵御能力方面取得了進(jìn)展。這類企業(yè)向來反應(yīng)迅速,且樂于聽取利益相關(guān)者的意見,早就形成了戰(zhàn)略性的“肌肉記憶”,因而能夠一氣呵成地接受新思想、新策略和新方法。

不過,在開展實(shí)驗(yàn)時(shí),也并非是輕而易舉:即便有些實(shí)驗(yàn)收效不佳,也要坦然面對(duì)。不斷地學(xué)習(xí)、調(diào)整,才是解決問題的關(guān)鍵所在。

眾所周知,新冠疫情之下,旅游業(yè)和酒店業(yè)的發(fā)展被迫陷入停滯。我堅(jiān)信,正是因?yàn)閯P悅酒店集團(tuán)堅(jiān)定地傾聽、嘗試、學(xué)習(xí)和適應(yīng),才成功帶領(lǐng)著我們熬過了疫情高峰期,幫助我們走上了光明的復(fù)蘇之路。

疫情突然來襲,酒店的需求量一夜之間降到零點(diǎn),我們做的第一件事就是捫心自問,當(dāng)所有人都承受著比平日里大得多的壓力時(shí),怎樣才能繼續(xù)往我們的目標(biāo)——提供關(guān)懷,幫助對(duì)方達(dá)到最好的狀態(tài)——前進(jìn)。

凱悅酒店集團(tuán)的領(lǐng)導(dǎo)層決定從傾聽開始,因?yàn)閮A聽是體現(xiàn)同理心、提供真正關(guān)懷的關(guān)鍵。我們要根據(jù)傾聽到的東西,為客戶和同事們確立一些新的舉措。

所以,我們向員工提出了一個(gè)簡(jiǎn)單而又深刻的問題:“你還好嗎?”

許多人都說,他們不知道。變化發(fā)生的太突然,太出人意料,以至于他們都疏漏了自己的心路歷程。我們隨即發(fā)掘,有必要付出更多精力來建立與員工之間的聯(lián)系,開拓更好的渠道來保障他們的心理健康。

我們的領(lǐng)導(dǎo)團(tuán)隊(duì)決定開發(fā)凱悅Well-Check,這是一款匿名在線心理健康評(píng)估軟件,能夠幫助世界各地的同事迅速、便捷地跟蹤記錄他們的心理狀況。

每隔一到兩周,軟件就會(huì)提醒用戶進(jìn)行自我“查驗(yàn)”,回答一些簡(jiǎn)單的問題,以此評(píng)估他們的心理健康狀況。還會(huì)根據(jù)用戶的風(fēng)險(xiǎn)水平,適當(dāng)?shù)叵蚱涮峁┫嚓P(guān)建議。Well-Check于2月底正式上線,在幾周時(shí)間內(nèi),就吸引了近1萬名用戶。

當(dāng)然,凱悅酒店集團(tuán)并非是自疫情爆發(fā)以來首個(gè)開展新嘗試的企業(yè)。致力于提供新奇體驗(yàn)的高端旅游運(yùn)營公司黑番茄,就根據(jù)從流行兒童故事中獲得的靈感,嘗試推出了定制旅行路線的服務(wù)。比如說,游客可以前往英國牛津郡,體驗(yàn)劉易斯?卡羅爾的經(jīng)典作品《愛麗絲夢(mèng)游仙境》中的場(chǎng)景。凱悅忠誠顧客計(jì)劃的合作伙伴美國航空公司也進(jìn)行了一些新嘗試,其中,全新的電子錢包技術(shù)就能幫助旅客輕松獲取航班信息和行旅積分。

嘗試實(shí)驗(yàn)也代表著發(fā)展、直面挑戰(zhàn)。去年,在喬治?弗洛伊德事件和后續(xù)的抗議活動(dòng)爆發(fā)之時(shí),凱悅酒店集團(tuán)的領(lǐng)導(dǎo)團(tuán)隊(duì)就緊急實(shí)行了促進(jìn)多樣性、公平性和包容性的各項(xiàng)舉措。不過,部分員工還不能確信,我們是否充分了解他們的經(jīng)歷。

因此,在采取新的舉措之前,我們的領(lǐng)導(dǎo)層決定,要花時(shí)間傾聽這些員工的意見。我們必須敞開心胸,承認(rèn)自己的無知、偏見和存在的問題。這是一條非常重要的提醒:同理心是實(shí)現(xiàn)變革的先決條件,沒有捷徑可以走。

經(jīng)過重重討論,我們達(dá)成了共識(shí),要從當(dāng)前開始改變。凱悅酒店集團(tuán)針對(duì)員工的多樣性、支持的企業(yè)和活動(dòng)、選擇的渠道商以及合作伙伴作出了一系列承諾。不過,這并非是一朝一夕之間的事,而是需要長期堅(jiān)持的事業(yè)。集團(tuán)內(nèi)員工將持續(xù)保持密切關(guān)注,以示監(jiān)督。

總而言之,所謂實(shí)驗(yàn),就是要嘗試那些可能對(duì)員工、客戶和社會(huì)產(chǎn)生積極影響的新事物。在此策略下,我們撐過了有史以來最為艱難的一年。我相信,對(duì)于其它面臨類似挑戰(zhàn)的企業(yè)來說,這一方法也同樣奏效。(財(cái)富中文網(wǎng))

馬赫瀾(Mark Hoplamazian )任凱悅酒店集團(tuán)總裁兼首席執(zhí)行官。

譯者:殷圓圓

As the COVID-19 pandemic evolves into a chronic yet more manageable state, business leaders might be tempted to return to the comfort of business as usual. That would be a mistake.

While some organizations were stopped in their tracks by the onset of the pandemic, those that welcomed experimentation were a step ahead in their ability to manage through it. Accustomed to being agile and listening to their stakeholders, they had a kind of strategic muscle memory that allowed them to smoothly embrace new ideas, behaviors, and practices.

But here’s the tricky thing about experimentation: It means being comfortable with some experiments not working out. Continuously learning and modifying is a critical piece of the puzzle.

It’s no secret that the pandemic brought the travel and hospitality industries to a screeching halt, and it’s my firm belief that Hyatt’s focus on listening, testing, learning, and adapting is what led us through the pandemic and put us on a clear path to recovery.

When the pandemic hit us and demand in our hotels essentially went to zero overnight, we first asked ourselves how we could continue to live our purpose—to care for people so they can be their best—when everyone was under significantly more stress than usual.

Hyatt’s leadership team started its journey with listening—crucial to practicing empathy and delivering authentic care. In response to what we heard, we began to experiment with several new initiatives for both our guests and our colleagues.

So we asked a simple but profound question to our workforce: “How are you?”

The answer, from many of our colleagues, was that they weren’t sure. Everything had changed so quickly, so dramatically that it was hard for them to keep track of their feelings. We quickly came to understand that we needed to do more to connect with our employees and to provide them with better tools to support their mental health.

Our leadership team decided to develop Hyatt Well-Check, an anonymous online mental well-being assessment tool. Well-Check gives our colleagues around the world a quick, easy way to track how they’re feeling at the moment and over time.

Encouraged to “check in” with themselves via the app every one to two weeks, colleagues answer a few simple questions that can help evaluate their mental well-being. When appropriate, colleagues are pointed to resources based on their level of risk. Well-Check went live in late February, and within weeks attracted almost 10,000 users.

Hyatt wasn’t the only organization experimenting with new ideas since the pandemic’s onset, of course. Black Tomato, a leading luxury travel company that provides innovative and inspiring experiences, tested out bespoke travel itineraries inspired by popular children’s stories. For example, it offered a trip to Oxfordshire, England, that resembled the narrative of Lewis Carroll’s classic, Alice in Wonderland. American Airlines, a partner of Hyatt’s loyalty program, tested new things, too, including new electronic wallet technology that allows customers to easily find flight information and travel credit.

Practicing experimentation also means evolving and dealing with challenges. Last year, in the wake of George Floyd’s death and subsequent protests, Hyatt’s leadership team urgently developed enhanced diversity, equity, and inclusion efforts, but some of our colleagues were not confident that we had fully appreciated their experiences.

Our leaders decided to take the time to listen to these employees’ perspectives before we took any new actions. We had to be uncomfortable for a bit, acknowledging our own ignorance, biases, and questions. This was an important reminder for us that empathy is the essential first step in designing change—there are no shortcuts.

What ultimately grew out of these discussions was Change Starts Here, a series of commitments from Hyatt to factor diversity into who we employ, which organizations and causes we support, who we buy from, and who we partner with. But these commitments are not one-and-done and must continue to evolve. Our colleagues will continue to pay close attention to whether we achieve the goals we’ve set.

Ultimately, experimenting is about trying new things that have the potential to positively impact your colleagues, your customers, and society. It’s helped us get through the toughest year in our history, and I am convinced it can help other organizations facing similar challenges.

Mark Hoplamazian is president and CEO of Hyatt.

財(cái)富中文網(wǎng)所刊載內(nèi)容之知識(shí)產(chǎn)權(quán)為財(cái)富媒體知識(shí)產(chǎn)權(quán)有限公司及/或相關(guān)權(quán)利人專屬所有或持有。未經(jīng)許可,禁止進(jìn)行轉(zhuǎn)載、摘編、復(fù)制及建立鏡像等任何使用。
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