Westward Hilton and Towers, the only property in the Hiller portfolio he had The mission statement, which followed from the vision, was captured in the phrase
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Westward Hilton and Towers, the only property in the Hiller portfolio he had The mission statement, which followed from the vision, was captured in the phrase
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).5525,5:+2*3/4/9:8':/549/:+.F69).52'89./69.')584+22+*;'8:/)2+9COREView metadata, citation and similar papers at core.ac.ukSchool of Hotel Administration, Cornell University
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Building Capabilities at the Westward HiltonhTh
CathyhThA.hThEnzhTh
Cornell UniversityhTh
Green worked for, were the company's owners, inǀestors, and top corporate personnel. Hiller investmenthThtrust1)hThashThto the property's aǀailability had prompted the discussion. ahTh12-yearhThperiod to around a dozen properties at any giǀen time. The number wasn't stable because the corporate strategy was to take advantage of opportunities to buy undervalued, itself, Hiller's management team had, in the past, generally taken adǀantage of the market opportunity. With the exception of a second Phoenix property managed as anhThindependenthTh to be untouchable. Perhaps coincidentally, since Green had moved into his corporate position its general manager when Hiller bought it out of bankruptcy at the end of 2000͍ Green'sthoughts drifted back nearlyhTh10hThyearshThtohThthehThyearhThbeforehThhehTharrivedhThinhThPhoenix.hTh
Project PerspectivehTh
Peter Green grew up in the hospitality industry. He worked as a teen in his family's restaurant in Buffalo, New York. Through his twenties and thirties, Green used his restaurantWestward.hTh
describing this edžperience, Green said it ͞taught me that managers deǀalue others when they overvalue themselves. I discovered the importance of creating a work environment that but this work enǀironment forced the workers to hide themselǀes." eǀening when he droǀe past a schoolyard and spotted one of the hotel's employees playing basketball. As he watched the game, he noticed that this worker, whom Green knew to be paced and cooperative team effort. Green wondered how this person could be so different outside the workplace. Perhaps, he thought, it's because the work enǀironment doesn't giǀethe worker permission to be himself. This thought stuckhThwithhThGreen.hThBeforehThhehThlefthThthishThhotelhTh
Green's second edžperience taught him to truly ǀalue the guests' perspectiǀe and experiences. Living for 90 days in a hotel plagued with quality problems, Green was a guest of what he knew from childhood about committing to the satisfaction of the guest͗ ͞I grew up inthe restaurant business, and myhThparentshThtaughthThmehThtohThbehThclosehThtohThthehThcustomer.hThIthThseemshThthathTh
commitment to customers." Rather than ǀiewing guest concerns as problems, he discoǀered through interaction with customers that one could trust their experiences and get somethingArriving at the WestwardhTh
The Westward Hilton was bought out of bankruptcy when the previous owner was Green was giǀen the opportunity to become the Westward's general manager. Mostly because of his desire to settle in one place for a while, he took the assignment. Green also thought he practice.hThconciergehThandhThotherhThspecial serǀices) with ͞a lot of stuff." He got chocolates, cheese, and a ǀast
array of amenities, but not a note or phone call from the management. His first impression was ͞They were thinking more and more stuff rather than sincere and genuine care." Greenregarded ludžury hotels (see Edžhibit 1). In Green's opinion, the hotel was trying to be something
it was not, and the beliefs were not genuine.hThconditioning and abusiǀe behaǀiors justified managers' willingnesshThtohThundervaluehThthehThpeoplehTh
the business, he was conǀinced that caring about employees could be profitable. He said, ͞Ime to get close to the customer and valuehThthehThemployees.hThIhThwashThdeterminedhThtohThstarthThbyhThmakinghTh
a real emotional commitment to the hotel." hTh hTh hTh hTh hTh hTh hTh hThThe Westward Hilton and TowershTh
The Westward Hilton was a 13-story,hThfull-servicehThhotelhThbuilthThini992.hThThehThhotelhThtowerhThandhTh
frame. The main lobby area was situated in a single-story,hThattachedhThbuildinghThthathThincludedhThthehTh
After seǀeral years of Hiller's ownership, and substantial renoǀations, the hotel had13,000 square feet of flexiblehThmeetinghThspace,hThincludinghTh14hThsalonshThandhThthreehThballrooms.hThThehThgifthTh
track incandescent lighting. A landscaped courtyard led to the Hilton's outdoor pool, hot tub,and sun deck. Directly off the lobby was a bright and airy Southwestern-stylehThatriumhThfinishedhThinhTh
richhThearthhThtones.hTheǀery morning, hors d'oeuǀres eǀery eǀening, edžclusiǀe registration and checkout, business
services, ahThcocktailhThhonorhThbar,hThandhThvideohThphone.hThMorninghThandhTheveninghThmaidhThservicehThandhThnightlyhTh
The Vision ThinghTh
previous management triedhThtohThmakehThthehThhotelhThsomethinghThithThwashThnot.hThButhThwhathThwashThthishThhotelhThtohTh
Ritz Carlton Hotels' beliefs, the preǀious management was not focused on how to position this hotel. For Green's first three or four months, during their meetings, the managers talked unendingly about the successful large convention hotel across the street. This hotel had a to be ǀariations of a ͞Gee, if we were only like them" theme. staffhThthehThfollowing:hTh let's use what we haǀe and make it work. Stop focusing on them. Focus on what we are and what we can become. We are going to take the high-endhThguest,hThfocushThonhThthehThFIThTh the competition. The repositioning would not haǀe been possible if Hiller's owners had not been willing to invest in fully renovating the hotel with a clean, modern, and comfortable look. The restaurant was redesigned and reconstructed in 2003, three years after the hotel's purchase. The renovation was done at a cost of $2,200,000 (including furniture, fixtures, and essential.hTh hTh hTh hTh hTh hTh hTh hThWe were going to becomehThthehThbesthThcorporatehThhotelhThpositionedhThathThthehThtophThend,hThbuthThIhTh
to these people. Leadership in my opinion is about belieǀing so deeply that people don't Green's ǀision of what the Westward aspired to become was the precursor to theformal corporate vision of HillerhThHotelshThandhThthehThfoundationhThforhThthehThguidinghThprincipleshThthathThwouldhTh
werehThgivenhThahThdailyhThplannerhThwithhThahTh22-page insert tided ͞Our Daily Compass: Hiller Hotels, Inc.
Guide to Leadership and Management." Among other things, including the corporate ǀision and mission, the insert included the following guiding principles:hTh determinehThourhThdecisions.hTh first.hThBackhThinhTh2001,hThGreenhThalsohTharrivedhThathThthehThsimplehThstatement,hThthe friendliest place to visit.
This was a vision that remained with him and came to guide all of the hotels in the portfolio. In the future, our customers and peers will say that we are the friendliest place to visit. The mission statement, which followed from the vision,hThwashThcapturedhThinhThthehThphrasehTh ͞Making people's liǀes better through business." Green noted that͗ We will achieǀe our ǀision by making our employees', customers', and owners' liǀes fun working enǀironment. Customers' liǀes are made better by proǀiding a safe environment, excellent service, friendliness, and that extra thoughtfulness thathThmakeshTh ǀisiting the Westward like ǀisiting a friend. Finally, we make our owners' liǀes better by ensuring that the hotel is a leader in return on investment, [a] positive influence on the employees, the friendly experience we provide to our customers, and the exceptional Green was determined that his ǀision would become more than the GM's platitudes, neither acted on by subordinates nor lived by the executive in charge. He wanted to live his strategichThthinking.hThStrategic PlanninghTh
He insisted that the major issue forhThstrategichThthinkinghThwashThtohThfocushThonhThwhathThcouldhThbe.hTh
͞Identifying and remoǀing the barriers between what is and what's possible" is how he proceeded to develop the plan.hTh Our strategic plan allowed us to dream, ponder, and wonder what could be. Most a point. This is ͞present-hThforward" thinking. In this approach you rely on ͞the plan" and history to drive your thinking. target.hTh Our strategic planning forced us to change our operation by setting objectives that seemedhThimpossible. By thinking about thehThfuturehThandhThbackinghThintohThimplementation,hThithTh thehThstrategichThplan. failure.hTh Sure, there was tension. We wanted to create that. It's okay if they felt like they failed. them into a future, but not at their expense.Green willingly admittedhThthathThhehThhadhThnohThideahThofhThhowhThtohThgethThthehThhotelhThtohThthehThpossiblehTh
targets. ͞All I knew is that we could only achieǀe these targets if we became more skilled and After setting a ǀision and defining the target guest, the Westward's business midžchanged with a decrease in grouphThbusinesshThandhThanhThincreasehThinhThthehThbusinesshThtransienthThsegment.hTh
Closer to the CustomerhTh
thehThlobbyhThMondayhThthroughhThFridayhThfromhTh7:00hTha.m. to 9:00 a.m. whenhThmosthThcustomershThenteredhThorhTh
nothThworking.hThIfhThthreehThorhThfourhThguestshThmentioned they didn't get a wake-uphThcall,hThwehThcouldhThlocatehThandhTh
employeeshThandhThcustomers. therehThtohThhelphThthem.hTh I decided when I arrived at the Westward that I was willing to invest 10 hours of my 50 business practices too. He started by taking the customer comment card questions provided by customers ever responded. When customers did respond, the hotel or guest mailed the cards commenthThcardhThinformation.hTh employees.hThAshThGreenhThnoted:hTh sharing of information tapped into the employees' basic desire to be whole and good. They wanted to fill the gap, and we did not need a program or process. It was magic. WewillhThsethThabouthThfixinghThthehThproblems. People love to close gaps. Evidence of our success lies
washTh50hThpercent.hTh