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Rethinking top-line revenue: goals, results and possibility

Rethinking top-line revenue: goals, results and possibility

If someone promised you a million-dollar bonus if you could raise your RevPAR by 20% in the next six months, what would you do differently that you are not doing today?  We’re talking a million dollars here!  
  • Would you continue the exact same activities you are currently engaged in? 
  • Would your drive for results and success change at all?
  • What would you have to do differently?
  • What would you need to change in your self talk?
  • What would need to change in the way the team worked?
  • Would staff meetings have the same old agenda, or would they be replaced with topics geared for a completely new drive for results?
  • What processes would need to change in the organization?
Whatever the question, something would have to be different from today, yes? Do you agree that a change in focus, desire and your current daily to-do list could elicit greater results?

One example: I think the way many hotels set and reward goal achievement actually inhibits what is possible in an organization. What if there was another vehicle that could drive us to a more profitable state?

In the late 1990s in San Francisco (before third-party booking sites changed the landscape), I led a hotel team to 100% occupancy for the entire month of August. We made a commitment in late May that we would achieve what seemed like a lofty and impossible goal (that’s a whole other article about how we did it and who we had to be). At the end of the month, the president of our company sent us flowers, and we received a few congratulations from the corporate office.

What didn’t happen is what’s of vast importance here. It stands as commentary on how the very cultures we build, ostensibly for success, can be obstacles to opportunities and fat revenues and margins. This company didn’t want to rock the boat. Even though our RevPAR exceeded budget and we did what no one had done ever before in the company (or city), based upon the culture of this organization, they chose to protect the status quo. They didn’t want to ruffle the feathers of their other general managers. As astounding as that achievement was, no one called us to find out how we did it, nor did anyone acknowledge the breakthrough from the standpoint of recreating it in their other hotels. They simply failed to create an inquiry to analyze and break down the components of an unprecedented and successful achievement. 

Why do you think that happened with so much potential at stake for the owners and shareholders?

What would you do to shift thinking and results if a million bucks were at stake?

P.S. The key individuals who drove the 100% occupancy month went on to take risks and realize results in their own lives they never would have without this experiment. They had truly tapped into the power of possibility.
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