Steve Jones, managing director of Wyboston Lakes Resort, says management structure and industry experience is key to running a venue successfully.
Reflecting upon my experience of nearly 25 years in managing, directing and owning several hotels and venues, the moment when the business starts to turn around or move significantly forward, is when the right team is in place and are working together cohesively.
My role, then, is to be the glue that holds the team together and to facilitate the setting of the strategic direction we are going to take.
Once the right structure and senior management team are in place and working effectively, it’s much easier for a venue to manage both short term crises and longer-term problems, as well as to handle major planned changes with minimal disruption to the business.
Management structure
I believe in a flat structure with a senior management team of no more than 10, clearly defined roles, all reporting directly to the managing director.
It’s vital to develop a bond between the team that is as least as strong as their commitment to their own teams as this generates unity, trust, openness and loyalty.
This enables them to give input and support to each other’s areas without creating resentment. It also sets an example to their departmental teams that encourages them to work together and collaborate rather than think and operate in silos.
Industry experience
What qualities do I look for among the people I recruit to run a conference, meetings and events venue?
First, proven experience of achieving success in their specialism in this industry is essential for most senior roles, especially when trying to revitalise a property. It’s a unique industry and it has its own ways of operating, its own terminology and its own specialists – event planners, agencies, associations, suppliers and media. Knowing and understanding the people in the industry well and the distinctive way in which it operates takes time and is vital.
I also look for ambitious people who are focussed on operating at the level of an industry leader and on making the venue ‘best-in-class’. Overarching these qualities, I look for a team player who will always put what is best for the business overall ahead of their personal goals and interests.
These are just three of the most important qualities in senior managers that I think are essential if a venue is to be driven forward from whatever position it starts.
From a managing director’s perspective, running a venue and building success is much easier when the senior management structure works and good people are employed in roles they excel in.
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