Fortune tellers, soothsayers, forecasting gurus, political pundits are all probably is one in predicting one aspect of the future of the 2018. Expect the unexpected.
This maxim applies to politics, some would say especially politics, the economy, the climate as well as changing customer expectations. 2017 should not be used as a predictor for 2018. Can anyone, including Donald Trump, predict with surety the next major revelation in that continuing soap opera will be that has such an impact on the world? Is anyone brave enough to suggest that the U.K.’s relationship with the European Union will be largely unchanged and harmonious when queueing at borders or trying to import and export goods after March 2019? Is it that the weather extremes, from mudslides in California, avalanches in Zermatt, -47C in New Hampshire and 47C in Sydney the only true predictors of the future? If is a reasonable supposition then we need to also prepare for extremes!
The hospitality industry would do well to adopt one prediction. ÒExpect the unexpected and prepare for extreme eventsÓ. Planning and forecasting can only establish a framework against which the impact of the unexpected and extremes can be modelled. Being prepared for the unexpected and the extremes requires businesses to be, flexible, resilient, resourceful and have courage in dealing with the unexpected. The strength of the team, the qualities of leadership and commitment are essential when dealing with extremes.
The enduring qualities of any successful business are not always tested in times of growth or steady-state. While the world is still round and the sun comes up every day is predictable, what is shaping the future of the hospitality industry is far less so.
How then should the industry look to the future? Perhaps with cautious curiosity, with lookouts posted scanning the horizon for the unexpected, and qualified optimism. We are all often guilty of looking at our part of the world through the limited prism of our immediate horizons. In such an interconnected world we need to raise our sites way above our horizons not just to keep watch but to test our assumptions against the unexpected and extreme scenarios.
Industry leaders would do well to also look back occasionally to where they’ve come from, reflect on how they got there and remember the traditional values and culture that developed and guided the businesses from their infancy. Leadership in times of the unexpected and extreme requires a different set of skills than those in managing times of growth and sustained development. Visibility, inspiration, confidence, vision, trust and excellent communication are crucial. Ask any football manager.
Leaders who distance themselves from their Ôfollowers’ through operating within their own bubble and value themselves at 200+ times their staff are far less likely to have committed followers especially when the going gets tough.
In a difficult and unpredictable environment it is those who develop a strong relationship with followers through mutual trust, a strong sense of purpose, make decisive yet informed decisions and actually lead, develop real followers. These are true leaders, who lead their business by expecting the unexpected and being prepared for extremes.
The real question is whether the industry is equipped with the leaders it currently needs to meet the challenges of 2018. If the prediction, to expect the unexpected and be prepared for extremes is realised, only time will tell how ready we are.
About the author
Professor Peter Jones is the Dean of the eHotelier Academy. With aÊdistinguishedÊcareer in hospitality, education and training, Peter has been involved with national and international projects with clients involved in hospitality education.ÊPeter is a Director of the Edge Hotel School and of Hotel Future, a new education and training initiative in Greater Manchester and is a Visiting Professor at the University of Derby. He was also awarded a Member of the Order of the British Empire for services to the hospitality industry.
