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PROBLEM SOLVING WITH YOUR TEAM

WHITE LODGING PROPRIETARY AND CONFIDENTIAL

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Table of Contents:

Introduction………………………………………………………………………………………… 2

The Four Pillars of the Hotel Improvement Plan……………………………………………… 4

The Six-Step Problem Solving Process………………………...……………………………….. 6

o Misconceptions…………………………………………..………………………………. 7

o Six Steps for Problem Solving…………………………………………………………… 11

Step One: Identify the Problem

Step Two: Analyze the Problem

Step Three: Generate Potential Solutions

Step Four: Select and Plan a Solution

Step Five: Step Five: Implement the Solution

Step Six: Evaluate the Impact of the Solution

o After Step Six……………………………………………………………………………… 25

The Impact/Effort Grid…………………………………………………………………………… 27

Leading Effective Problem Solving Discussions……………………………………………... 31

o Guide the Conversation by Asking Questions

o Get Everyone Participating!

o Keep it Positive!

o Be Open to Criticism

o Listen!

o Find Common Ground

o Use Positive Non-Verbal Communication

Handling Uninspired Associates……………………………………………………..………… 37

o The “Teacher’s Pet”

o The “Wet Rag”

o The “Ringleader”

o The “Defensive Coordinator”

o The “Doubting Thomas”

o The “Yes, but…”

o The “Non-English Speaker”

o The “Bully”

o The “Church Mouse”

Conclusion………………………………………………………………………………………….. 45

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Introduction

Problems happen. Mistakes Occur.

• Hotels don’t make their forecasted sales.

• An unbudgeted expense ruins the hotel’s profit numbers.

• Guest scores drop unexpectedly.

• A group in the hotel causes noise complaints

• Breakfast is late.

• Linen isn’t ready when it should be.

• Associates fight, or call off, or don’t perform to standard.

Problems surround us and can be overwhelming.

But opportunities also surround us. Unlimited opportunities to solve those

problems and reach White Lodging’s Vision. . .

. . .To become the most desired and highly valued developer, owner, and

operator of leading brand full-service and select-service hotels.

Effective problem solving is a skill that every White Lodging leader must learn.

What truly sets White Lodging apart from other independent hotel

management companies?

Our ability to define problems, to analyze problems, to implement solutions,

and to hold ourselves accountable for executing those solutions.

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An unwavering Commitment to High Performance must exist at every level of

the company. Making an impact and getting reliable results over time are key

to success for any White Lodging Manager. Naturally, problems will arise.

Solving those problems quickly and permanently will gain huge benefits for the

company, our owners, and us.

The purpose of this Toolbox Guide is to outline a proven method of problem

solving that can be executed with any obstacle. The length and complexity of

the problem-solving process will vary with the nature of the problem. But this

process, carefully executed, will lead to successful and permanent solutions.

In a team setting, you’ll use the forms and grids found in this book. In problem-

solving sessions with yourself and one other person, you may not. But the

principles in this book will benefit you, whatever the problem to be solved or the

number of minds solving it.

The Four Pillars of the Hotel Improvement Plan

White Lodging’s Problem Solving Process is rooted in the Four Pillars of the Hotel

Improvement Plan or HIP.

HIP is our Total Quality Management Program, based on successful practices

found in many types of organizations such as manufacturers, technology

companies, non-profits and, of course, hotel management companies.

HIP’s Pillars are the foundational principles of our quality improvement process.

The six-step problem solving process sits squarely on the four Pillars.

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What are the Four Pillars of H.I.P?

1 - Total Involvement of all Team Players

Involving ‘front line’ associates in every aspect of the operation. Involvement

fosters commitment.

The problem-solving process involves as many people as is possible and

prudent. White Lodging knows that powerful ideas come not just from

managers, but also from Guest Room Attendants, Guest Service

Representatives, and Utility Workers – all levels of the company. By calling on

team members, White Lodging gains the best ideas and buy-in.

2 - Focused and Directed Effort

Getting everyone focused on the same priorities to maximize results. Doing the

right things versus doing everything right.

The Six-Step Problem-Solving Process focuses the team on the problem at hand

and gives a framework for finding the best solution. A structured problem-

solving exercise focusing on one key problem should be conducted as a part

of pre-shift once per week. As a part of that exercise, the team will review past

problems and progress toward implementing their solution. This focus provides

energy for the process and moves the team to faster results.

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3 - Passion for Continuous Improvement

Constantly “pushing the goal posts back” by asking “How can we Improve?” If

you are not getting better, you are getting worse.

Problems occur in all companies. Fixing problems for good produces the

results, guest experiences, and work environments that build loyalty and trust.

Fixing problems more quickly than other hotel management companies makes

White Lodging more highly valued. It means growth for all members of the

White Lodging team.

“Small teams, driven by their passion with a clear focus,

can do extraordinary things.” Peter Diamondis

4 - Utilization of Accurate Data

Fact-based decision making and measuring key functions to improve the guest

experience. What gets measured gets done.

Identifying problems is the first step toward improving White Lodging. The

numbers don’t lie. They can quickly show us where we’re not “hitting the mark”

or living up to the expectations of our stakeholders (our guests, our associates,

and our owners). The numbers can provide clues to the root cause of the

problem. Numbers also show us when we’ve fixed the problem for good. Key

Performance Indicators (KPI’s) exist at all levels of the company. They must be

used to track progress toward our objectives.

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The Six-Step Problem Solving Process

The Six-Step Problem Solving Process supports our corporate mission — to

maximize the value of every asset.

Our goals when opening or taking over the management of a hotel:

• Stabilize results within 6 months. (Stop any negative trends.)

• Add value within 12 months. (Improve results to exceed our competitors.)

• Bring the hotel to peak performance within 24 months. (Ensure that the hotel

is maximizing all areas of the balanced scorecard.)

We cannot do this without highly effective problem solving!

The problem-solving process rests on proven methods that get results more

quickly.

The problem-solving process supports the hotel mission statement —

To be the cleanest and friendliest hotel

Being in the top 30% of all hotels in the brand for guest satisfaction requires

commitment and execution from every associate, every day, every stay.

Solving problems more quickly and using the total team leads to higher guest

satisfaction. It also ensures that all associates have a part in making the hotel

successful.

Effective problem solving requires honesty and accountability. It’s not easy to

admit it when we have a problem or have made a mistake. It’s even tougher

when the cause of the problem means tough decisions. A poor hiring decision

can have a ripple effect throughout the hotel.

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Leaving the wrong person in a job can allow a problem to fester indefinitely

and cause undue hardship on the entire operation.

“She’s a nice person once you get to know her” doesn’t mean that she’s good

with a check-in. When all we have is two minutes to build a relationship with a

guest, “once you get to know her” doesn’t happen.

As part of our principle of being firm, fair, and consistent, White Lodging leaders

owe this to themselves and to the hotel:

• to not allow their vision to get clouded, and

• to take the action needed to move results.

Misconceptions

Misconceptions abound when it comes to the problem solving process.

Here are a few:

Misconception: People will naturally recognize and solve

problems.

Fact: Yes, people naturally solve problems with regular

frequency. A Guest Room Attendant who is out of linen

will find a way to get more linen so that he/she can get

the rooms clean. A manager who is short GRA’s on a

Sunday will work to find more staff. A Breakfast Attendant

will find a way to keep the breakfast buffet stocked with

enough food to minimize complaints.

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But good problem solving requires associates to recognize problems when they

happen again. If a guest room attendant runs out of linen every day at 2 pm,

why? If not having enough GRA’s many Sundays is an issue, why? If twice this

week a breakfast attendant has run out of a food item required by the brand,

why? Helping associates to recognize a problem and not just accept the

situation is the first step to finding a solution. The Six-Step Problem Solving

Process helps us to rise above the “noise” to solve problems for good.

Misconception: The boss knows best.

Fact: Generally, people are given leadership roles because

they’re talented. But the boss isn’t always close enough

to a problem to allow him/her to come up with the root

cause or the best solution. When it comes to problem

solving, many times, the more minds, the better.

Misconception: The “smartest” people are the best problem

solvers.

Fact: Define what you mean by “smart.” Sometimes,

the person who isn’t book smart has the most

common sense.

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Misconception: Only those with direct involvement in the

problem or only those closest to the problem can

add value to the problem-solving process.

Fact: We’ve all heard the saying “you can’t see the forest for

the trees.” When we’re close to a problem, sometimes we

can’t recognize the root cause or all of the possible

solutions. Within reason, getting people from outside an

area or department to brainstorm can have very positive

results.

Misconception: The problem-solving process should only be

applied to larger problems.

Fact: Problem solving happens wherever problems exist, which

is everywhere. The larger the problem, the more complex

the problem-solving process will be. But applying problem-

solving skills to any roadblock, even in an unconscious

way, will make a leader more effective.

Misconception: “It’s obvious.”

Fact: Beware the easy conclusion, “It’s obvious.”

Because that generally means that all root

causes haven’t been explored, and the right

solutions won’t be chosen. Ask the Five Why’s

even if it seems obvious. You’ll be surprised at

what you uncover.

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Misconception: Go with the solution that makes you happy, no

matter how quickly you came up with it.

Fact: We call this a “happy solution” and it frequently

stops discussion before you’ve gone deep

enough. Don’t stop short of getting to the root

cause. If you implement the wrong solution, the

problem will recur, and you won’t be happy

then!

Misconception: “We tried that and it didn’t work.”

Fact: That response is a problem in itself. Why didn’t it

work? Ask the Five Whys. There could be a

reason the solution failed the first time.

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Six Steps for Problem Solving

Step One

Identify the Problem. The Team should look at the many tools available to find

problems that are reoccurring or are causing operational issues. These tools

include but aren’t limited to:

• Defect Tracking

• Room Inspection Tracking

• On-line reviews, guest comment cards or guest satisfaction surveys

• Walkthrough notes

• Pass-on logs

• Profit and Loss Statements

• STR Reports

• Associate Engagement Survey

Which problems are the most important to solve? Don’t forget the 80/20 rule.

80% of your results come from 20% of your efforts. What problem, if fixed, would

greatly impact your hotel’s results?

Form a problem statement: Once you have chosen a problem on which to

focus, write a problem statement. This expresses the problem in plain terms and

identifies a desired result from solving the problem.

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But problem statements can be tricky. You need to make them SMART

- Specific

- Measurable

- Achievable

- Relevant

- Time-Bound

When you don’t begin with a SMART problem statement, you can’t begin to

create a path to solving the problem.

Think of it this way – When taking a journey for the first time, many of us use a

GPS to plot the course, give us turn-by-turn directions, and tell us when we’ve

arrived at our destination. A GPS requires two things –

- The place where we’re starting

- The place where we want to end up.

And that’s what a problem statement must also have. Because the problem

statement is the foundation on which the problem solving process is built you

must

- Identify the current or past state (where you are)

- AND identify the desired state (where you want to be) so that you and

your team know when you’ve solved the problem.

Let’s look at some problem statements. We’ve seen these in some of our

hotels. Take a look at them and then ask “is this a SMART problem statement?”

Does it state the current or past state? Does it tell me the desired state?

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- “Timeliness”

- “Cleanliness Scores”

- “Noise complaints”

- “Hair”

- “Check-In Scores”

We think that you’ll agree that these problem statements aren’t Specific,

Measurable, Achievable, or Time-Bound, not to mention Relevant. There’s no

way to tell what the current problem is or when we’ve solved it.

So let’s take the problem statements above and make the SMART. How do

these look?

- “Lunch ticket times are 12 min. Should be 8 min by April 30th.”

- “Cleanliness Scores currently 84%. Should be 86 by July 1st”

- “Three complaints of noise complaints this past weekend. Want 0

complaints this weekend”

- “Hair is one of our top 3 room inspection trends. Need to move it off top 3

by May 15.”

- “Check-in scores have fallen 5 points to 75%. Need to get them back to

80% for the month of May”

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These problem statements are much SMART’er. They tell your associates where

the hotel is currently performing and where the hotel needs to perform in the

future.

One more thing about SMART Problem Statements – Don’t make them too

unachievable. When you’re tackling a huge problem, tackle it in increments.

That way you celebrate “wins” more quickly with your staff. Once your

associates get a taste for winning, they’re far more likely to engage in solving

the problem further.

Now that you’ve got that SMART problem statement, Write it on the “Results

Tracking & Problem Solving” board under “Top Problem of the Week”.

Introduce the problem to your associates. Explain how the problem was

discovered (i.e. defect log, guest satisfaction survey, etc.). In simple terms, tell

the team the desired result from solving the problem.

You might say, “Today, we’re going to spend some time on a problem that we

discovered in the pass-on log and the defect log. A guest on Saturday was

unhappy that they could hear people running up and down the hall. We have

four sports teams over the next four weekends. Our goal is to have no

complaints about noise in the hallways. What do you think we can do to reach

that goal?”

Begin using the problem-solving grid found on the “Results Tracking & Problem

Solving” board. In Step One, you fill in the problem of the week and how it was

discovered.

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The Grid: Step One

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Step 2

Analyze the Problem:

Albert Einstein once said “If I had an hour to solve a problem, I’d spend 55

minutes thinking about the problem and 5 minutes thinking about solutions.”

Most of the time, we move too quickly to finding solutions and don’t spend

nearly enough time analyzing the problem. We don’t dig deeply enough.

World Famous author, Peter Drucker, puts it this way – “The most serious

mistakes are not being made as a result of wrong answers. The truly dangerous

thing is asking the wrong questions.”

And what’s the right question? That varies with the problem. But we can

guarantee you that the question you must ask most-frequently when problem-

solving is “Why?”

Brainstorm possible causes of the problem with the team. The greater your

associates’ involvement, the better the analysis and buy-in to fixing it.

Ask “Why?” at least five times. For each reason, dig deeper.

o Why did we get three noise complaints?

A – Guests were put near a sports team.

o Why were guests put near a sports team?

A – There were no other rooms.

o Why were there no other rooms?

A – We didn’t block them away from the group.

o Why didn’t we block them away from the group?

A – We didn't block soon enough and ran out of rooms.

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Digging deeper with each “Why” helps you to get to the root of the cause.

• Write the answers onto the “Results Tracking & Problem Solving”

board.

• If you run out of space, continue capturing thoughts on a flip chart or dry-

erase board. Keep the conversations going until you’ve reached the root

cause.

Sometimes the causes fall in buckets with a common thread. If the reason

doesn't have a thread to the last reason, write it in a new column and

begin digging deeper with your 5 whys.

• If necessary, the group may want to chart a process step-by-step. For

example, the problem in step one (noisy hallways) may need to be

broken up into steps from the time a guest/group makes a reservation

until the time that they’re in the hotel in their beds trying to sleep. Multiple

issues or breakdowns in the process may have occurred. In that case, for

each breakdown, the group should ask “Why?” five times.

• If the problem is a “people problem,” is it a case of a person’s not

knowing, not caring, or not being able to do the task? Your solutions and

implementation depend on the reason for this root cause.

• Finding the “root cause” means digging very deep. Time is often tight.

Don’t be afraid to stop the session and pick up the following day. It’s

better to continue the conversation than to jump too quickly to a root

cause and then decide on the wrong solution.

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What if your team identifies causes that are actually large problems that need

to be analyzed separately?

This is very common. Often the problem that we’ve identified in Step 1 is too

large or general in nature. And as the team talks, they discover that there are

smaller problems within the large problem. Those smaller but significant

problems need discussion and analysis.

In this case, apply the 80/20 Rule, remembering that often, 20% of your effort

gets you 80% of your result. After listing causes of the problem, choose the root

cause that, if it were fixed, would give you the largest boost in results. Or

choose the cause that would go the farthest in solving the overall problem of

the week.

Example:

You might be trying to solve a problem with your room cleanliness scores.

Your team identifies several causes of the low scores. Sheets are wrinkled,

pink mildew has begun showing up in grout in some rooms, and the

carpet is old.

You can’t change the carpet immediately. The mildew problem isn’t

widespread and can be dealt with room by room. But ugly beds should be

fixed rather quickly. You investigate and find that beds are the biggest issues

discovered in room inspections. You begin brainstorming solutions to beds and

discover that your GRA’s need retraining. Retraining becomes the solution you

implement.

What if there are so many root causes that you can’t choose just one?

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Solve the root cause with the highest impact. If you’re limited on time (and

most of us are during pre-shift), save the other root causes for another Problem-

Solving Session. If you have time, though, you can brainstorm solutions to the

other root causes.

What if your team can’t agree on the root cause?

As the process facilitator and the hotel leader, you ultimately make the

decision on the direction of the problem-solving session. First, see if the group

can vote to choose the most impactful root cause.

If that doesn’t work, pick the one that you feel is most impactful and continue

the process by brainstorming solutions.

What if the root cause is something you believe is out of your control?

Practice the Four Walls Theory. The Four Walls Theory teaches that all the

elements that contribute to a hotel’s success or failure exist within its four walls

and are within Management’s control.

You must take responsibility for all the controllable factors within your facility.

Outside factors such as competition, economic conditions, and the weather

may have some impact. However, the major factors, such as anticipating the

guests’ needs and exceeding their expectations, are internal, and are the only

ones over which we have control. Focus your team on what they can control

and move the conversation away from what they can’t.

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If we continue with the problem solving exercise for noisy hallways, here’s what

the grid might look like at the end of Step 2:

The Grid: Step Two

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Step Three

Generate Potential Solutions. Next, ask the team to brainstorm possible solutions

to the problem. Once again, they should put the list of potential solutions on

the “Results Tracking and Problem Solving” board. If the group runs out of

space, use a flip chart or other grease board. Wild or outlandish ideas are

welcome! (See rules for brainstorming on page 26.)

At the end of Step 3, the team that is solving the noisy hallway problem has a

grid that looks like this: THE GRID: STEP 3

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Step Four

Select and Plan a Solution. At this step, the Team agrees on the best way to

solve the problem and develops a plan to implement the solution.

Ask the team to consider which solution, if it were implemented, would have

the greatest result. That solution should be written on the problem-solving grid

beneath the “Brainstorming Solutions” section.

Now the grid looks like this:

The Grid: Step Four

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Then ask the team what steps will be necessary to carry out the solution.

Record their ideas on a whiteboard. You will use them in planning assignments

Step Five

Implement the Solution – Have the team discuss practical details. Assign

responsibilities and a due date. And, of course, capture all of this on the

“Results Tracking & Problem Solving” board. We’re moving toward solving

those noisy hallways!

See how the grid is shaping up below: The Grid: Step Five

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Step Six

Evaluate the Impact of the Solution. At least once a week for three weeks after

a problem-solving exercise, have the team look back at the previous week. Has

the occurrence of the problem stopped? Weekly updates are included on the

“Results Tracking & Problem Solving” board.

In the circle on the grid below is the weekly update on our complaints about

noisy hallways:

The Grid: Step Six

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After Step Six

What if the problem hasn’t been solved?

Have the team analyze why the solution hasn’t worked.

Has everyone executed his or her agreed-upon tasks?

Was there a process breakdown in implementing the solution?

Is there new information that indicates that the true root cause wasn’t

identified?

Was the solution wrong? Why do you think that?

What if you’ve implemented the solution but you think it’s too early to see

measurable results?

Ask yourself if there are other ways that you can measure success.

Example:

If you’re the team that is trying to raise your room cleanliness scores by

retraining your staff on bed making, you aren’t going to see your YTD

guest satisfaction scores go up within 3 weeks. There’s a delay between

the time that the guest stays, the guest gets the survey, and the time the

hotel gets the survey back. In this case, you could report just the

satisfaction surveys or weekly scores since the retraining was done.

Or you can look at “leading indicators” — factors that will predict an outcome.

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A “leading indicator” for guest satisfaction scores in housekeeping is room

inspection scores. If honest graded room inspections are significantly

improved, that’s a leading indicator (though not a guarantee) that your guest

scores will improve.

If the solution has worked or “solved the problem”,

Celebrate with the team!

Share successes with other departments and/or hotels.

Ensure continued execution. Remind the team that it’s about reliable

results over time. They can’t take their eye off the ball.

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The Impact/Effort Grid

What if you’re still struggling with too many root causes and too many solutions

to implement?

Many times there is more than one possible solution or course of action you can

take to address a problem or implement a change to achieve a goal. Long

term goals or complex changes may require multiple actions.

An Impact/Effort Analysis is a tool to help prioritize your efforts and utilize your

resources on the actions that will best help achieve your goals. For long term

goals or complex changes the tool can help identify the order in which you

plan your actions.

An Impact/Effort Analysis is usually employed after you have brainstormed both

root causes and potential actions. Once you have a list of potential actions

you would follow these steps -

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Step 1:

Select Actions that Align with Business Needs

Ask the following questions of every potential action. If you answer no to either

question for any action, that action would be set aside.

• Does the action support the organization’s vision, mission, strategies, goals

and business objectives?

• Does the action enhance one of the components of the products,

services or processes of your organization?

Step 2:

Prioritize Actions that will Maximize Resources and Return the Most Value

Once you have identified the actions that passed the above criteria use the

following rating to prioritize what to ideas should have resources and effort put

against them.

• Rate each action in terms of its impact on the goal:

H = High (meets or exceeds the goal)

M = Medium (meets the goal to some extent)

L = Low (meets the goal to a lesser extent)

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• Rate each action in terms of the effort regarding resources (i.e., cost or

people needed) or time required to accomplish the goal:

1 = Little effort

2 = Medium effort

3 = Great effort

You can use either tool below to plot and rate your actions.

Impact – Effort Graph – List your actions in the appropriate box based on

amount of effort and expected return.

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Analyzing Impact – Effort Grids

Consider the following factors when finalizing your plans and actions –

• The ideal action has the least effort with the highest impact or return.

• Do not disregard the actions with minimum return. Those actions with

minimum return that require little effort to accomplish could be

considered “low hanging fruit” which can give you short term wins that

build momentum for accomplishing more complex actions.

• When choosing a solution, those that are Easy to Do and have a High

Return are the ones to tackle first. Those solutions involving Major

Effort/Expense and Minimum Return would be the last to do.

Solutions with High Return but Major Effort/Expense require advance planning

to be sure that the people resources and the money are available.

When unsure about what root cause to tackle or what solution to implement,

you and your team can use the Impact/Effort Chart to gain clarity on the most

productive direction.

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Leading Effective Problem Solving Discussions

You have two goals with each problem solving discussion:

• To solve a problem that will impact your results

• To help your team members develop the skills to solve problems on their

own

The success of both goals hinges on your ability to minimize the amount of

opinions and ideas you mention yourself and maximize the amount of

involvement you get from your group. In short, your mission is to get your group

participating.

Below you’ll find tips for getting your group involved. Practicing these tips will

result in higher participation, better solutions, and more engagement from your

associates.

Guide the conversation by asking questions, not giving information!

• Ask open-ended questions starting with, “Who?” “What?” “Why?”

“When?” and “Tell me?”

• Rarely share your own opinions

• If no one responds to a question, pause and rephrase! Don’t answer it

yourself!

• Keep track of ideas and summarize them from time to time

• Answer some questions from the group by throwing them back to the

group!

• Do keep track of ideas and summarize from time to time

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Get Everyone Participating

• Present the problem statement to the team clearly and simply, including

the desired result. Ask them for their ideas on how to solve the problem.

• Let the ideas flow freely – you want quantity over quality when you begin

to look for potential solutions.

• Encourage wild ideas. Sometimes, seemingly unrealistic solutions are,

indeed, achievable. Or they can be pared down or combined with other

ideas.

• Encourage collaboration! Help team members build on the ideas of

others. Collaboration leads to better solutions.

• Think in new ways; break out of old patterns

• Be humorous and creative. Make it high energy. Everyone wants to be a

part of something fun. Humor takes the group out of the “Ugh, another

problem” to a positive place where they can be more creative and

productive.

• Write everything on the board! Capture everything. It sets a bad tone to

write down some of what is said but not all of it.

• Encourage everyone to present an idea. Get everyone involved. Use

inviting language like “Everyone’s opinion matters here”. Or “Kim, you’ve

been here for a short time but I’m sure you’ve got some ideas. What’s

your thought on this?”

• Use names! People are more likely to participate when you use their

names!

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• Keep the group on track. This requires a delicate balance. Ideas may

stray to new areas that seem off topic. A certain amount of that is OK. It

allows the creative process to thrive and people’s participation to

prosper. Yet at the same time, you need the group to stay on task and

focused on the problem at hand. If things diverge too far, ask the group

to come back to the previous idea and “table” that discussion for another

time.

• Watch the clock. Putting a time limit on the brainstorming session adds a

little bit of pressure and this pressure can be good. Assign a timekeeper.

Start and stop promptly. And maintain a brisk, orderly pace to maximize

the thought process.

Keep it Positive!

• Don’t judge!

• Handle negativity with humor, a positive attitude and by positively

rephrasing what was said

• Be high energy!

• Stay positive and complimentary! For example, say: “Thanks!” “Nice!”

“I’ve got it!” “Good!” “Now you’re thinking!” “Give me more!”

“Got it, what else?”

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Be Open to Criticism

Identifying problems and analyzing reasons can be painful, especially for a

manager. After all, managers are responsible for making everything run

smoothly, right? Being a leader can be lonely. Identifying a problem can

make a manager feel that he or she has failed.

That isn’t the case at all! The ability to be honest with your team will garner

huge respect from your associates. And the way you communicate with your

team throughout the process will either help or hinder the conversation.

Remember that you are working together to recognize and solve problems. Be

relaxed and non-defensive in your words, body language, and tone of voice.

Don’t take anything personally. And “seek first to understand, then to be

understood.” Really put yourself in the shoes of your team members. Empathic

listening can uncover true feelings and experiences. Explore their thoughts

using phrases like these:

“I want to be sure that I understand you. Please explain that more.”

“I can tell you’re frustrated by this. Tell me more about that.”

“I know how I would feel in that situation. How did it make you feel?”

“Why do you say that?”

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Listen!!

Listen four times as much as you talk. Your role as a facilitator is to keep the

conversation going in a productive manner. It’s to draw out great ideas and to

make your associates feel their input ins valued. The Six-Step Problem Solving

Process can lead a Team to a far greater solution than a manager could come

up with on his or her own. But to be comfortable participating, members of the

team must feel that they are heard.

Find common ground.

Problem solving can get heated. People don’t always agree. Keep things

moving forward with positive statements such as these:

“I think we all agree that we need to solve this problem. Let’s focus on

the best way to do that.”

“Wow! Lots of great ideas and lots of passion. I love that! Let’s not forget

that we’re all here to accomplish the same thing.”

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Use positive non-verbal communication.

55% of what we communicate to a person we say through our body language.

Use positive, non-intimidating body language.

Posture – Stand tall and confidently but don’t overshadow.

Eye Contact – Look people in the eye when they’re talking to show you’re

connecting with what they’re saying. But don’t stare.

Physical Distance – Too close? You’re invading their space. But too far

away and you seem uncaring and uninterested. Moving slightly closer to

a person when they’re talking shows you want to hear them.

Appearance – Neat, professional clothing and grooming instill confidence

in you. You’re a White Lodging leader, so look the part!

Hand Gestures – Keep them open-handed and inviting.

Facial Expressions – Smiling is not always appropriate, but a scowl is never

called for. Keep it relaxed and stay approachable.

38% of what we communicate to a person, we say through our tone of voice.

I didn’t say that! I didn’t say that! I didn’t say that! I didn’t say that!

The same four words have a totally different meaning depending on where you

put the emphasis. Use your voice well for constructive communication.

Rate of speech – Match the other person’s speed of talking.

Intonation – Show your enthusiasm with highs and lows in your speech that

communicate mood.

Clarity – Avoid mumbling.

Volume – Speak audibly and confidently, but don’t blast them.

Smile on the phone. You can hear a smile!

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Of course, that means that only 7% of what a person learns from us they learn

through our words. So choose your words wisely, but understand that

“It’s not what you say; it’s how you say it.”

Handling Uninspired Associates

Let’s face it. We all have experienced the associate who makes facilitating a

meeting more difficult. Some mean to be that way. Some don’t. But there are

ways that you can handle the occasional problem associate. Here’s what we

suggest.

The “Teacher’s Pet”

Characteristics

Always looks for affirmation of his or her ideas from the leader

Protective of the facilitator at the expense of the process

Ways to handle

Have a side conversation: “It can be frustrating for the group when one

person contributes too often. I appreciate all your help but I need

everyone’s involvement.”

“Thank you! Let’s get some input form others. Maria, what do you think?”

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The “Wet Rag”

Characteristics

Never smiles

Is unresponsive

Brings a negative vibe to the room

Ways to handle

Have a side conversation: “Mary, you seem down. What’s going on?”

“Sam, positive associates solve problems more effectively. Is there some

way I can help you bring positive energy to the conversation?”

“I know we can solve this with everyone’s input!”

Stay positive yourself!

The “Ringleader”

Characteristics

Likes to “stir things up”

Looks for approval from co-workers as a way to affirm his or her power

Isn’t above bullying other co-workers into agreeing with him or her

Ways to handle

Have a side conversation: “Ray, can I ask for your help?” “Mary, you’re

really respected by your co-workers. And I need your help in solving this

problem. Can I count on you to help keep the group moving in a positive

direction?”

“I want everyone to speak for themselves. Sue, what do you think?”

(in this example, Sue’s not the ringleader)

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“That’s a great point! But let’s get all sides. John do you agree or

disagree with what she said and why?” (in this example, John’s not the

ringleader),

If the ringleader’s behavior gets to the point of bullying, or if they become

a distraction to the team, call Associate Relations at the home office and

begin disciplinary action.

The “Defensive Coordinator”

Characteristics

Defensive body language: arms folded, won’t face you. No eye contact

Defensive tone of voice

Makes excuses for his or her actions or work habits

Ways to handle

Have a side conversation: “John, based on your body language (or tone

of voice or excuses) I get the feeling that you’re not buying in to this.

What’s going on?”

“Let’s stay in the solution and try to find ways to better serve each other

and our guests.”

“I didn’t mean to suggest that I was blaming anyone. I know that

everyone in this room, including you, wants what’s best for the hotel.

Nothing here is personal. Let’s stay in the solution.

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The “Doubting Thomas”

Characteristics

Shoots down all ideas

Uses terms like “Well, that won’t work.” Or “We tried that and it didn’t

work.”

Ways to handle

Say, “If something didn’t work before, that’s a problem to solve. Let’s ask

‘Why’ five times and get to the source of that.”

Respond with “Maybe before it wasn’t the right time, or the team wasn’t

as good as ours. Let’s continue to analyze this to find the right solution.”

Remind the doubter, “Remember that we’re brainstorming and we want

all ideas to come out.”

Have a side conversation: “Bill, I noticed you weren’t buying in to the

solutions in the problem-solving process. Why not?” Listen

to his reasons and follow up by saying “I hear you on this, Bill, but the team

feels they came up with a good solution. I need your commitment to

support that. Can I count on you to stay positive and do what we agreed

to?”

“We know that no one is perfect. We also know that everyone in this room

wants to do their best. Let’s remember that and keep an open mind to

what others are saying.”

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The “Yes, but. . .”

Characteristics

Similar to the doubter – likes to poke holes in all ideas.

Takes pride in being the “practical one” or “devil’s advocate.”

Ways to handle

“Mary, you’re the practical one and I applaud that. But sometimes the

best solutions come from what seem to be crazy ideas. Let’s continue to

talk as a group.”

“Wow! You’re shooting holes into these ideas. But I’ve got my Kevlar vest

on and I’m ready.”

The Non-English Speaker

Characteristics

Silent. It’s hard to tell if he or she understands the discussion.

Ways to handle

Choose someone who speaks his or her language and English. Ask that

person to interpret.

“Sue, I’d like to know what Maria is thinking. Can you find out what she

thinks of what’s been said? We really need her input.”

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The Bully

Characteristics

Interrupts others

Uses negative, degrading body language, tone of voice or words

Dominates the conversation

Ways to handle

Have a side conversation after the session: “Joe, I need everyone to

contribute to the conversation. I can’t accept your behavior in that

session. Please don’t interrupt others. Also, be careful with your body

language and tone of voice. People need to feel supported, not talked

down to.”

If the bully doesn’t respond to your counseling, call Associate Relations at

the home office and begin the disciplinary process.

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The “Church Mouse”

Characteristics

“Quiet as a church mouse” easily describes him or her

Doesn’t contribute

May suffer from low self-esteem.

Ways to handle

Don’t do anything that doesn’t respect the person’s space or need for

privacy.

Introverts need time to process change. Understand that if they’re

hesitant now, once they’ve had time to process the change in

policy/process, they’re more likely to support it.

Make it a safe environment for them to share their ideas.

Provide sincere, positive reinforcement. Be sure the church mouse feels

good about his or her contribution.

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It Takes Time…

Your team will not necessarily be fantastic about this process right out of the

gate. It will take time and good facilitation on your part to help them gradually

learn the process and feel enough trust to share their thinking openly with you.

It is important to understand that people don’t develop

these skills overnight.

If you give yourself and your team time and develop the trust and safety it

takes for them to speak openly, you’ll find that you are achieving both goals of

the problem solving process:

1. To solve a problem that will impact your results

2. To help your team members develop the skills to

solve problems on their own

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Conclusion

Ready . . . Set . . . Go!

Problems are all around us. But now you have the tools to solve those problems

and turn them into opportunities. Remember that a tool isn’t really a tool until

it’s used. So get out there and put your problem-solving skills to the test. Show

your Unwavering Commitment to High Performance and lead the charge as

we make White Lodging. . .

. . .the most desired and highly valued developer,

owner, and manager of leading brand full and

select service hotels in the United States!

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NOTES:

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This guide has been created by White Lodging Learning Services for exclusive

use on properties owned or managed by White Lodging Services. If you have

any questions, or would like to order additional copies, please contact:

Learning Services Department

White Lodging Services

701 E 83rd Ave.

Merrillville, Indiana 46410

Phone: (219) 472-2900

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