Many general managers would never dream of giving up the thrill of managing their own properties to move into a corporate position, but for some it represents the pinnacle of a successful hospitality career.

 

As with all career development, securing a senior operational role can be a matter of luck and timing as much as skills and experience, but there are a number of things general managers can do to improve their chances.

 

One of the first things ambitious general managers should do is look to take on an area of regional responsibilities in an area manager or vice president role, advises Symon Bridle, chief operating officer, New World Hospitality.

 

“This platform of wider responsibility is pretty much essential to go through, as an organisation needs to see that an individual can manage on a multi-level property basis and see whether they can manage across what is, effectively, their peer group. Not everyone finds it easy to manage across a group of, hopefully, well-grounded and solid GMs. In that regard, the individual needs to understand that dynamic and be able to bring a sound third party view to the hotels concerned, which adds value. They should also be showing the ability to wear two hats; understanding both the corporate requirement and the hotel need. In effect, they have to show they can create an effective partnership which leads to better hotel performance,” he says.

 

Often, this position is combined with a general manager role allowing individuals to stay in touch with the day-to-day business whilst at the same time acquiring a sense of the bigger picture by overseeing a number of properties.

 

This is obviously easier with the larger hotel companies, many of which offer clear, structured career progression. Marriott, for example, offers a core management training program comprising 20 different management training programs.

 

As at general manager level, relationship building is a core requirement for a senior operational role such as a chief operating officer position as the post holder will need to establish and maintain good working relationships with other corporate division heads as well as other general mangers. “There has to be a ‘trust’ factor that is built up with the field,” notes Bridle.