We have all been in undated with articles, trends and breaking news with regards to COVID since early March. While I am reaching and struggling to find a path through this, the reality is that I have no idea of how to navigate this. What brings me hope is that this is where our mutual strength actually lies. That is, there is no perfect answer right now. As the VP of Operations for a successful boutique hotel management company, every time one of our hotel properties decides on a new procedural path or new process, something changes the very next day and we need to start over. That is our reality.
Hotel and restaurant operators are processing the ever-evolving information that we are all in the line of fire with, trying to determine which words to follow and take as guidance. Yet, even those suggestive words of wisdom from industry and trend experts are, at best, a good guess of such guidance.
Amidst the overwhelming conversation and consistent presence of COVID in my daily life, I have been grounding myself with time each night to consider a view other than my own topical one. This examination of perspective has provided insight to my own logic at processing what happened in the last day. Essentially this boils down into a few categories with the first, and most important, the safety of our guests and associates. Immediate response to the initiatives that will ensure we are doing everything we can to protect those we serve is paramount. Sounds simple but all the operators across the globe know that it is far from that. How far do we go with wellness checks? Gloves or no gloves? Scheduling room gaps of one, three or five days? Every time we considered a new protocol, we were challenged with the realities it presented. I think the industry has done a stellar job at creating new Safe Care protocols for hotels. Reading through them sounds straight-forward and simple enough, but I know first-hand that nothing here is simple. I hope that all of those who make themselves aware of the new steps being taken to provide comfort and safety - really absorb the intentional thought that was put into every piece. The tactics to carry them out caused turning the normal processes on their head and re-centered the function of how we ensure today’s new safety and cleanliness
The second lens, cancellations and no demand for our business. How painful this reality has been, which has left property leaders and owners with the difficult decision of turning off the lights, or perhaps worse, leaving them on. What is the right decision? Our portfolio was overwhelmed with owners who have stepped up to keep the lights on and associates engaged and employed. Choosing to do this, while occupancy numbers trickle down to single digits each night takes guts and more than that, it takes heart. How can we possibly advise them on what the “right” decision would be in this case? They wrestle with the agony of this decision, we then wrestle with how to best advise them in an unprecedented time, as the associates are standing by waiting to hear their new reality. And our guests! As independent properties we strive for success from the first day of opening our doors by creating a relationship with each person who walks through them. These aren’t our customers; they are an extension of our family. We can’t possibly charge them cancellation fees, let alone not be flexible for the wedding that can’t happen any longer, or the heartbreaking needs for someone to host a funeral during this time – so tragic.
Lastly, the third lens is the economics of it all. Just when we think we are flattening the curve and working through all of the new challenges, our state and national agencies struggle to guide us into a plan to re-open successfully. It’s only natural for this struggle to happen because the mighty dollar isn’t just about profits. It’s about the livelihoods of our neighbors and friends whose business has been shuttered and savings account dwindled. It’s about someone who has COVID and lives in fear, about the parents who have become teachers and at-home caregivers while still trying to work if they are lucky. Opening sounds good and will certainly be good for the spirit of our communities, and ourselves. But is it? Does it burden those who are feeling the pressure to open – either from society or their own mental state – resulting in expenses that still see no revenues. Not to mention the risk of the health pandemic that is still very present.
There are no easy answers here. Just remember, as you make your decisions, someone is struggling with the same. What has held me together is the awareness of this pandemic through the lens of others. The amazing perspectives shared in news features, conversations with friends, and zoom calls with associates have given me strength and, in some way, united us. If we just listen.
Let it be known that I completely realize this is not isolated to our industry. I offer respect for those who are battling the challenges in their own life and in their own way. Let’s continue to hold each other up.
Becky Rogers serves as the VP of Operations at IDM Hospitality Management