Performance·3 min read·
Your best month is the warning sign.
Hotels that are running well do not need a turnaround. They need to identify the levers that took the operation from average to good, so the operation does not regress when the trading environment shifts.
Read the strong months as carefully as the weak ones
When a month delivers, most operating teams move on. The far more useful exercise is to disaggregate which levers actually produced the lift. Was it rate? Mix? Cost discipline? Front office conversion? A new HOD? Without that disaggregation, the lift is not repeatable.
Building the playbook from the upside
Performance reviews tend to focus on the variance against budget. The more useful framing is variance against the operation's own best month. That comparison surfaces the operational practice the team should institutionalise.
Written by Sidney Adams, founder of Optimum Hospitality Solutions Ltd. Optimum Hospitality Solutions Ltd is a UK hospitality consultancy supporting hotel owners, general managers and operations directors with operational performance, labour productivity and guest experience.