“Hotels should look for leaders that show the best balance between hard and soft skills. Technical skills are important, i.e., the more diverse systems the candidate has worked with, the better. I find it is also very valuable for hotels to look for candidates that are naturally curious about systems. Those frequently learn the ins and outs of a system quickly, and with the least instruction, so, arguably a super-powered capability. It’s not just about the tool, but the holistic and confident knowledge of the tool made possible by a genuine willingness to learn the “why” behind it.
Nevertheless, the bigger challenge lies in soft skills. It is just as important (and hopefully more owners and General Managers are recognizing this) that your Revenue Management leader has sales, communication, and creativity skills. Sales and communication skills have been vastly discussed and explained by experts as top skills needed in business leaders, and with revenue management, it is the same. Creativity, on the other hand, is a key skill. Yes, there is space for creativity in RM. Hotels should hire leaders that can demonstrate they have regularly brought ideas and solutions (even if not at all implemented) to the table.
It is important for RM professionals to often step away from the numbers to foster a growth mindset, enabling ways for creativity in strategy. Hotels also need to create an environment for revenue managers where they can express their ideas even if they are unconventional or not at all related to their areas. Mistakes cannot be a reason for punishment in that environment; there needs to be acceptance of different disciplines, strategies, and ideas used. Finally, leaders should match the chosen ideas with the original proposition to hopefully generate solutions, which is not always the end goal in this case.”