From an early age growing up in Stamford, Connecticut, where his mother effortlessly turned every gathering with friends and neighbours into a special event, there was little doubt in David Udell’s mind that his future career would be in the hospitality industry.
Having made good on his childhood ambition, Udell has spent more than three decades in Asia where he has held a number of senior positions with Hyatt Hotels Corporation, including his current role as Asia-Pacific group president. He is responsible for 26,000 employees, working in 61 managed, franchised and owned properties in 12 countries.
“I often feel there are similarities between the hotel industry and show business, because every day requires your best performance,” says Udell, who is based in Hong Kong. “This makes the industry demanding, yet extremely rewarding.”
Udell can still clearly recall the excitement he felt as a 12-year-old on a family holiday when told by his mother there were specialist schools where he could study hotel management. “I was one of the few children who could go on a beach vacation and return home without a suntan because I spent the entire holiday wandering around the hotel talking to waiters and asking questions about how the business operated,” he says.
He graduated from the Cornell School of Hotel Administration, New York – considered by many, he says, to be “the Harvard of hospitality programmes” – and began his career as a corporate management trainee at Hyatt Regency Singapore in 1982, describing it as several worlds away from the cultural environment he was used to.
Moving on 34 years and having held senior management positions at Hyatt properties in Bangkok, Seoul, Hong Kong – where he moved to in 1996 as general manager of the Grand Hyatt Hong Kong – and Tokyo, he says he has become an attentive student of Asian cultures, but still has plenty to learn.
“For certain, my leadership style draws on the analyses of challenges and opportunities viewed through the lens of my personal cultural references and experiences.”
A good example, he says, would be explaining to a hotel partner in Japan the step-by-step processes needed to take a hotel business from A to B, compared to the broad strategy outline preferred in Hong Kong. “There have been a few jolts, but I would say my cultural experiences have been rewarding,” he says.
As the hotel industry in Asia moves through a phase of technology and staffing transformations, foremost on Udell’s strategy list is ensuring that guests’ needs, expectations and comfort remain central amid rising operating costs. Other key challenges include continually raising brand awareness in an increasingly competitive market, and attracting, training and retaining a talent pipeline of the “best and brightest” to take the business forwards.
While an admirer of the five-star tradition and its management style, Udell notes that today’s operating environment requires the hotel industry to be open to new ideas. For instance, he doesn’t subscribe to the “martyr” style of management where a manager is reluctant to delegate responsibilities. He also believes in assisting individuals to realise their career aspirations in a work environment where they are able to flourish, and in improving work-life balance in the sector.
“This is tough because a hotel is a 24/7 operation,” he says. “But we are finding ways, such as offering split shifts.”
The Hyatt Group, similar to most hotel chains, relies heavily on the ability of employees from all walks of life to work together to provide services and to empathise with guests from widely varying cultures and nationalities. “How we embrace these concepts in our culture is both challenging and fun,” Udell says. He believes that one of his most powerful leadership skills is the ability to listen to others and not be afraid to take on board advice and use it if necessary. “Ultimately I have to make the final decisions, but I don’t see it as a sign of weakness if I ask for opinions,” he says. “In fact, I would say it reflects a style of un-blinkered management.”
Whether it be in existing properties or the string of mainland Hyatt hotels scheduled for opening in Changchun, Chengdu, Shenzhen and Luoyang, Udell says a key aim is to ensure there are clear communication channels in place so that everyone works together. Particularly vital is that he set an example.
“You have to be authentic and practice what you preach to make sure that everyone, regardless of their role within the organisation, is able to appreciate the importance of what they are doing,” he says. He also uses the analogy of a dragon boat team rowing together, emphasising how each participant – including him – contributes their skills and knowledge to achieve collective benefits for the whole team. “I see myself in the boat rowing in time with the others.”
HONING HOSPITALITY
David Udell lays out what it takes to be a leader in the hotel business.
Stay humble “As a leader you shouldn’t be shy about asking for help. Rather than seeing it as a weakness, those being asked will feel their contribution is valued.”
Laugh at yourself “Don’t hold back on self-deprecating humour – it shows you are an approachable person that others can warm to and connect with.”
Lend an ear “Good communication and the ability to listen help you build stronger relationships, network more efficiently, and allow you to obtain feedback that helps you be more successful.”
Take an interest “Anyone that wants to make a career in the hotel industry needs to be curious – about the industry and the latest trends, about learning something new or different, and about people in a warm and respectful way.”
Show determination “The hotel industry is a 24-hour-a-day, seven-days-a-week, 365-days-a-year operation, so there is no getting away from the fact you have to work at different times. The only way to do this is by having the commitment and passion for the industry to succeed.”
Be social “The hotel industry is a people business so genuine interpersonal skills are an absolute must. You need to be able to engage with a diversity of colleagues and guests from all walks of life in an engaging and empathetic way.”
This article appeared in the Classified Post print edition as Leading by example.
