Sonesta International Hotels
Lead people the way they want to be led.
“I lead people the way that they want to be led,” says Stephanie Sonnabend of Sonesta. “I lay out the vision and then work with my people on developing strategies for implementing the vision. Some people can easily translate vision into strategy; others need to be lead down the path to make the connection. My vision is always closely connected to Sonesta’s core values, which are:
Practice high standards of integrity and ethics.
Value employees as individuals.
Exceed customers’ expectations.
Service with passion.
“For Sonesta Resorts, we wished to turn a hotel stay into a memorable experience. Our Vice President of Food and Beverage, along with our training team, Training by Design, customized programs to make dining more of an experience. This involved everything from how the food is presented on the plate to how it is served. At two of our beach resorts, we developed private dining on the beach, which has resulted in a number of proposals and weddings.
“My vision for Sonesta’s Web page is to turn the medium into two way communication to develop more of a rapport with our customers. A few years ago, we created a discussion forum to allow guests to communicate directly with us and with each other. We have now created virtual concierge, allowing guests to book online similar services they would book at the hotel, including restaurant reservations, spa treatments, and tickets to local events.
“A person needs to develop and communicate a clear vision and then enroll others in that vision. Others will gladly follow a clearly defined path, especially when they understand how what they do fits into the bigger picture. One must treat every individual differently because some people understand the big picture better than others do. If a person is not a visionary, they can still be a strong leader by being a great communicator and executor of someone else’s vision.
“As I get to know my upper management team, I listen to them and determine how directive I need to be. At first, most people want relatively close supervision and support that they are on the right track.
After awhile, some people feel comfortable about working autonomously and keeping me informed about what I need to know. Others continue to look for direction and more constant feedback.
“I adjust my management style to the individual. Some people want a regularly scheduled time with me, and others just like to pop in when they want to. Some people want to know how they fit into the vision, and others only care about their specific task.
“Imagine that it is the future (five to ten years from now) and your company turned out exactly how you wanted it to. What would that look like? The vision is the destination. It is not the big picture, because it can be as broad or as detailed as you wish. It defines the direction and paths the company will take. It allows people to understand where the company is going and helps define how it will get there. Any strong company vision includes the big picture, but sometimes it is the small things that shape the direction as well.
“Frequent communication is the key. It starts at the top and works down. If top management feels like they participate in the creation and execution of the vision, they become enrolled and discuss with others. When I visit Sonesta Hotels, I talk about the company in general and the direction we are heading. Our hotels also create their own visions, which are consistent with the corporate one and this gets communicated throughout the hotel.
“In some instances, various departments may also choose to create their own visions, such as a catering department deciding that they wish to provide the most memorable weddings in the area. They talk to the banqueting staff and kitchen crew about what would make that wedding special, and let everyone know what is especially important to the bride and groom and their families and guests. Even though our hotels host hundreds of weddings every year, only one wedding is important to each bride and groom.
“Sonesta’s vision is to operate unique hotels in spectacular locations that ref lect the culture and environment in which they are located. We would like to grow at a pace of adding one or two hotels per year and increase our brand presence in the United States.
“As a family-run business, we treat our employees as individuals and our guests as friends. We pride ourselves in the longevity of our staff, exceeding guest expectations, our integrity and ethical practices, and providing service with passion. We strive to operate profitably to provide a good return to our shareholders and hotel owners and sustain our growth. We wish to add value to people’s lives by creating memorable experiences, and support the communities where we operate.”