Adopting to lead

A believer of changing with times, Dietmar Kielnhofer, complex GM, Sheraton Hyderabad and Westin Hyderabad Mindspace, wants to stay ahead of the curve by leading his team towards excellence. BY P SURESH IYER

Tell us about your journey in this industry.
This year I complete 38 years in the industry. I entered the industry via the culinary route and had the privilege of working in some of the best restaurants in the world. That experience instilled in me a passion for excellence, attention to detail and the quest for uncompromising quality, and I hold on to these tenets in my role as GM today. I joined Starwood Hotels &
Resorts in 1999, as resident manager at Le Meridien, Jakarta in Indonesia.
Some important lessons from your experiences.
Good communications skills are an absolute must for success. Furthermore, be sincere and genuine, be positive and open minded, show understanding and respect and above all, listen well. You will be surprised on what you can achieve with a receptive mind.
When did you take charge as GM of this property?
What are the changes that you have initiated?
I joined Sheraton Hyderabad Hotel during its preopening phase which is always a trying period defined by continuous change. I have been involved with every detail. At Sheraton, our goal is to accentuate the brand pillars of the hotel such as design
and innovation, gastronomy, fitness, etc. through a series of events, experiences and personalised services. Since we are a new hotel in the city, my aim is to make this hotel the key hospitality destination in Hyderabad. Through our service and signature brand programmes, we want to offer our guests a holistic stay experience. At the same time, I want to create an
inspiring work environment for all our associates who form the soul of this hotel. A new journey has just begun at the Sheraton Hyderabad Hotel and I want to make it memorable one.
What is the best part of being a GM?
The best part is the privilege to meet people from all walks of life. As an expat in India, I feel my role allows me to communicate, interact and mingle with people from different backgrounds and cultural identities. This allows me to gain varied perspectives and insights that enriches the thought process. Another big responsibility is the ability to impart knowledge, skill and experience to my team which will help to develop them into leadership roles. As we witness an unprecedented growth in our industry, there is undoubtedly a need for high caliber talent in leadership roles.
How do you keep the morale of the team running high? How do you motivate them?
As the complex GM, it is my role to instill a sense of trust, pride and confidence in the associates. I don’t micro-manage people, instead I believe in giving them the freedom to make decisions in favour of the guest and be accountable for their actions. We work in a very transparent and democratic set-up and protect the brand equity of Sheraton brand and strive to exceed guest expectations consistently. Once all the elements play in harmony, a tremendous amount of job satisfaction and motivation can be derived.
What challenges do you face as the GM?
In today’s highly competitive environment, setting Sheraton Hyderabad Hotel apart from its competition is more important
than ever before. Technology has changed the way hospitality works, and the challenge is to adapt and embrace these changes
to enhance our guest experience. All hotels are good hotels, but to make ours ‘great’, we have to offer seamless, consistent
service and that is what sets us apart.
What is most important for success in the industry?
The hospitality industry is a challenging one. We are in a competitive environment and have to constantly innovate, keep
up with the trends and offer our guests a unique experience. Today’s travellers are demanding and discerning; they are also
less forgiving as they spend their time and money and want it to be worthwhile. Hence, we have to be ahead of the curve.
There is no ‘one size fits all’ method of success in this industry. If all programmes and services centre around the guest experience, it is the key to being successful. Finally, a good team runs a successful hotel, and our associates are the key element. They deliver service and represent the brand to a guest. If they are motivated and happy, they drive your success.
What are some of the positive changes in the industry in the last decade or so?
The hospitality industry as a whole has undergone some changes due to the rise and growth of social media. Social media allows us to showcase our ‘USPs’ directly and it gives guests an opportunity to go straight to various social sites to find good deals, customer reviews and more. Through the use of social media hotels can now focus on more effective communication
by getting feedback more directly and less formally. This helps us enhance programmes and services accordingly. Gone are
the days of advertisements and billboards, sharing social media posts on Facebook, twitter and other social media platforms
reaches a much wider audience and faster. Hence, the massive proliferation of social media, access to instant media / information and a kaleidoscope of different distribution platforms are the positive changes that the industry has witnessed.
What has been the turning point in your career?
The turning point of my career was being appointed as the GM of Le Meridien Makadi Bay, Hurghadao in 2000, just a year after
I joined the Starwood group in 1999. It was a fantastic opportunity for me that has tremendously helped me grow as a leader.
I believe all my learnings from that experience are being put in good use even today. My 16 years with the Starwood group
have been proven to be quite a journey!