Interviewing the GM of Shangri-La Hotel, Paris, Stefan W. Bollhalder
Stefan Bollhalder started his career in culinary arts; he was an Executive Chef for six years. In 1991, he made a career switch to become an F&B Director and eventually, this led him to become a successful GM. Having been the GM of 10 luxury hotels in various geographic locations, he is a highly experienced General Manager by any standard. His culinary art and F&B background gave him the self-discipline and the mentality for attention to details. In addition, one has the feeling that he is hard working and very focused...
Shangri-La Hotels are five-star luxury hotels located in premier city addresses across Asia Pacific, North America, the Middle East, and Europe. The Shangri-La started their first deluxe hotel in 1971 in Singapore. Today, the Hong Kong-based Shangri-La Hotels and Resorts is Asia Pacific's leading luxury hotel group. With over 85 hotels and resorts throughout Asia Pacific, North America, the Middle East, and Europe, the Shangri-La group has a room inventory of over 37,000.
INTERVIEW
You started your career as an apprentice chef in Switzerland in 1975. Ten years later you became the Executive Chef at the Hyatt Regency Auckland in New Zealand. You worked as the Executive Chef for Hyatt Regency in various locations until 1991. What motivated you to stay with culinary art for 16 years?
As a young man, I really enjoyed the culinary field. It is different from many other jobs. You can create what people love; you can evolve and you can change your style of cooking and focus on different cuisines. Today, I still like to go home and cook for my friends. Sixteen years is a long time, but it is a part of my life and I would not change that experience for the world.
In 1991 you became the Director of F&B at the Hyatt Regency Cologne in Germany. From that point onward, your career path pointed in one direction, to become a hotel general manager of an international brand's flagship hotel. In fact, you have been the GM of 10 luxury hotels in various geographical locations. Did you always want to be a GM?
When I started out in the hospitality industry, I really wanted to be an Executive Chef. As Executive Chef, I used to travel around the world. When I started to work as Director of F&B, slowly, my career goals evolved. I began to realize that I aspired to be more than just the Executive Chef. I began to understand my true career goals.
You have taken many management classes while working in hotel management. What is the most memorable class you have ever taken?
Every class had a subject and I took classes to learn something about each subject. What was memorable to me was to gain personal knowledge by talking to the people I met during these management classes. Today it is important what young people learn at the university. I would like to know what they specifically learn about our industry, and I would appreciate to have a perspective of the knowledge people who join this industry have.
What attracts you to working for luxury hotels?
When I first started to work in the hotel industry, I worked for a luxury hotel in Switzerland. Somehow, it fascinated me. You meet the best people in luxury hotels. I wanted to be a part of the "best". Working in a luxury hotel means that you try to take care of those guests who enjoy being pampered and looked after.
When you dine in a restaurant, what else do you look at besides the menu?Actually, I look at many things, such as: the concept of the restaurant, the design and size, the atmosphere, the type of guests and their behavior as well as the behavior and selling skills of the employees. And of course, the food must be good, tasty and presented well. Essentially, I look at the whole package.
Of course, it really depends on the guests' expectations. At times, you may want to be spoiled by the quality of food and service. On other occasions, the atmosphere and environment is very exciting and the food and service may not the be most important thing.
German and French cultures are quite different. Do you find it difficult to make the adjustment?
I am actually Swiss, but it's true that I lived in Germany for 8 years! However, I have not lived in Switzerland for the past 30 years, so I am not sure whether I can still be considered as Swiss. I think I am an international person. I have lived and worked in 14 countries. When you travel so much, you develop a skill to make the adjustment. When you are a guest in a country, you must make efforts to understand and appreciate the culture and customs of the country and how they do things.
What are the most challenging issues you are facing on your current job?
When you work in a competitive city such as Paris, you have to pay attention to what is changing around you. We live in such a fast-moving world; the greatest challenge is to keep up with new trends and to adapt to them. Our business is constantly evolving, for example, the booking industry has changed. Guests have many choices nowadays; we have to keep up with the changes. We have to be present in all sales channels.
The other challenge is that you need to understand what is important to today's generation. Our industry is often challenged to find good and motivated young people to join us. You need to know that their philosophy and values in life have changed so much in comparison with my generation, and adjustments in management styles have to be made to accommodate this change.
What is the best compliment you've ever received?
It's a difficult question to answer. When guests are happy and they compliment the courtesy of my colleagues; when we achieve our goals and the team receives recognition, it is certainly a time to be proud; and of course when young people consider me as their mentor. To me, these are the best compliments.
If you must make a choice, would you do the things right or would you do the right things?
To me, it is more important to do the right thing at the right time. Most important is that you have your values and as long as you do the right things based on your values, I think it will be alright.
I once posted a question on our Facebook page: "Why do you think your general manager is important to you?" Someone answered: "I don't think my GM is important to me, but he might be important to the company." Since you are a highly experienced GM, do you agree with this statement?
It's an interesting thing you just said. It is a question you should have asked my colleagues actually! I'd be interested to know their answers.
A GM gives a vision and strategic directions for the hotel and for all the employees. Therefore, a GM should be important to his people, unless the individual who made this comment has never met his GM. Then of course, the GM is not important to him. I hope it's not the case in my organization.
What are your greatest strengths and weaknesses?
My greatest strength is that I know my weaknesses. :)
People always say that we can learn from our mistakes, but why do you think so many people are afraid to make them?
I think no one should be afraid to make a mistake every now and then --- as long as you don't make the same mistake repeatedly. If you are afraid to make mistakes, you will never change anything and you won't learn anything. When you make an honest mistake, it shows that you are trying new things. You learn from it and you should not be punished for trying.
Can you think of a time when you made the impossible become possible?
One of the greatest tasks I was given in my career was that I had to cater for 20,000 people. I thought about it for many days and at the time, I did not know how this could be accomplished. To make a long story short, finally I discussed it with my colleagues and we managed the task as a team and it was a success story for all of us.
What is the single best quality your employees can possess?
The right attitude! They must genuinely like to please our guests. All the technical skills you can learn in time.
What do your employees expect from you?
I would say the same thing --- but not just having the right attitude towards pleasing guests, but also having the right attitude towards the employees to ensure that they are treated fairly and are motivated to achieve as a team.
At work, what puts a smile on your face?
Receiving compliments from guests, such as: "I'm really looking forward to coming back."
What puts a frown on your face?
Team members not having the right attitude and not taking good care of our guests
When I was a business management student, I learned a saying: "The best managers are also the best teachers." Do you agree?
I don't know if a teacher can be the best manager. I think being a teacher means "teaching", and being a manager is more about coaching. I believe that a coach and a manager are more of the same --- they try to bring out the best in their people.
What advice would you offer to those who aspire to become a GM in the hotel industry someday?
You need a solid education and diversified work experiences. You need to understand the importance of managing people as well as the technical aspects of the business. Of course, in order to be successful, the most important thing is that you need to be able to focus on your guests.
What's next?
I don't know. I feel fortunate! I live in a fantastic city and I work in a beautiful hotel. I am content.
Priit Pavelson
Publisher
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Lin & Pavelson B.V.
