Demonstrate/show of stability, professionalism, care, guidance, clear communication and avoiding panic/anxiety and confusion are simply basics for any corporate activities during difficult times.

Develop trust and show determination on "we-can and we-will" come out of this unusual situation stronger than before. And remember that you as a leader, can’t help your team or anyone else if you’re not in control.

Develop & implement contingency plans including aggressive actions to manage costs, cash flow/credit facilities, and balance sheets.

Also, asses if it is necessary to enter into negotiations with lending institutions on debt/s relief. Clarity on the various insurance coverage at both corporate and at hotels. Suspending payment of dividends and others.

"Unusual times call for unusual actions".

Apply/implement similar labor costs reductions for the whole office (leaders first), on the reduction of operating expenses and of all hygiene, safety & security measures as described for the hotels. Make it clear with all on what is mandatory and what is voluntary.

Appropriate to put in place the business continuity and resiliency planning in particular for key functions. Also appropriate to develop plan B for the worst-case scenario.

Regular (by-weekly?) communication with members of the loyalty program and with important customers on the brand response to the crisis including the waving of cancellation fees, extension of recognition points, security and safety measures put in place at the hotels, and others as appropriate. The objective is to give recognition and keeping guests informed.

Communication/work closely with hotel owners and partners on what the group is doing and consider a reduction of some of the corporate fees/reimbursements for a period of time and on what can be done at their respective properties to reduce the cash outlay.

Assist, guide and motivate hotel GM's and Executives. Sharing of best practices on getting through the pandemic as a strong and unified team. Preservation of jobs and of cash flow being a priority.

Develop a group-wide guideline and policy on handling/taking care of employees who have contacted the virus. Salary-costs-care and do not violate their rights.

Close monitor of group-wide business trends/demands including bookings, cancellations, major happenings/events and of any opportunity. Review/update assumptions for forecasting at both corporate and at hotels with the objective of accuracy as it is important for cash flow purposes.

Regular briefings, updates and guidance to the whole team and this can be done via knowledge sessions, video conferencing, walls of learnings/posters, emails, and others as appropriate.

Every crisis creates opportunities; what are the new business opportunities after this period/crisis?

Planning Ahead

(Deal with the present and prepare for the future)

• Understanding what is happening in travel and tourism now, why and what is the path ahead.

• Prepare for the recovery from a financial, operational and marketing standpoint at corporate and at the hotels. Articulate the vision for recovery and finalize a detailed and attractive promotional plan/s to launch as soon as the situation stabilized with a clear objective to regain business ASAP. Coordinate with Country/local tourism offices for any available/relief funds to help to finance the promotion.

• Do not stop the development/expansion activities and work closely with existing and new potential developers. This is time to show care and professionalism.

"This too shall pass"

Reminders

"Infodemic", fake news at its worst....
The internet has been flooded with false information and misinformation about the epidemic creating confusion, panic, and disgust. All have to realize that anxiety, panic, and stress are more infectious and more dangerous than the disease itself.

Avoid Stigma and Discrimination;
Must separate the virus from anyone people or culture. At times, panic and ignorance spread faster than the actual coronavirus. Beyond the economic headwinds, Chinese around the world are targets of mounting xenophobia and discrimination. Bullying, shunning and racist behaviors cases have been reported in many parts of the world, speared by unfunded fears that people with Chinese futures are more likely to carry the virus.

This is simply ridiculous and embarrassing for the western world/other cultures and clear proof of ignorance and racial insensitivity. Must focus on facts, not on misinformation and disinformation.

Giovanni Angelini
A 50 year veteran of the Hotel-Hospitality-travel industry with a wealth of experience acquired in 4 Continents, Asia in particular. A long term resident of Hong Kong and Retired Chief Executive Officer of Shangri-La International.

A board member of several large corporations and member of many industry related and quality management organisations. Founder of Angelini Hospitality, providing consultancy and advisory work to developers and hotels-travel-tourism organisations.

Recipient of two Honoris Causa (Doctorate) in Business Administration and in Global Business Leadership, four Lifetime Achievement Awards, the 2006 Corporate Hotelier of the World, Maestro del Lavoro (2014) and of several other recognitions and awards.

www.angelinihospitality.com