How do professional hotel managers deal with cultural rejection?

Professional managers who first join a company face rejection not only because of large cultural differences, but most professional hotel managers face cultural rejection after changing jobs, even in companies with very similar cultures. You don't exclude companies, but business organizations also exclude managers. So how are managers supposed to get through a period of rejection?

1. Adapt to culture first.

Leaders must understand from an ideological point of view that enterprise cannot operate in accordance with cultural style to which they are accustomed, and they themselves must gradually adapt to corporate cultural style. Only when you adapt as quickly as possible can you be relatively stable. Only when you are stable can you talk about development. After development, relying on gradually accumulated authority, you can gradually influence and change corporate culture.

2. Maintain an attitude towards learning

Managers need to have right attitude towards learning, which is also most effective way to overcome a period of cultural rejection. The fundamental reason why managers react negatively to company lies in their own state of mind: they think they are brilliant and talented; if they want to save company from danger, they take position of a savior and are self-confident. As usual, he said things like "I ran a 500-room hotel, but this area has over 100 rooms - it's a piece of cake" showing incomparable arrogance. Also, when I entered company, I took a critical look and found that this is wrong and that is wrong, so I positioned myself as an expert in correcting errors. If you don't, you won't seem to be able to show your level, this is most common mistake managers make. A person with such a mentality would not be able to pass probationary period under normal circumstances. The right attitude is to learn successful side of enterprise first, and learn with mentality of respect for enterprise, respect for boss, and respect for veteran entrepreneurs, so that we can quickly overcome period of cultural rejection.

3. Treat yourself like an employee

"Before you walk in door, you are a talent, and after you walk in door, you are an employee." talent. When I walk in door, I must treat myself as an employee. Of course, company must also treat manager as an employee, otherwise there will be problems. Managers don't just talk about themselves as employees, but must integrate them into their day-to-day activities. If you ask others to do it, you must do it first, and if others do not have to do it, you cannot do it yourself. You can not put yourself above system, because it has a real corporate culture. Otherwise, there will be cultural isolation. In fact, many processes and systems are awkward to look at for yourself, and you will get used to them in a few months.

4. Do something with a sinking heart

The most direct way for a manager to overcome cultural rejection is to work hard. Only through history can we understand why system works way it does and process works way it does. There is too much historical and cultural content in system and process. Only by becoming familiar with most basic processes and systems of enterprise, one can understand history and culture of enterprise and look at problems of enterprise from a broader point of view. both a developmental perspective and a put forward Only when decision is purposeful can everyone be convinced. Otherwise, if you're floating around, what you see is only an appearance, what you hear may not be real problems, and may only represent interests of some groups, which will only prolong your period of cultural rejection.

5. Distinguish between "enemy" and "friend"

When a manager comes to a corporate organization, there should be those who welcome you and those who reject you. The people who greet you will help you solve problems and help you get through a period of cultural rejection; people who reject you will exacerbate cultural rejection of you. So, you have to distinguish who is your "enemy" and who is your "friend". Generally speaking, people who help you get into business are your friends, and boss who is most committed to your success can help you most. Who excludes you most? People who have direct and indirect conflicts of interest within company due to your presence. But don't pay too much attention to it as long as you understand in your heart that these people who have a conflict of interest with you can gain recognition and respect through your hard work, diligence and performance. However, how quickly you know who is friend and who is foe when you first join is very important. An easy way to judge is this: your friends give you advice, personal guidance, and public encouragement, while those who reject you are more likely to blame you in public and cling to problems, as well as encourage you in private.

6. Recognize and integrate into culture

Some people say: "Corporate culture is business philosophy, values, mission, mindset, and behavior." Others say: "Corporate culture is a way of working, a habit of life and a business philosophy. Consistency with values." Some people say, "Corporate culture is culture of boss." All of these statements are reasonable. In any case, after a manager comes to enterprise, he must become aware of culture of enterprise, not only his superficial culture (hardware environment, product-service, homeware, cultural and sports events), but also his middle-level culture (organization, organization, etc.) management model, interpersonal relations> and core culture (values, shared vision, team spirit, etc.), and must be sincerely integrated into this corporate culture in order to achieve performance and remain invincible.