Leadership - WildlifeCampus · 2020. 5. 21. · banking, administration, catering, curio shop,...

– WildlifeCampus – Game Lodge Management Course

This course material is the copyrighted intellectual property of WildlifeCampus. It may not be copied, distributed or

reproduced in any format whatsoever without the express written permission of WildlifeCampus

1

Leadership © Copyright

Leadership challenge

Leaders get people started by convincing them that the impossible is possible.

Strengthen people by sharing information.

Behave in ways that are consistent with your stated values.

Plan small “wins” that promote consistent progress and build commitment.

Search out challenging opportunities to change, grow, innovate and improve.

Module # 3 – Component # 2

Leadership

©Wilderness Safaris




2


Experiment. Take risks and learn from your mistakes.

Envision an uplifting and successful future.

Enlist others in a common vision by appealing to their values, interests, hopes and

dreams.

Recognise individual contributions to the success of every project.

Celebrate team accomplishments.

You cannot begin to set about motivating and co-ordinating people until you and

your staff know exactly what you are aiming to achieve. Pin-point the short, medium

and long term goals for you and your colleagues. Identify your personal goals,

company goals and the goals of your team. Lead by example. Be punctual, look

smart, neat and tidy. Be fair in everything you do and admit to when you have made

a mistake or error of judgement.





3


Are you a leader or a non-leader?

Leader Non - leader Delegates whole important jobs Keeps all final decisions

Humble Arrogant

Available Hard to reach from below

Good listener Good talker

Sees growth as a by-product of search

for excellence

Sees growth as a primary goal

MBWA (Manages by wandering

around)

No MBWA

Fair Fair to the top exploits the rest

Comfortable with people in their

workplace

Uncomfortable with people

Simplifies - makes things look easy Complicates -makes things look difficult

A coach appealing to the best in each

person, personable open door, problem

solver and advice giver, cheerleader

Invisible - gives orders to staff - expects

them to be carried out. Provides little or

no encouragement or feedback

Does dog work when necessary Above dog work

Often takes the blame Looks for a scapegoat

Gives credit to others Takes credit, complains about lack of

good people

Keeps promise Does not keep promises

Looks for controls to abolish Loves new control

Prefers eyeball to eyeball instead of

memos

Prefers memos, long reports





4


Straightforward Tricky, manipulative

Admits own mistakes and comforts

others when they admit them

Never makes mistakes, blames others,

starts witch-hunts to find culprits

Sees mistakes as learning opportunities Sees mistakes as punishable offences

Openness Secrecy

Goes where the trouble is to help Interrupts people in crisis and calls them

to a meeting in his/her office

Has respect for all people. Thinks unskilled staff are lazy and

incompetent

Have strong convictions Vacillates when a decision is needed

Knows when and how to fire people Ducks unpleasant tasks

Gives honest and frequent feedback Info flows one way - into his/her office

Honest under pressure. Improvises,

equivocates

Does not handle pressure well

Simplistic on company values. Good at

demonstrating his command of all the

complexities

Deliberately make company values more

complex than necessary

Common touch Strained with blue collars

Tough - confronts nasty problems Elusive - passes responsibility

Knows people’s names Does not know people’s names

Trusts people Trusts only words and numbers on paper

Thinks of ways to make people more

productive.

Thinks of personal rewards and status,

and how he/she looks to outsiders

Little paperwork in planning Vast paperwork in planning

Explains the reasons for instructions Give instructions without explanations

Reprimands staff in private Reprimands staff in front of others





5


General management duties

As a front line manager, you are the person who makes or breaks the guest’s stay. You

are the most important link in the chain that is responsible for the satisfaction of the

guests.

The following are important pointers:

Read your work contract to know your key responsibilities.

Know the emergency and after-accident procedures.

Follow the procedures of your company when welcoming your guests, giving the

safety talk, checking in, checking out, etc.

Make sure all guests departing have paid their different bills.

Read all previous reports and memos relating to your camp as well as other camps.

Make sure you do not make the same mistakes.

You must know the duties and responsibilities of all your staff thoroughly and offer

to assist when needed.





6


Make daily radio contact with head office and other lodges when required.

Advise your guests to stick to the pathways and not to take shortcuts. By doing so,

they may interrupt another guest’s privacy.

Make sure you have lodge-specific items for sale in your curio shop.

Place lodge info brochures in the lounge area.

Constantly train your staff.

Assist with and oversee the maintenance of roads, airstrips and other

infrastructures in the area that you are responsible for.

Assist with and oversee the maintenance of vehicles, buildings and equipment at

the camp.

Monitor and co-ordinate localisation management training programs.





7


Solve staff problems yourself if possible.

Make sure staff are always in uniform and you have spare uniforms for

emergencies.

Subscribe to 4 or 5 different wildlife and other interesting magazines for

presentation in the tents and lounge.

Remove old and tatty books or magazines from the library and lounge.

Make sure no vehicles are parked in the lodge car park reception area when not

necessary. Exceptions are to collect and drop off guests or when guests are going

out on an activity.

Guests must get an evaluation sheet and envelope pleasantly presented on the

last night of their stay. An idea is to leave it on their pillow.

Make sure the guest register has an indemnity form for them to read before they

sign it.





8


Present a guest comment book. Get creative by using natural materials and

recycled paper.

Have a slide show at least two or three times a week. An option is to allow guests

to present pictures they may have taken on their stay so far.

A member of management must always meet guests coming back from activities.

Offer to accompany them for the full duration of meals.

Ask your camp manager for a copy of the rack rates charged for the camps in

the country you work.

Submit reports when needed.

Make sure all guests’ details are recorded.

Ensure that the company’s training objectives are achieved.

Take the initiative. Do not always wait to be told what to do.





9


Key responsibilities as per your contract

The overall management of the lodge, including guest activities, hosting,

housekeeping, maintenance of the lodge and capital equipment, accounts,

banking, administration, catering, curio shop, stocktakes, staff management and

National Parks relations.

The entertainment, safety and needs of all guests through professional guidance

and service. To provide a high standard of education to all guests. Personal

discipline and decorum in yourself and your staff at all times to complement the

high standards established and expected by the company you are working for.

To ensure punctuality and neatness of the staff, training of staff concerning guest

service and relations, communications, etiquette, safari skills, job requirements,

motivation of staff and instil a conservation ethic in all staff. To develop close and

efficient co-operation with your staff.

The maintenance and security of all machinery, radios, vehicles, boats, motors,

pumps, refrigerators, freezers, stoves, electrical systems, equipment, grounds and

buildings owned or leased by the company.





10


The daily, weekly and monthly administration required in terms of company

procedures, to accurately record and control orders, receipts, consumption and

sales of shop, bar, housekeeping, fuels, gas and sundry stocks.

Ensure that a responsible staff member is at the strip not less than 10 minutes before

the expected arrival of an aircraft to ensure there is nothing to hinder the safe

landing of an aircraft.

To totally familiarise yourself with the labour laws as well as regulations regarding

operations within the National Parks where necessary.

Once initial labour and immigration waivers have been obtained, it is your

responsibility to ensure they are kept current and to apply for renewal of these

permits.

Any other task delegated to you by the general manager or company directors.

Any breach of the above clauses will constitute a material breach of contract. The

company you work for may advise and agree that any conduct in contravention

of any law or company procedure will cause the company to accept repudiation

of the contract and cancel the contract with immediate effect on learning of such

breaches.





11


Burnout

Working for 3 months, seven days a week, ten to eighteen hours a day can take its toll

especially if you are dealing with high maintenance guests. Burnout can happen to

anybody; it does not indicate an unstable personality. It is generally a temporary

condition and does not mean the end of your bush/tourism career. It is very important

to your employer that you are in tip-top condition, mentally and physically to manage

your lodge per the high standards expected, as management that is burnt out can do

a lot of damage to the image of the company. Burnout depends on every individual’s

personality and circumstances and not necessarily on the amount of time spent in a

camp. If you feel you are suffering from burnout, feel free to discuss this with your

superiors as this can happen to anybody.




12


Some warning signs to look out for:

Irritation with all, short tempers, sarcasm and sneering attitude towards guests.

Constant perpetual tiredness or boredom.

Frustration

Acting like a clown, telling tall stories to guests.

Consistent fear or nervousness.

Hatred towards lodges, vehicles, boats, guests, staff and other tools of the trade.

A breakdown in communication with colleagues and bosses.

Lack of personal pride in appearance and behaviour.

Nausea, headaches, tunnel vision in everyday situations.

Recklessness and irresponsibility - generally a “couldn’t care less attitude”.

Refusal to do work or discuss tasks.

Excessive drinking, over or under-eating.

Forgetfulness, preoccupation with problems.




13


The following are some possible causes:

Exhaustion is one of the main causes of burnout. Ask your superior to send in relief

so you can either get out of camp for a few nights or relief can come in to allow

you to have some time off.

Pressure is another cause. Small problems become big problems and are not easy

to solve.

Daily events that pose no problem suddenly become difficult.

After telling the same story 50 times, it becomes difficult to make the story sound

original.

The strain of short-lived relationships with guests. You must put in so much effort to

win guests over and 2 days later they are gone again, only to have to start all over

again with new arriving guests.

Most of the time you are knowledgeable and confident, and suddenly you can

hardly remember your own name, never mind the name of the guests.

Frustration because you cannot do things the way you want to because of the

company rules and regulations.

Self-esteem or lack thereof is another cause. A humiliating remark or complaint

from a guest or your boss, an accident or organizational mess-up can undermine

your authority, even if you have no control over the situation you must bear the

consequences.




14


How to cope with burnout

Recognise the symptoms in yourself and colleagues.

Listen to what others are hinting to you about themselves or about you.

Discuss the problems with your colleagues and bosses. Do not be shy to ask for

help.

Do not try to shift the blame onto others, the equipment or the company.

Try to identify the major sources of frustration and deal practically with these.

Control the urge to be sarcastic or negative towards guests and colleagues.

Take extra care of your duties and responsibilities and constantly think about what

you do.





15


Try to schedule some time alone.

Do something different. Take some pleasant guests on a long walk - anything

different from your daily duties.

Stop drinking for a week or two.

Think positive, be positive, and act positively.

Get together with other colleagues and let off steam, share frustrations and vent

anger together.

Set yourself new goals and challenges. Work positively towards making your lodge

the best in the group.


Date post:	07-Mar-2021
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times

Leadership - WildlifeCampus · 2020. 5. 21. · banking, administration, catering, curio shop,...

Documents