Meet Chris Roberts | 2023 General Manager Finalist

Welcome to the Stelliers General Manager Finalist Interview Series, where we delve into the dynamic world of hospitality leadership. Join us as we learn more about Chris Roberts, General Manager of DoubleTree by Hilton Guangzhou and Support General Manager Guangzhou and Heyuan Area, as well as his patient and adaptive strategies for navigating the 2023 recovery and beyond.

Can you share a brief overview of your career journey to date?

When I graduated from high school, I honestly did not know what I wanted to pursue in my career. A friend of mine decided to join hotel school, and after a few days of contemplation, I thought it sounded like a great idea, so I decided to join too.

While a career in hospitality wasn’t something that ran in the family, my parents always enjoyed hosting family and friends at our house for as long as I can remember, and we would hold a massive Christmas lunch every year. The day after Christmas (Boxing Day) is my father’s birthday, so the festivities would always continue into the next day with a big BBQ party for my father, using all the leftover food and drinks from Christmas.

My family would find any excuse to host a dinner party, BBQ, or drinks gatherings; be it for birthdays, New Year’s Eve, Australia Day, and more. Over the years, as a child, I found myself always helping everyone, whether it was getting more drinks, clearing plates, or bringing more food. Everyone knew me, of course, as the young son in the house and they always thanked me for my help, even for simply clearing up a dirty plate. Back then, I never realised how much I enjoyed helping people and seeing the smiles on their faces, not to mention the words of thanks and praise. Growing up in this environment, I didn’t realise my passion for making people smile until I began my journey in hotel school.

*My first hotel: Hilton Adelaide as Supervisor*

A few months later, I started working with Hilton, and it all came naturally to me. Last month marked my 30th year of working with Hilton Hotels across Australia and Asia, and I have loved every minute of it. I look forward to what the future will bring!

What challenges have you faced throughout the 2023 recovery, and what best practices can you share with us for facing such challenges?

Restoring standards is easily the biggest challenge post-COVID. The pandemic forced us to halt or adapt numerous standards, a trend evident not only in my hotel but also in many other hotels that I’ve had the opportunity to visit.

The best practice for this situation is simple: keep striving for perfection. We must persist until our standards are fully reinstated. Maintaining consistent communication, particularly with our regular guests whose expectations we know well, is paramount. This journey to reinstate standards has, at times, felt like an arduous battle. However, as we enter Q4, there’s a sense of returning to a more familiar rhythm. Persistence and patience have been key, alongside an uncompromising attitude. Just as our guests don’t want to hear excuses for subpar service, so should we refrain from making excuses.

*General Manager Luxury Development Program*

What best practices do you follow with regard to hiring and retaining talent?

Recruiting people is one of the most important, if not the most important task in hospitality. It is people who deliver hospitality and, even today, that service remains something that AI and robotics are many years away from being able to match – in addition to the personalisation that we, as humans, bring to the table.

Personally, I like to be actively involved in the recruitment process for all positions, ranging from senior to middle managers, sometimes even for specialised roles like chefs or baristas. Predominantly, what I look for is passion for their chosen profession. If I can’t see their passion during the interview, I’m sure I won’t be seeing it in the workplace.

Retaining talent is difficult. We all focus on training and developing our people, which often makes them appealing candidates for competitors. This reminds me of a quote I read from Sir Richard Branson, the owner of Virgin Group, a few years ago:

“Train people well enough so they can leave, treat them well enough so they don’t want to.”
Richard Branson

I consistently strive to embody this principle and maintain close contact with our team members at all levels. I regularly meet with them, either as a group or individually, just to ask how they are and how I can help them. Sometimes, team members may not explicitly ask for help, but I believe the mere act of my consideration is enough to boost their day.

How have guest expectations changed in 2023, and how have you addressed the change?

To be honest, the rollercoaster ride in the hospitality industry that we have all experienced over the past few years during the COVID-19 pandemic has, in a way, continued into 2023, particularly concerning the China market.

*Team Building at Waldorf Astoria Shanghai*

We all experienced the surge in business from Spring Festival this year, as COVID restrictions were lifted and people were once again able to travel for business, family reunions, leisure, or simply the desire for ‘revenge travel’. I think it is fair to say that, during the first quarter of the year, guests were generally content with being able to travel again and thus had relatively low expectations. However, as the year progressed, this sentiment evolved, and guest expectations have returned to pre-pandemic levels, seeking high levels of service and facilities.

While the lodging sector remains robust in most markets across China, we are observing a decline in the food and beverage sector. Guests are not as keen to spend big in restaurants, cafes, or bars, suggesting that many people are conserving their money and saving for what appears to be an uncertain end of the year and 2024 ahead. Average guest checks are decreasing, both for social dining and also for meetings and events.

Managing these dynamic changes from the start of the year requires a firm commitment to service and a flexible view on strategies. The market landscape has been shifting as the year progresses, with some even noting the difficulty of predicting what the market will be doing tomorrow, let alone the conditions in a month’s time. Therefore, clear and confident communication with our team, regarding the trends as they evolve, has been my main approach. I have initiated some of our strategy adjustments, but many have arisen from our team as they often know the market better than anyone.

Patience is also important in these unpredictable times. Be patient when attempting to understand the trends and, while current trends may not be overly positive, they aren’t unfavourable. China has weathered many financial storms in the past, so we can have some confidence in knowing that this will soon pass, and brighter days are on the horizon.

*Waldorf Astoria Luxury Development Program*

What book or podcast have you recently read / listened to that inspired you?

I am currently reading Unreasonable Hospitality by Will Guidara. I have not quite finished it yet, but it pertains to some very inspiring ideas on service and how to ‘wow’ guests in any situation.

What is a motto that you live by?

This one is easy: I always follow the phrase, “Carpe Diem”. This is Latin for “Seize the Day”, signifying the importance of living life with no regrets and taking every opportunity you can. I first encountered this phrase from my favourite movie ‘Dead Poets Society’, starring the late Robin Williams. This film has been a continued source of inspiration for me ever since I was a teenager.

View the Full Finalist List for Stelliers 2023