2020 General Manager Finalist Interview, featuring Stephan Kapek
Stephan Kapek is the Area General Manager of China World Hotel, Beijing and a General Manager finalist of Stelliers 2020. Born in Germany, Kapek left his hometown at a young age to embark on a 30-year long career in the hospitality industry that saw him working in Monte Carlo, London, Paris, Dubai, Manila and Cebu to name a few. Beginning his career as an elevator boy, this interview shares some of the key turning points that have led Kapek to his current role where he finds himself leading his team through the pandemic in Beijing, China.
1. Describe your childhood and upbringing. Where and when did your initial interest in hospitality begin?
I was born and raised in Berlin (West Berlin at the time), during one of the most exciting times in German history. I’ve always had a knack for hospitality. When I was 12, my first summer job was at a family friend’s Italian restaurant. At the age of 14, I cooked and served underprivileged children at a summer camp in Sweden every school holiday.
My grandfather worked at a five-star hotel in Berlin as their Doorman and got me my first traineeship at the very same hotel as their elevator boy. After I concluded my apprenticeship, I landed a job in Monte Carlo, kickstarting a career in F&B at multiple noteworthy five-star hotels. I worked my way up and travelled across the globe, from Monte Carlo to London, Paris, Oman, Abu Dhabi, Dubai, Manila, Cebu and Beijing.
2. Was there a particular key turning point in your career that contributed to your success today?
There were many important milestones and turning points in my career, but two in particular come to mind.
One was when I decided to leave my hometown and work abroad. Right after my apprenticeship in Berlin, I embraced the unknown and moved to Monte Carlo, embarking on a 30-year long career away from home. Whilst many of my fellow hospitality cohorts settled right into work, I remained curious and persistent in getting experience outside of my comfort zone. The following years were extremely challenging, but they were also the most rewarding times.
The other turning point was when I joined Shangri-La. Working for a company that is both the operator and owner of the property was such a refreshing experience, I enjoyed the change in mindset and used the experience to learn and expand my skillset.
3. COVID 19 has been (and still is) an immense challenge for the hospitality sector, can you share how you decided to lead your team and the property through this period?
As Shangri-La persevered through SARS in 2003, we had experience and were well-prepared at the beginning of the crisis. Our philosophy and guiding principles are to ensure the safety of our colleagues and guests. To achieve this objective, we introduced many initiatives, including raising hygiene measures, supplying protective equipment to our staff and rostering in separate teams to minimise cross exposure. We also asked all of our staff if they would like to move into the hotel so they can feel more comfortable and avoid exposure during their daily commute.
Many of the initiatives were then adapted company-wide, with the introduction of the Shangri-La Cares program. The program reinforces our commitment to our guests and our distinctive Asian hospitality as we welcome guests back to our properties. We remain humble and true to our founding ethos - to do our utmost to take care of people.
Once we ensured that all staff and guests were in a safe environment, we looked at new business opportunities. As our offline business dwindled quickly after the pandemic, we found new ways to bring in revenue through culinary delights via numerous online platforms in China.
We adapted quickly to the changing landscape by offering old favourite dishes and even pioneered “cook at home” packages. In addition, we used this time to refresh and renew our core offerings.
After 30 years in operation, we created a new Summer Palace menu, honouring its past success and building on the new developments on the culinary side. We have also launched new gourmet dining experiences, including a themed afternoon tea and a collaboration with Italian luxury brand GIADA to launch the GIADA Club, a branded luxury retail and dining space, launched in October.
4. What is a book, podcast, or media resource that you have recently read / listen to regularly that inspired/inspires you?
The hospitality industry is all about people and coupled with my interest in social psychology, I would recommend the book Thinking, Fast and Slow by Nobel Laureate Daniel Kahneman. It is a book that I have read and listened to numerous times because it sets me on a path to discover more efficient and better ways of understanding both people and myself.
5. What is the motto that you live by?
“Treat people the way you would like to be treated.” I respect every job in the hospitality industry, from housekeeping to management. For me, everyone is the same and anyone can call me by my first name.