How Conrad Revolutionize The Hotel Industry

At 4:00, it is evident that Conrad Hilton planted his personal sense of hospitality.

He said, " It isn't just the building that makes a good hotel. It isn't fancy chrome trimming in the bathrooms, or delicate crystal on the dinning room table. It isn't even service alone. It is the warmth, deep, more human thing than any of these. It's in sincerity, and hospitality - the glowing, living thing that people feel the minute they cross the threshold."

Conrad Hilton strong implementation of true hospitality has been communicated through all his hotel, such that every of his hotel have motivated staff and provide great value for the guests. Conrad Hilton has changed the new meaning of hotel since his times, that has been an important and great learning model for all the hotels or even the hospitality industry today.

Hilton: A true Leader

Relating Conrad  Hilton with what we have learned about a good leader,

Hilton has motivate his people to continue to do their best, taking on a coaching role by often talking to them and finding what is wrong or right that they are doing. 

He also exploit opportunities that comes his way, by continuing to buy over hotels relentlessly to expand his business. 

Being in the hospitality industry or any other industry, it is inevitable that there would be no changes at all. 

Conrad was always ready to anticipate changes that would be coming. 
He was a smart leader who focuses on achieving the best result through motivating his people and continuous improvement in service for the customers

Empowering workers also involves disciplining and correcting wrong behaviours. This would therefore lead the organization toward its objectives, which is being good at what they do.

Conrad Hilton's Leadership Styles & Traits

Hilton is a transformational leader who provide stimulation and individual examination. His key traits were determination, visionary, risk taker, tenaciousness, dedication, energetic, caring, conscientiousness, motivation, persistent, and ambitious.

Conrad's business faced troubles at first, incurring losses and running into debt. But with determination, he trusted on his ability, started over again and bought his first hotel outside Texas in San Francisco. He then set a goal to build a hotel every year.

Hilton's management style is that he believes that anyone in the organization can be a manager one day, therefore he employs the laissez-faire management style. He hired capable managers and allowed them to make important decisions regarding hotel policies. He also encourages and supports his staff to achieve the goals of the hotel, which is to give excellent service for the guests staying in the hotel. He is a people-oriented leader, who would personally ask his employees for their opinions about their work and the company. This lets his people know that they are actually valued, appreciated, and not unseen.

His way of treating people fairly inspired others to follow suit, as they knew what kind of leader he was. Hilton also empowered them to make the right decision for the hotel.

In regards to visionary and conscientiousness, he used good quality building materials that didn’t require repair and maintenance, so as to build a good quality building and save a lot of future expenses on maintenance.

Conrad Hilton was an innovator, first applying practices now used industry-wide in hotel management. For example, he was one of the first hoteliers to use an inter-hotel reservation system and set the standard for the mass-purchase of soap, matches and all hotel room items.

Biography of Conrad Hilton, Founder of Hilton Worldwide

History:

Conrad Hilton was born in San Antonio, New Mexico. He was a American with a German descent. He grew up with 8 siblings.

He is the founder of Hilton Hotel and it started from because he could not buy a bank in texas, therefore he decided to buy a hotel instead. The business was really good that he change dining rooms into rooms for guests. Business was good and well until the economic downfall, he was nearly forced to being bankruptcy but was kept to being a manager instead. He later got back at the hotels that he nearly lost and continued buying more.

His company is now doing well that currently the organization has 3,897 hotels with over 642,000 rooms in 91 countries.

Hilton Worldwide