Follow the Light: Leading Our Industry Back to Shore
How the Landmark Inn’s employee-centric approach helps build a team of people leading the industry back to shore after a stormy three years
By: Katie Frankhart
Stefanie Congdon once considered herself what industry veterans call a “Lobby Lizard.” The General Manager would spend busy evenings at the Landmark Inn around the front desk, welcoming guests, and shaking hands while exchanging friendly chit-chat. But after the general manager of the historical hotel helped to lead it through a three-year pandemic, her greeting tactic changed: now it’s her employees who she greets and checks in on first.
“The customers remain important, but it doesn’t matter how many rooms we sell if we don’t take care of the people cleaning the rooms and helping us run the business.”
Congdon shares with fellow operators and Michigan Restaurant & Lodging Association (MRLA) members how strong leadership and the willingness to adapt to new challenges have helped strengthen her team and retain valuable employees while leading the historical hotel through its most turbulent times, transforming it into an employee-centric organization.
“The customers remain important, but it doesn’t matter how many rooms we sell if we don’t take care of the people cleaning the rooms and helping us run the business.”
Congdon shares with fellow operators and Michigan Restaurant & Lodging Association (MRLA) members how strong leadership and the willingness to adapt to new challenges have helped strengthen her team and retain valuable employees while leading the historical hotel through its most turbulent times, transforming it into an employee-centric organization.
“The main focus should always be employees.”
The Landmark Inn general manager says she speaks for many hotel operators when she says that staffing has been the most challenging part of the COVID-recovery period. One thing the pandemic made anything clear about running a successful business: the primary focus should always be on employees.
“Just like Mr. Marriott taught us — keeping our staff happy will keep our guests happy, and they will come back over and over again!”
As an operator, Congdon believes that all of the small things impact overall happiness and business success; this goes beyond building a coffee shop that stays stocked with complimentary coffee, flavoring, creamers, teas, and soft drinks, although the Landmark Inn does offer that for employees.
“Landmark is now fully staffed, but that didn’t happen easily,” she recalls of building their team. “We used every tactic out there to attract good help. We revisited our benefits programs, ensured we were paying at the top of the pay scale, sent out press releases, and advertised positions in newspapers, social media, and even the evening news.”
Operators conducted job fairs and offered a recruiting bonus to existing staff, but Congdon insists that building a team of valuable employees doesn’t stop at recruiting.
“Once you get people in the door, you must set a stellar impression right from the beginning. We have rethought our hiring, onboarding, and orientation processes. We also ensured clear and concise training was in place and provided regular performance feedback.”
Congdon says that, most importantly, operators must lead with an open mind to recognize staffing opportunities and celebrate talent.
The Landmark Inn general manager says she speaks for many hotel operators when she says that staffing has been the most challenging part of the COVID-recovery period. One thing the pandemic made anything clear about running a successful business: the primary focus should always be on employees.
“Just like Mr. Marriott taught us — keeping our staff happy will keep our guests happy, and they will come back over and over again!”
As an operator, Congdon believes that all of the small things impact overall happiness and business success; this goes beyond building a coffee shop that stays stocked with complimentary coffee, flavoring, creamers, teas, and soft drinks, although the Landmark Inn does offer that for employees.
“Landmark is now fully staffed, but that didn’t happen easily,” she recalls of building their team. “We used every tactic out there to attract good help. We revisited our benefits programs, ensured we were paying at the top of the pay scale, sent out press releases, and advertised positions in newspapers, social media, and even the evening news.”
Operators conducted job fairs and offered a recruiting bonus to existing staff, but Congdon insists that building a team of valuable employees doesn’t stop at recruiting.
“Once you get people in the door, you must set a stellar impression right from the beginning. We have rethought our hiring, onboarding, and orientation processes. We also ensured clear and concise training was in place and provided regular performance feedback.”
Congdon says that, most importantly, operators must lead with an open mind to recognize staffing opportunities and celebrate talent.
“Learn your employees’ strengths, dreams, and aspirations, because you can likely find a way to help them achieve their goal or utilize a skill they already have while helping your property be more successful in the meantime.”
During a recent interview for the Inn’s shuttle driver position, Congdon recognized that, while the candidate’s schedule wasn’t an ideal fit for the position, his other skills made him an ideal fit for the team.
As it turns out, he had experience fixing kitchen equipment. A few weeks later, he joined the team as the newest member of the maintenance department.
“It wasn’t a position that was even posted, but it will certainly help things run smoother, and now he gets to do something he’s good at. We also cross-trained him as a shuttle driver in case someone needs a vacation or time off, which is helpful operationally.”
Congdon says this approach is a win-win for everyone. And most importantly, it means that the Landmark Inn team gets to do what they do best every day.
“We celebrate the strengths each person and employee brings to the table. They are more talented and motivated than you think. Once you open the door to their creativity and ideas, you will be surprised at the talent you already have on hand. If someone on staff is an aspiring writer or journalist, we let them write our newsletter and handle press releases. These people are more than just a waitress or a cook. They have talents and dreams just like you.”
During a recent interview for the Inn’s shuttle driver position, Congdon recognized that, while the candidate’s schedule wasn’t an ideal fit for the position, his other skills made him an ideal fit for the team.
As it turns out, he had experience fixing kitchen equipment. A few weeks later, he joined the team as the newest member of the maintenance department.
“It wasn’t a position that was even posted, but it will certainly help things run smoother, and now he gets to do something he’s good at. We also cross-trained him as a shuttle driver in case someone needs a vacation or time off, which is helpful operationally.”
Congdon says this approach is a win-win for everyone. And most importantly, it means that the Landmark Inn team gets to do what they do best every day.
“We celebrate the strengths each person and employee brings to the table. They are more talented and motivated than you think. Once you open the door to their creativity and ideas, you will be surprised at the talent you already have on hand. If someone on staff is an aspiring writer or journalist, we let them write our newsletter and handle press releases. These people are more than just a waitress or a cook. They have talents and dreams just like you.”
"Enjoy the beach!"
Celebrating your team’s successes, recognizing a job well done, a pat on the back for staying up late or picking up that extra shift — that’s only part of being a cheerleader for your team, Congdon says.
The true spirit of support comes from prioritizing employees’ overall well-being, which means recognizing them as people with lives outside of work and respecting the boundaries that come with that.
After two Covid-stolen years and summers, Congdon says few people in the hospitality industry have had time to enjoy life off the clock; she wanted 2022 to be different for employees at the Landmark Inn.
The Marquette-based hotel, which overlooks the shores of Lake Superior, adopted the summer motto, “enjoy the beach!”
“We celebrate being fully staffed and make sure we take time to enjoy all Marquette has to offer. I know people who have not had vacations since pre-pandemic times. We encourage our Team to take their hard-earned vacation time, and we try hard to give people their dream schedules.”
But operators at Landmark Inn recognize that a day at the beach can’t chase away all of life’s stressors, a list of which has grown since the pandemic.
“It is important that we recognize the impact that the shutdown had on the lives of those in our industry,” Congdo urges. “Hotels and restaurants were shut down, staff was labeled ‘unessential’ and laid off. People had to figure out new survival tactics — finding child care and a new way to teach their kids, struggling to pay bills. Some of us lost loved ones. It was rough.”
In response, the Landmark Inn established new ways to support employees’ overall health, like contributing to employee memberships at the local YMCA and creating the Landmark Inn Health and Wellness Resource Center. The on-site resource center gives employees access to a computer, self-help books, a binder with various support resources, and even a UV “Happy Lamp” to offer vitamin D boosts through winter's dark days.
“We truly value our employee’s humanity, so we offer these different resources and forms of support because we want them to be healthy in both mind and body.”
Celebrating your team’s successes, recognizing a job well done, a pat on the back for staying up late or picking up that extra shift — that’s only part of being a cheerleader for your team, Congdon says.
The true spirit of support comes from prioritizing employees’ overall well-being, which means recognizing them as people with lives outside of work and respecting the boundaries that come with that.
After two Covid-stolen years and summers, Congdon says few people in the hospitality industry have had time to enjoy life off the clock; she wanted 2022 to be different for employees at the Landmark Inn.
The Marquette-based hotel, which overlooks the shores of Lake Superior, adopted the summer motto, “enjoy the beach!”
“We celebrate being fully staffed and make sure we take time to enjoy all Marquette has to offer. I know people who have not had vacations since pre-pandemic times. We encourage our Team to take their hard-earned vacation time, and we try hard to give people their dream schedules.”
But operators at Landmark Inn recognize that a day at the beach can’t chase away all of life’s stressors, a list of which has grown since the pandemic.
“It is important that we recognize the impact that the shutdown had on the lives of those in our industry,” Congdo urges. “Hotels and restaurants were shut down, staff was labeled ‘unessential’ and laid off. People had to figure out new survival tactics — finding child care and a new way to teach their kids, struggling to pay bills. Some of us lost loved ones. It was rough.”
In response, the Landmark Inn established new ways to support employees’ overall health, like contributing to employee memberships at the local YMCA and creating the Landmark Inn Health and Wellness Resource Center. The on-site resource center gives employees access to a computer, self-help books, a binder with various support resources, and even a UV “Happy Lamp” to offer vitamin D boosts through winter's dark days.
“We truly value our employee’s humanity, so we offer these different resources and forms of support because we want them to be healthy in both mind and body.”
"Employee morale is at an all time high."
Never stop hiring, even once you’re fully staffed — that’s what Congdon says is the trick to maintaining a consistent talent pipeline for a strong pool of employees. From there, invest in their futures within your business.
“Don’t shut down your job postings because the positions are all filled, and stay in touch with candidates who impressed you,” she urges. “That way, if a change happens, it’s an easy move to reach out to one of those people and make an offer.”
Lately, many staffing changes at the Landmark Inn result from employees growing into new roles thanks to leadership training. Congdon and her team ensure employees who advance as leaders gain basic leadership skills, like safety and integrity, and learn critical tactics to make their jobs easier, like task delegation, goal setting, and team training.
“A lot of leaders earned promotions during the pandemic and the following months. While they earned more money and a new hat to wear, nobody really taught them how to be a leader,” says Congdon. “Leadership comes naturally to some of us, but it is important that we continue to teach and mentor even the strongest people on the team.”
Never stop hiring, even once you’re fully staffed — that’s what Congdon says is the trick to maintaining a consistent talent pipeline for a strong pool of employees. From there, invest in their futures within your business.
“Don’t shut down your job postings because the positions are all filled, and stay in touch with candidates who impressed you,” she urges. “That way, if a change happens, it’s an easy move to reach out to one of those people and make an offer.”
Lately, many staffing changes at the Landmark Inn result from employees growing into new roles thanks to leadership training. Congdon and her team ensure employees who advance as leaders gain basic leadership skills, like safety and integrity, and learn critical tactics to make their jobs easier, like task delegation, goal setting, and team training.
“A lot of leaders earned promotions during the pandemic and the following months. While they earned more money and a new hat to wear, nobody really taught them how to be a leader,” says Congdon. “Leadership comes naturally to some of us, but it is important that we continue to teach and mentor even the strongest people on the team.”
Overall, Landmark’s employee-centric approach is an investment that continues to reciprocate for business — and their retention rates alone are proof. Through the pandemic, the inn managed a 27 percent retention rate, maintaining 21 of their 78 employees, and their monthly retention rate for the year is 97 percent.
Congdon says they celebrate the fact that many employees have been with Landmark for more than 20 years and 16 percent of the team has been here for more than seven years.
It’s clear they’re doing something right.
“Employee morale is at an all-time high,” Congdon says proudly. “I’ve never had the pleasure of working with such a motivated and excited group of people. Everyone is open to sharing ideas and improvement opportunities, and they help to implement change.”
Congdon says they celebrate the fact that many employees have been with Landmark for more than 20 years and 16 percent of the team has been here for more than seven years.
It’s clear they’re doing something right.
“Employee morale is at an all-time high,” Congdon says proudly. “I’ve never had the pleasure of working with such a motivated and excited group of people. Everyone is open to sharing ideas and improvement opportunities, and they help to implement change.”
As a member of the Michigan Restaurant & Lodging Association, you have access to resources and support to ensure your business is equipped to adapt to new challenges as our industry continues to find its way back to shore after a stormy three years. Start building and strengthening your team by visiting our website for staff trainings, legal advise from industry experts, information about apprenticeship programs, discounts on everyday services, and so much more.
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