There are growing concerns over behaviours post-pandemic...and more desire for those who can excel. The solution is easy.

It is almost on a daily basis that we receive reports of poor behaviours being shown across all markets and disciplines. This, in turn, has raised an awareness that there is a clear link between those who are able to excel and good behavourial traits. It is argued that one can tell who will do well from the way they treat others and are able to communicate effectively under pressure.

This is one of the reasons as to why sports players are often admired; they are often able to keep calm and have humour in even the most tense of scenarios.

Although many blame the pandemic for the fall in behaviours, the reality is that this has been long in the making. Fewer companies possessed strong values, cultures and visions pre-pandemic and it naturally eroded how many would behave. It is coming to the fore now as many are demanding a higher benchmark as we rebuild.

In 2018, EP ran a campaign to promote the idea of companies using sports players within their businesses to help develop the mental approach of teams plus help build stronger cultures. It was an idea which resonated with many but in fairness, was seen as arguably too radical an idea. However, the core problem was accepted and recognised. The same truth holds true. The need is to raise the bar.

At worst, the campaign created a good debate. At the heart of the discussion lies two accepted truths: Could sports players help do this or can companies themselves now make that step change?

· Excellence and behaviours are linked.

· Coaching lies at the heart of business excellence and culture.

It is no secret that leadership is difficult. It does require empathy and learning. Hospitality has long excelled in having leaders with certain behavioural traits that enable them to connect with all kinds of people and get the best out of them. These traits, which range from the ability to listen and seek other people’s views to having an appetite for continuous learning and development, can be defined as ‘behavioural excellence’. These go hand in hand with high levels of emotional intelligence.

There is madness when one considers how many young talents are afraid of failure and feel unable to express themselves.

Leaders who demonstrate behavioural excellence have gravitas and command respect from their colleagues. They are also highly flexible in their approach and can quickly adapt to different people and different situations. This helps them to connect with all kinds of people, build relationships and achieve the results they need, ethically and with integrity.

Too often, there are too few in senior positions who walk the talk. Too many in recent times have become more siloed within corporate structures and hidden behind processes.

It is no coincidence that L&D budgets fell by over 50% in relative terms between 1998 and 2018. Companies did not develop talent as was once the case and it was the development plans which created the success of the 90s and 00s. How many strong leaders emerged from the Forte business in the 80s and 90s?

As all rebuild, there needs to be once again a focus on:

· Growth mindsets - a desire to listen and learn

· Strong value sets

· Strong cultures which engage teams.

· Strong behaviours which care for guests and clients first.

It is only the heart of hospitality so should be easily accepted. The question is how best to achieve?