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Engagement

The Employee Engagement Model

We believe that aligning employees’ values, goals and aspirations with those of the business is the best method for achieving the sustainable employee engagement required for both individual and business success.

“Motivation is intrinsic. Meaning employees must motivate themselves and become engaged, but it is up to leadership to create the culture where self-motivation is not only possible but thrives.”

Jeffrey Summers Principal, Summers Hospitality Group

``Never forget that the level of your guest's loyalty is being impacted right this second by the least engaged employee on your staff.``

Jeffrey Summers Principal, Summers Hospitality Group

“You have to build an ‘every guest, every experience, every day’ culture to have long term success.”

Jeffrey Summers Principal, Summers Hospitality Group

“You won't build a better business if you continue to look at your existing business in the same old way.”

Jeffrey Summers Principal, Summers Hospitality Group

“Do you really understand the difference between designing business around how people live vs demanding people adapt to how you do business?”

Jeffrey Summers Principal, Summers Hospitality Group

“I believe your business should be able to see, sense and act on the experiential desires of every Guest at the point of experience.”

Jeffrey Summers Principal, Summers Hospitality Group

“Never forget that the single biggest impact on an employee’s performance is their direct supervisor.”

Jeffrey Summers Principal, Summers Hospitality Group

“Coaching is essential to maximizing individual success and individual success is essential to maximizing your businesses success.”

Jeffrey Summers Principal, Summers Hospitality Group

“If you want better employees, hire better people. If you want better managers, hire better people. If you want a better business, hire better people. Get it yet?”

Jeffrey Summers Principal, Summers Hospitality Group

“The most critical factor in creating sustainable, long-term success is your ability to continuously innovate all five fundamental areas of your business. Failing to do so is the most critical factor in creating your irrelevance.”

Jeffrey Summers Principal, Summers Hospitality Group

“Designing guest experiences based on your own biases is why the Golden Rule has no place in true Hospitality. It's not about treating people how you want to be treated. It's about treating them how they want to be treated.”

Jeffrey Summers Principal, Summers Hospitality Group

“It's time you stopped standing in the way of your own success.”

Jeffrey Summers Principal, Summers Hospitality Group

“They're ALL leadership problems.”

Jeffrey Summers Principal, Summers Hospitality Group

“Hospitality doesn't have to be complicated or showy in order to be meaningful. It simply has to be human.”

Jeffrey Summers Principal, Summers Hospitality Group

“You should only work with people who have successful experience in actually doing what it is you want to do. Everything else is just theory or worse.”

Jeffrey Summers Principal, Summers Hospitality Group

“Technology should enhance the Guest experience, not supplant it.”

Jeffrey Summers Principal, Summers Hospitality Group

“We spend far too many resources on searching for an excuse not to do something that we know would benefit us, rather than just engaging a solution in the first place.”

Jeffrey Summers Principal, Summers Hospitality Group

“As for turnover, when companies start hiring & growing the right leaders, employees will stop leaving for the wrong reasons.”

Jeffrey Summers Principal, Summers Hospitality Group

``Technology that supplants human engagement produces nothing more than transactional experiences.``

Jeffrey Summers Principal, Summers Hospitality Group

“If you can’t sell your products without discounts, you certainly can’t sell them with them.”

Jeffrey Summers Principal, Summers Hospitality Group

“You can’t shrink your way to greatness.”

Jeffrey Summers Principal, Summers Hospitality Group

“We cannot continue to subsidize million dollar mediocrities.”

Jeffrey Summers Principal, Summers Hospitality Group

“The reason most restaurants fail isn’t undercapitalization – it’s that the operator didn’t know what he didn’t know and didn't ask for help.”

Jeffrey Summers Principal, Summers Hospitality Group

“Most operators pay an extremely high ‘lost opportunity tax’ by not maximizing their own potential. This is a businesses single biggest expense and it’s not even on the P&L.”

Jeffrey Summers Principal, Summers Hospitality Group

“You can’t lead if you do not model the change and the values you try to inculcate your business with.``

Jeffrey Summers Principal, Summers Hospitality Group

“It’s not important who you think you are. What’s important is who your guests think you are. In other words, operators don’t create brands – guests do.”

Jeffrey Summers Principal, Summers Hospitality Group

“Cost controls are for maximizing profits, not minimizing losses!”

Jeffrey Summers Principal, Summers Hospitality Group

“Great businesses don’t hire talented people and motivate them, they hire people who are already motivated and then inspire them.``

Jeffrey Summers Principal, Summers Hospitality Group