Insights Type: Articles

HSMAI is pleased to honor Dan Surette with the Career Achievement in Sales Award at the HSMAI Sales Leader Forum on November 13th in Washington, DC.  

Surette joined Omni, where he is the Chief Sales Officer, in August 2017. Prior to joining Omni, he worked at Starwood Hotels & Resorts Worldwide, Inc. for more than 15 years where he served as the vice president of North America sales and field marketing. Surette attended Johnson & Wales University where he earned a degree in hospitality management. Throughout his career, Surette has been a member of several leading professional organizations, including HSMAI.  

HSMAI staff had the pleasure of talking with Surette about his career and HSMAI, read on for the interview.  

1. How did you get involved with HSMAI? What impact has your association with HSMAI had on your professional development?   

When I was just starting my career, I was transferred to the Sheraton Washington Hotel DC where I began my second job in the industry and still learning how to be a Sales Manager. The HSMAI Chapter was strong in DC, so I started attending the monthly meetings. It was a safe place for me to be around peers who were in similar stage in their career. While it was intimidating at times, it was also so helpful to be around others which much more experience.  

2. Can you share a bit about your journey and experiences that have shaped your expertise in this area, and how they inform the perspectives and insights you’ll be sharing during your session?  

I was fortunate to work in different roles across my career that helped shape my knowledge and growth in the industry. I moved from a smaller resort, to a convention hotel, to global sales, to sales leader, area/regional leader to corporate leader. Each of these stretched me and helped me learn and grow. There were so many mentors and coaches along the way to guide me, and I would not be where I am today without them.

3. What core philosophy has driven your career to date and how has this philosophy developed over time?  

I have always had energy and enthusiasm – sometimes too much! Over the years I have felt that positive energy is important with teams, and I try to find the positives and look to build people up whenever I can. Having been in situations where I was not supported or asked to have an opinion or not encouraged, it can eat away at your confidence and in the end happiness in the role. We need to give our teams a voice, allow them to make mistakes and assist them to grow and chart a path forward.  

 4. Could you share a piece of career advice or habits you think are important for rising leaders? 

I try to stay connected with my teams and the business as much as possible. Don’t fly too high, as it is important to understand what is happening, how they are doing, and what they need from you to be more productive and successful. Know your business and know your people.  

5. Could you share any details about upcoming projects or initiatives you’re looking forward to?  

We are working on some new sales performance and visualization tools. I’m very excited to see how we implement the platform and how quickly it will have an impact on seller production and incentives. I’m also interested to see how AI can be used for us as an organization more effectively and curious to see how it grows in our industry over the next 12-36 months.  

6. How do you see the role of technology evolving in the hospitality industry, and what steps are you taking to stay ahead of these changes?  

Technology continues to evolve for our industry. As I said, AI is not going away, and we are staying close to understand how it can help us from a process and efficiency standpoint. At the same time, we need to learn how to make sure our brand and hotels are optimized to be displayed in consumer and event searches, for example.  

7. What does receiving the HSMAI Award for Career Achievement in Sales mean to you?  

I was really taken back when Juli called. I have been to many of these events and watched leader after leader who I looked up to and respected be recognized like this. I’m still not sure I have made the impact that the recipients before me have achieved, but I am truly honored to be receiving this tremendous recognition from HSMAI.  

Industry events and tradeshows offer unique opportunities for organizations to connect with potential clients, strengthen relationships, and stay updated on market trends. To make the most of these opportunities, it’s essential to approach them strategically. This topic is among the many insights covered in The Hotel Sales Playbook: Winning Strategies for Success, the study guide for HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification. 

Below, we share excerpts from Chapter 5: Managing the Sales Function, contributed by Bob Anderson and Chris Hardy, CRME. 

1. What is the purpose or theme of the event?  

• Does this purpose or theme align with your goals and objectives?  
• How can you connect your organization to this theme in a positive manner?  

  2. Do the math: What is the total investment required and targeted return needed to justify the effort?  

• Attending: Cost of registration, travel, lodging, meals, and entertainment  
• Exhibiting: Cost of pre-show marketing, booth rental and space, shipping, labor, and other ancillary expenses  
• Time away and lost opportunities displaced from the property  
• Is the risk worth it? Are there practical ways to invest the required time, energy, and capital to develop your team and reach your goals?  

3. Who is attending?  

• Will you have access to a pre-registration list with demographics, titles, etc.?  
• Will there be new prospects to connect with?  
• Will there be current customers to build relationships with?  
• Will there be beneficial industry insights and educational opportunities?   

4. Who is exhibiting?  

• Will there be prospects to connect with?  
• Will there be vendors that have products and services that might benefit you and your team?  
• Will there be competitors that you should learn more about?  

5. Who are the featured speakers?  

• Do they have knowledge that will benefit you or your team?  
• Are there thought leaders with whom you want your team to connect?   
• Can you present or be on a panel to gain exposure to the audience? This is one of the most essential leadership skills you should develop. Learn to present, tell your story, and build your personal and professional brand.  

  6. Who from your team should attend?  

• Attending: Top producers, team members not reaching their numbers, new team members, or all of them?  
• Exhibiting: Select sales professionals who will represent you and your organization in a positive light.  

 7. What will the sales and marketing activities of your team be?  

• Pre-attendance sales and marketing activities (advertising, website listing, and inclusion in show promotions) to drive awareness of your participation.  
• On-site sales activities, quality lead capture contests, in-booth key account appointments, and other actions can isolate new sales opportunities.  
• There should be a consistent message of what your property or group of properties do to help customers. Train sellers to be storytellers, not just features and benefits pitchers.  
• Create a schedule of who will work the show, booth, or attend events so every team member is crystal clear on who is doing what, why they are doing it, and when it needs to be done.  
• Make sure that there is enough collateral available to provide to new prospects.  
• Establish post-attendance goals, actions, and activities. Holding the team accountable for lead follow-up is the challenge after any kind of event. Ensure salespeople have a plan, a system, and the tools to follow up with the newly discovered business opportunities appropriately.  
• Manage the exhibition plan, the process, the follow-up, and ultimately, the ROI for the event. Develop a post-exhibition evaluation report to determine what went well and if you want to participate in the event in the future (and why or why not). Use your CRM to track leads generated at the event and any booked business.  

HSMAI Global’s Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies. The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.  

Approved applicants will receive a digital copy of the study guide, The Hotel Sales Playbook: Winning Strategies for Success, and complete an online examination covering essential functions of hospitality sales.

Exceptional hotel sales teams consistently exceed revenue targets, foster strong customer relationships, and drive business growth. The specific qualities that set these teams apart are among the many topics covered in The Hotel Sales Playbook: Winning Strategies for Success, the study guide for HSMAI Global’s new Certified Hotel Sales Leader (CHSL) certification.

Here we share excerpts from Chapter 4: Building and Retaining a High-Performing Sales Team, contributed by Heidi Gempel.

What Makes a Sales Team High-Performing? 

By focusing on these six critical factors, organizations can build and retain a high-performing sales team that drives business growth and achieves long-term success.

1. Empathy

Empathy is essential for understanding clients’ needs and building strong relationships. Sales teams that practice empathy can better address customer concerns and provide tailored solutions, leading to increased customer satisfaction and loyalty.

2. Creativity

Creativity allows sales teams to develop innovative strategies and solutions. By thinking outside the box, they can identify unique opportunities and approaches that differentiate their offerings from competitors.

 3. Curiosity

Curiosity drives continuous learning and improvement. Salespeople who are curious are more likely to stay informed about industry trends, new products, and customer preferences, enabling them to provide valuable insights and recommendations.

 4. Efficiency & Productivity

Efficiency maximizes team productivity. Effective sales leaders optimize their team’s workflows, implement streamlined processes, and leverage technology to automate administrative tasks. By eliminating inefficiencies, they enable their sales team to focus on revenue-generating activities like building client relationships and closing deals.

 5. Short Feedback Loops

Short feedback loops enable quick adjustments and improvements. Regular feedback helps sales teams identify areas for improvement, refine their strategies, and respond promptly to market changes and customer feedback.

 6. Effective Processes, Procedures, Systems, and Technology

Having effective processes, procedures, systems, and technology in place ensures that sales teams operate smoothly and efficiently. Their sales process leverages technology tools such as customer relationship management (CRM) systems, automated reporting, and data analytics to manage leads, track performance, and facilitate communication and collaboration.

HSMAI Global’s Certified Hotel Sales Leader (CHSL) certification is designed to recognize the expertise of hotel sales leaders, emphasizing the most up-to-date sales and commercial principles, practices, and strategies.

The CHSL certification is tailored for hospitality sales leaders who are proficient in leading high-performing teams, demonstrating overall commercial acumen, applying best practices in hotel sales to drive revenue growth, and more.

Approved applicants will receive a digital copy of the study guide, The Hotel Sales Playbook: Winning Strategies for Success, and complete an online examination covering essential functions of hospitality sales.

Tayla Hull, National Sales Manager, The Cosmopolitan of Las Vegas, HSMAI Rising Sales Leader Member  

As sales leaders it is easy to assume that our “why” or our only motivation to do good work is to close business and to reach our quotas. But there is so much more to our jobs. To be truly effective, we need to discover what else motivates our teammates and use that to contribute to our team’s success. Beyond our own sales team, collaborating with other departments can help us to make a sale, create a unique experience for a guest, or find new ways to elevate the brand. 

Motivating your peers involves leveraging individual strengths and fostering a supportive environment. For instance, if you recognize a colleague’s creativity, you can involve them in tasks that require innovative thinking, thereby energizing them and enhancing team performance. Additionally, organizing friendly competitions, such as prospecting week challenges, can boost motivation by tapping into the natural competitive spirit of salespeople.  

Inviting other departments to collaborate on unique tasks or sales initiatives helps increase overall performance and increase companywide engagement. It’s important to approach other departments with clear goals and a sense of how this benefits them to avoid risking the perception that you are simply generating a new task for them. 

One effective approach is to involve departments like the front desk or housekeeping in regular meetings, where you discuss both wins and challenges. This communication helps them feel like part of the team and see how their work ties more “big picture” issues. Sending out memos to inform all departments about upcoming client visits and acknowledging their efforts in person can foster a sense of teamwork. For remote teams, setting up office hours and quarterly health check sessions can help make sure everyone understands the impact of their contributions. Customizing incentives to match employee preferences, like offering lottery tickets to housekeepers, can also drive engagement and productivity. 

Further Reading 

• 7 ways company leaders can inspire team collaboration | Switchboard 
• Leading Peers – Motivating People Effectively, Without Authority (mindtools.com) 
• How To Lead A Team When You’re Not The Boss: 10 Tips That Won’t Alienate Your Coworkers (forbes.com) 
• How to Influence Without Authority in the Workplace (hbs.edu) 

Questions for Your Team 

1. How do you help keep your immediate team motivated without being the leader of the team? 
2. How do you invite/inspire other departments (catering, revenue, marketing, F&B, front desk, concierge) to collaborate with you on unique tasks or sales initiatives? 

Celeste Headlee will be kicking off our Sales Leader Forum conference on November 13 in Washington DC. Celeste is an award-winning journalist, professional speaker and the author of We Need to Talk: How to Have Conversations That Matter and Do Nothing: How to Break Away from Overworking, Overdoing, and Underliving. She is the host of “Women Amplified,” a podcast from the Conferences for Women, the largest network of women’s conferences in the nation, drawing more than 50,000 people to its annual events. Celeste is also the president and CEO of Headway DEI, a non-profit that works to bring racial justice and equity to journalism and media through targeted training and interventions, and she serves on the board of the National Center for Race Amity.

HSMAI staff had the opportunity to interview Celeste about her upcoming keynote address.

Q&A with Celeste Headlee

1. To start, could you give us a brief overview of your session at Sales Leader Forum?

My session will focus on communicating in a post pandemic world. I’ll address the challenges of communicating in a world in which people are often tired and stressed, as well as the fact that we are often blind often to the areas in which we need to improve our own communication skills. Research shows that most of us tend to blame other people when communication goes awry, which means that we are missing those signs. There are skills that we can improve in order to be better communicators.

One of the key takeaways will be how important it is to have authentic communication that happens either in person or over the phone. We will talk about the effect that digitally mediated communication has on all of us, including e-mail, slack and video conferencing – and why we should limit the use of those tools and embrace the phone more. And I’ll use evidence backed up by science and research to show the benefits of making changes to the way that we communicate.

2. Can you share the unique perspectives or insights you bring to this topic and explain their significance for today’s hospitality sales and commercial professionals?

Hospitality and commercial professionals will either succeed or fail according to how well they communicate, and it’s not just this group which is so forward facing it’s pretty much every group. The number one cause of project failure, for example, is poor communication. And the number one cause of poor communication in business is overuse of e-mail. That’s just an example of the ways in which we can sabotage our own success by not investing our time and our energy into improving our communication skills. This has been my topic of

research for more than a decade, but it’s also my profession. I have been a professional interviewer with national public radio and PBS and other organizations for over 25 years.

3. What practical takeaways will attendees be able to implement after attending your session?

My speeches are also always focused on practical takeaways, so I always explain the benefits of changing behavior and then explain how to change behavior. So attendees will be leaving with skills that they can improve, but also new tactics and new tools that they can start using immediately, as soon as they walk out of the event space. They can start using these tools in their conversation with other attendees. The skills that I teach are also useful in every part of somebody’s life, not just your professional life, but in your personal life as well.

4. What future trends or predictions will you be addressing in your session?

Things have changed a lot over the past five years, and although there is a real urge among some to return to normal, there is no normal now to return to. So what we need to do is adjust. That’s really what I’m going to be talking about, how to adjust to a new reality and why that’s actually a pretty great thing. The future trend that I’m hoping for is that people will hit a reset button and see the disruption of the past few years as an opportunity to rethink not just the way that we communicate, but the way that we work with each other and the way that we interact with our clients. Let’s explore what is useful to us that we’ve done in the past and what is not useful to us now.

5. For those looking to deepen their understanding or application of your session’s insights, what resources or reading would you recommend? The first reading would be my book We Need to Talk and the second one is Speaking of Race. Although Speaking of Race is focused on difficult conversations related to race and identity, every single skill that I teach in that book is applicable in all other areas. It’s not just about difficult conversations on race, it’s about difficult conversations. Whether that be with your boss, with an employee, with a client.

6. Anything else you’d like to share?

One thing that I will emphasize in my message is that communication is not a soft skill. If we think in terms of practical skills, communication is the most crucial skill, and improving your communication has the benefit of giving you the largest impact. We have to start thinking of communication as core to everything that we do. When you think of what services you deliver, communication is the foundation of all of it. Anytime that you’re having issues, anytime that you want to improve your productivity, improve your morale, reduce

turnover improve services to clients, the first place to look is communication. It is a hard skill, not a soft skill.