Episode Transcript
[00:00:08] Speaker A: Welcome to Executive Success. I'm Lesley Everett and today we explore the choices, the habits, the leadership moves that shape extraordinary executives.
You're watching now Media Television.
Many leaders rise through the ranks by executing well but strong struggle. When the role shifts from doing to leading in luxury hospitality, that gap becomes even more visible where consistency, care and purpose beyond checklists and protocols. When you look back at your early career, Kevin, what experiences have most shaped perhaps how you lead today?
[00:00:45] Speaker B: Well, Leslie, I started my career in food and beverage.
Quickly realized what it took to motivate different types of people and people need different motivation.
It was really when I moved to London and my first general management positions there that really started to shape my management style.
And really it was the St. Pancras Renaissance, which is an iconic hotel that I'm sure you remember in London and reopening that after it being closed for decades, a grade one star listed building, very, very protected building. Really that's where I shaped my management style.
I got to realize the priorities of the business, the exposure of such an important building and resort, the pr. The responsibility really for the associates that work there and really delivering on the stakeholders, not only financially but for the company as a brand, but also the local area and the historic nature of that hotel.
[00:01:45] Speaker A: Yeah, it is a historic hotel. And I guess at that brings us another level of complexity in leadership and inspiring people and representing that whole brand.
Do you remember a moment where you realized that you were moving from management into true leadership?
[00:02:04] Speaker B: I do. I mean there are many points, but really when I became a general manager for the first time, that's when I realized the book stops with me.
That if I wasn't a good leader, if I didn't lead with integrity and with a vision for the business, then it wasn't going to get done. And I had to be mindful of that. I realized I had a responsibility for the financial success of the business. Had a responsibility for all key stakeholders for their priorities, but also as well, the associates that worked in the business had a responsibility for the their career and to grow their career. So that was the day that I really realized that, you know, I stepped over to management, that it was all on my desk.
[00:02:49] Speaker A: Yeah. So just from managing the tasks to actually inspiring people and getting them, to helping them to perform at the highest standards, but also that, that I know you're great at and it's very dear to your heart is developing people and giving them the opportunities that they deserve and need. And that's where true leadership starts. That sounds like that's where you started to see in terms of the developing people piece was a real part of leadership that you perhaps hadn't had before. Is that what you were saying there?
[00:03:20] Speaker B: That's absolutely true.
Really, it's the people that we remember in our business. It's not the results from the business, you know, many years down the line you'll forget those results, but the people and really how they felt about you. And your leadership style is very important to me and that's really the legacy that I'll leave as a leader as I move on to different businesses.
[00:03:41] Speaker A: Yeah, absolutely. When you think about your leadership style, how is working across some of the world's most iconic global luxury brands shaped your mindset as a leader as you've moved up into those areas at the.
[00:03:56] Speaker B: Highest level, as you say, Leslie, I work for many of the Marriott's iconic brands. Riz Carlton was just an excellent, excellent brand to work for in terms of the culture and the luxury service. Stepped over recently to St Regis and currently developing a new brand actually for Marit called the St Regis Estates and here at Pelican Hill, this will be the first one in the world.
But it taught me really about delivering against the global brand priorities, but doing it in a local setting and how do we pull through on what's important for the brand, but also what's important for local area, for the local people and for stenography of that area. How do we bring that alive in the brand guidelines that were given?
[00:04:48] Speaker A: Yes, because you do have this huge responsibility to the environment you're in, the culture around you, the local areas, the communities around as well. And being such a luxury resort, that stands out and it's, it's important that you take that into account as well, I'm sure. So there's so many levels and layers of complexity in leadership in, in luxury hospitality that I'm seeing with the work that I've done with, with you and others around the world.
Can you think of any times where you've had to, or what you've had to leave behind in terms of leadership habits as you've worked at the highest levels in luxury?
[00:05:29] Speaker B: I can really, I mean, if you think back to my early career in food and beverage, you were very much hands on, you were working hard to deliver results, you were literally serving.
And really to move from there to being a general manager with a thousand employees, you have to learn to develop your leadership style.
So I've learned really, I feel to inspire those thousand associates to deliver on the vision as opposed to doing it myself. So from being a very, very task focused to a vision focused leader.
I think five star service happens when there's a clear standard expectation. I'll lead by example so my team know what that looks like. And I think delegation is very important. It empowers the people, it helps them grow. They feel more involved in the business. And I certainly remember that when I was younger. I really enjoyed the power when it was done, delegated to me.
[00:06:25] Speaker A: Yeah, it gave you an opportunity to learn. And I think that's what I hear from a lot of leaders, is a lot of leaders will struggle with delegation and empowering other people. And it's not easy at all because we often think we can do it faster, ourselves or better or we can't risk that being done. But I find, and I don't know whether this is true in your experience, that the more we delegate and empower people, the more we find out what they're really capable of. It motivates them, it inspires them to do more and to be even better.
Do you find that when you empower people to, to, to. To get on with it?
[00:06:58] Speaker B: I do. They grow. You can see them growing. It's small wins, just giving them more and more tasks to do. You see them grow by the day.
And it helps really for a more rounded leadership team that if they're feeling more responsible for their area of the business, they can contribute, contribute with the decisions. When it comes back, what's the right decision to move their area of the business forward. They feel more, more involved and more part of our business.
[00:07:26] Speaker A: Yeah, it's, it's amazing what you see. I've seen it many times over where you give them the confidence and the, the respect and the, you value them to go ahead and do it. And I think it's also about that environment that you create for mistakes to be made and we deal with them. So if mistakes are made, it's not a problem. We can learn from them and move on. And if you're creating that safety environment, that psychological safety environment for people to mess up or to admit that they've done something not as well as they wanted to, whatever, I think that's really important as well. And is that something that you focus on a lot there?
[00:08:01] Speaker B: I agree, Leslie. When I think back to the old days when I started out, mistakes weren't really encouraged or they were very much frowned upon. And now certainly I make more mistakes than anyone. I'm aware of that. So it's how we deal with them, it's how we learn from them.
It's how we fail greatly, wastefully. And let's admit that we're going to fail and let's bounce back quick. Bbq, someone said to me, barbecue. No, it's not. It's bounced back quick. How can we learn from our mistakes, not dwell too long on them and learn from them and move back quickly?
[00:08:36] Speaker A: Yeah, absolutely. We have really shifted, haven't we, to a business environment where it's encouraged to make mistakes? Because if we're not, we're not learning, we're not moving forward, we're not encouraging critical thinking and how we can maybe do those things better next time. So, yeah, it's good to hear that. For emerging hospitality leaders, what mindset shift do you believe accelerates the move from managing standards to inspiring and developing people?
[00:09:04] Speaker B: Well, I think my role as a leader in a big business like this is really about delivering on the vision.
And that vision's got to align with our stakeholders. A word I use a lot, actually. You've got the stakeholders, you've got the owner of the resort, you've got the brand, and you've got the associates and you've got the guests. And I think that myself as a leader, I've been very good at focusing on the vision and those big goals and not getting stuck in the minutia. What are the goals and what are the results that will make us all successful?
And realize where I focus, that really, if I'm successful for my owners, for my brand, for the associates and the guest, and I've done my job and I'll do the best I can with the, with the business environment that I've been given, but if I really focus on those four areas of our business, then we will be successful.
[00:10:00] Speaker A: Yeah, that's great advice. And I often find in the teams I work with, not just in luxury hospitality, but what's missing often is the understanding, the true understanding, understanding of what the vision is for, what we're all trying to achieve in our own areas, our own disciplines, we're all aiming for the same result. And often that's not clear and not as clear as it should be. And what I see with you down at Pelican Hill is you have that, that clear vision that everybody understands. But I recognize it's still a challenge sometimes to, to have people align with that every day. What is there, just briefly, what is the. Do you have a.
An example or a trick that you can use that enables people to really keep aligned to their overall vision?
[00:10:45] Speaker B: Yeah, well, we keep it simple.
So many businesses do not know their Four main goals.
And if you don't know the four main goals, how can you know the detail of the business? So let's focus on those four goals. Let's communicate them.
In many luxury brands, including St. Regis Estates, we have daily lineups in every department.
Our goals are clearly communicated and how we're doing about them on a daily basis. Thankfully, now we've got technology that gives us instant data and very timely data so we know if we're winning or losing on a daily, if not hourly basis.
How do we communicate them? How do we motivate a team of a thousand people to. To deliver against our goals and our vision?
[00:11:35] Speaker A: Yeah. Excellent. I think the data is so important there.
Okay, we'll be right back. And next we're going to look at how Kevin balances authenticity, excellence and empathy in one of the most demanding industries in the world. We'll be right back with more strategies, stories and steps to help you level up as a leader.
This is Executive Success on national Media Television.
Every executive faces challenges, but not every executive learns to turn them into breakthroughs. I'm Lesley Everett, and on Executive Success, we bring you insights, strategy stories from leaders who have built remarkable careers.
We'll dig into executive branding, communication, leadership mindset, team dynamics, and how to navigate navigate pivotal moments in your executive journey.
Catch Executive Success weekly on NOW Media Television, your front row seat to leadership mastery.
Lead with clarity, grow with purpose, achieve with integrity.
And we're back. I'm Lesley Everett and you're watching Executive Success on NOW Media Television.
Let's continue building your executive edge.
Welcome back to Executive Success. Want more of what you're watching? Stay connected to Executive Success and every NOW Media TV favorite live or on demand, anytime you like.
Download the free Now Media TV app on Roku or iOS and unlocks our non stop bilingual programming in English and Spanish on the move. You can also catch the podcast version right from our website at www.nowmedia.tv. from business and news to lifestyle, culture and beyond, Now Media TV is streaming around the world. Ready whenever you are. Welcome back to Executive Success. I'm Leslie Everett and I'm joined by Kevin Kelly of the Resort at Pelican Hill in Southern California. In this segment, we're exploring what it takes to lead with humanity in an environment where perfection is expected every single day in five star hospitality. Kevin, how do you personally balance flawless execution with empathy?
[00:13:52] Speaker B: Leslie, I think hospitality is all about people delivering exceptional service, creating memories both for themselves in their career, but also our guests. I think empathy creates a connection and a feeling of commitment for both those stakeholders.
And I find it's essential to, as long as there's confidence, clear understanding of the expectations and there are guidelines around the empathy. I think it's very important to be empathetic to both our guests and our associates, but we need to certainly understand the guidelines.
[00:14:24] Speaker A: Yeah. Empathy is a tough one in leadership and some leaders struggle with it more than others. But it's such an important component, obviously, in being aware of what our team members need, what our leaders need as well. But also we can't tolerate lower than exceptional standards. So it is a, is a challenge and I'm sure it's something that you come across a lot to, to deal with. How have you got an example where you've had to. Where you've, you've, you've dealt with empathy or you've had to lean on empathy even more than normal, perhaps that you can share?
[00:14:59] Speaker B: Yeah, I mean, the difference between empathy and sympathy is very, very right. But empathy is putting you putting yourself in the shoes of the person. And if you can do that with your associates and your guests, that will help. I mean, there's always a person in the business and they have challenges and, you know, we're not known for paying the best in our industry. And so we, you know, as we recruit, we've got to be mindful of the challenges that our associates in particular have. And that's where the empathy comes, is really get to know them, understand their challenges. And if we understand them and know them, we'll get more from them.
[00:15:36] Speaker A: Absolutely. It comes back down to how we make people feel, doesn't it? Because people feel listened to and heard and valued. We get more out of them and we get a better result, whether that's a guest or an employee, I guess. Can you share a time for us when something didn't go according to plan or what you thought might happen and what it taught you as a leader?
[00:15:59] Speaker B: Yeah. Do I only get one example of this because I've got thousands.
It doesn't go as planned, but we had a difficult transition here at this resort. We transitioned from a private managed resort, iconic resort, to what it is today, run by Marriott and managed by Marriott. But it was a challenging time of the year in terms of business levels and not everything went to plan.
And I was new on the scene here. I was the new Marriott GM and really was dealt with a challenge and I really just was honest. I led from the front. I didn't know all the answers. I didn't know why things weren't going as planned. But I just was honest and I communicated regularly. I communicated both to our associates, our leaders and our guests.
And I was very open and very honest. And I think from. From they could see I was trying and I was being honest and I was working hard and doing the best with what I could.
So I think that was certainly a very challenging time where it didn't go right.
[00:17:08] Speaker A: And I know that in hospitality things often go not according to plan. Of course, there's so many dynamics at play, but that honesty leads to trust, of course. And I'm just such a. The work I do across many industries, I'm seeing that trust is absolutely at the core of everything we do with the environment we create, the mental wellness of people that work with us. And that trust is so key. So I think that's probably what you achieve there.
[00:17:36] Speaker B: And I think it helped me as a new general manager coming into a new company where they saw how hard I was working to fix the issues, that I wasn't particularly responsible for them, but I tried to do my best to work with the team, to do all I could to help.
[00:17:51] Speaker A: Yeah, yeah, great. And I've heard great reports on you there, so I'm sure you managed through many things very, very well.
How do you create space for authenticity when perfection is the expectation?
[00:18:10] Speaker B: Yeah, I mean, perfection's a noble concept.
I mean, we're empowered in our company to be authentic.
You know, we certainly were a brand and we have brand standards and brand guidelines, but we have a lot of latitude to work around them to be authentic. And really, as we move into the luxury brands, that's really where you'll see the authenticity. And, you know, I talked earlier about the local.
The local element of a resort. The resort. If it's a St. Regis estate anywhere around the world, it's going to be a Saint Regis estate, but it's going to feel very, very different. It's going to feel very local. You're going to feel like you've been immersed in the local area.
And so that's the challenge is how do we create the brand but in a local market and bring what's the best of that local market so our guests know they've been immersed in a different. Different. Different areas of the world.
[00:19:05] Speaker A: Yeah, interesting. Very interesting. How do you. Or do you provide any, like, training or coaching for people to help them to understand how. What authenticity is or what needs to happen to. To be authentic or be ourselves?
[00:19:21] Speaker B: Yeah, I mean, it starts with the recruitment. So we recruit for the attitude and we spend a Lot of time recruiting and, and it's really looking at the personality of the people we're recruiting. And then we do train. We start with a four day orientation, Lesley.
And then literally, as I say, every day we do a lineup. And that first year of their life in our resort is very intense with training and we keep reviewing the training and then we use outside agencies as well to monitor our standards and to really give detailed feedback on how we're doing against our goals.
[00:20:01] Speaker A: Do you have goals where you as well as obviously performance in the hotel?
Do you have goals where you are looking at how leadership is perceived within the hotel and how employees feel when they're at work and that sort of pulse check on how they feel and how they're allowed to be themselves?
[00:20:20] Speaker B: We do, Lesley, as many big organizations now we do. It's actually called the Pulse Survey. We survey our associates three times a year and a number of questions, a number of angles and we really want to know how we're doing as a leadership team, as a company.
You know, are we delivering against the promise? That's very important.
In fact, a lot of the training in the first year is saying, are we delivering what we promised you? Is it living up to the expectations of, of us as an employer for you as an associate?
[00:20:54] Speaker A: What do you think makes these surveys that you do as effective as possible? Once they're done.
[00:21:04] Speaker B: One is interpreting the data.
So we really got it. It's no point just getting the data and saying, oh, it's a good or a bad score or it's getting to meet with the team and say, here's what you scored, tell us what you're saying, tell us exactly what you're saying. What can we do to improve your work life here? And so straight after we get the results, we'll go into department meetings and we'll gain again, anonymous feedback. We'll make them feel comfortable giving that feedback. But if they tell us where we can do better, then there's more chance of us doing that and being honest as well, where we can't change it or we don't want to change it. Being honest about why we do things the way we do it.
[00:21:46] Speaker A: Yeah, the why often crops up is so, so important, isn't it? Yeah.
What role does emotional awareness play in sustaining high performing teams when, when they're under pressure, perhaps?
[00:21:58] Speaker B: Yeah. I mean, again, in the recruitment phase, we're looking at emotional intelligence and we often talk about emotional EQ versus IQ and the importance of that. You know, IQ can get you a long way in Your career. But I think the EQ for me is really, really important in hospitality industry.
That emotional intelligence to connect with fellow associates, fellow leaders, or our guests as well. And, you know, talking about the empathy and that emotional intelligence can help with that empathy.
So I would say the emotional intelligence is as important as many areas of our business.
[00:22:38] Speaker A: Yeah, it's a tougher one to teach. Some people have more than it than others. But I think if you're creating an environment where that is present and you're demonstrating that yourself as a leader, that's the best way to coach people into developing perhaps that skill where it may not be their strongest area.
So how do you help leaders understand that vulnerability is a skill strength, and if it's used wisely, of course.
[00:23:05] Speaker B: Yeah. I mean, going back to my challenges, I like to think that being honest and showing vulnerability and showing where your strengths and your opportunities are as a leader is really important.
The leader that stands up there and says, I'm great at everything is really.
Is not right. You have strengths in certain areas of the business is my personal belief. I heard recently a great analogy about I want to be black belt as a general manager, and I don't mind being a red belt in the other areas of my business as long as I've got black belts in there leading those areas. So my team around me and I have about 12 executive members of my team, I would say are the best of the best in the business.
I can't do their job as well as they can do it. I can help them as a general manager, be a better leader. I can help them deliver the results that we need to lead or sort of deliver, but I can't do their jobs as well as they can. I mean, great analogy of that, really.
Executive chef, a resort this size, I mean, I can help with leadership, but I can't really help with the cooking and the creation of the menus and the great dishes and the creativity need from that. That individual. And that goes the same for every area of my business, whether it's director of finance, director of sales and marketing.
They are the best and the best.
[00:24:31] Speaker A: Yeah, it's great to recognize that. Thank you. So, Kevin, coming up next, we're going to be talking about culture and how to build an environment where luxury is something people feel and not just something people talk about.
We'll be right back with more strategies, stories and steps to help you you level up as a leader. This is executive success on Now Media Television.
Every executive faces challenges, but not every executive learns to turn them into Breakthroughs. I'm Lesley Everett and on Executive Success, we bring you insights, strategy stories from leaders who have built remarkable careers.
We'll dig into executive branding, communication, leadership mindset, team dynamics, and how to navigate pivotal moments in your executive journey.
Catch Executive Success weekly on NOW Media Television. Your front row seat to leadership mastery.
Lead with clarity, grow with purpose, achieve with integrity.
And we're back. I'm Leslie Everett and you're watching Executive Success on NOW Media Television.
Let's continue building your executive edge.
Welcome back to Executive Success. As we close today's conversation, we're shifting focus to culture. How leaders embed values so deeply that excellence becomes instinctive and not enforced.
Culture can feel intangible, yet it defines every guest interaction and employee experience.
In luxury hospitality culture must be lived consistently, not posted on walls to create meaningful, memorable service.
Kevin, what's the most effective way to build a culture that truly lives its values every day in your experience?
[00:26:21] Speaker B: Well, I'm very lucky. I've worked for Marriott now for 27 years, believe it or not. And to see the Marriott organization and the culture created by the Marriott family that still exists today.
We're 89 years old, old or 89 years young and the family is still, still involved in the business. And I think they set the culture for Marriott and its 30 plus brands. But also over the 27 years I've learned from them. I've had one on one contact with most members of the family. So you get to understand how important the culture is from them and from their point of view and how they started this business with a nine, nine seat root beer stand in Washington D.C. to what it is today, 10,000 rooms. So they, we can learn a lot from them about culture and really that pulls through our business with our, with our, all of our goals that are really all about developing a great culture. And you can see businesses that have a great culture and businesses that don't. And this, our business has Marriott as a great culture.
[00:27:28] Speaker A: Yeah. I often wonder how much that whole Marriott family have shaped the culture, but also how that has lived through every Marriott brand that there is. And it sounds like it's been very, very powerful and still is today. So excellent. I love to hear that. How do you personally help teams to understand that luxury is about emotion and not about just the amenities that you have there, which are wonderful, but it is about the emotion.
[00:27:56] Speaker B: Yeah, it really is. You know, a hotel's a hotel and it can be a great hotel, it can be just a normal city center hotel, but really what stands out for the guest is the people that they interact with, and really having that empathy to provide the service. Why is the guest there? What are they looking to do?
In certainly, luxury hospitality at the moment, time's important for our guests. Time.
They're working hard as a. As a family that they find it hard to get together. So when they are together, the time that they spend together is really, really important.
So really empathizing with our guests and understanding what is important to them and then delivering upon that and understanding the celebration, understanding why they're with us.
Again, it's different to a business hotel, you know, why they're there. But with a resort, there are many, many reasons why they're here.
So, really, just talking about the stories, talking about the success, what are some of the great stories where we've delivered excellent service to families and how can we repeat that and pull that through?
[00:29:02] Speaker A: Yeah. And I suppose there's a fine line between what some guests want and some other guests want and do. Some want to be recognized by their name and some don't. So I guess there's a level of emotional intelligence there that's needed to understand what's appropriate, what isn't.
[00:29:20] Speaker B: Absolutely. And the emotional intelligence in that is exactly that. I mean, if your guest wants to be called Mr. Smith or Kevin or whatever, we've got to. We've got to respect that. And that's where the associate can really use the skills that we've provided and their own emotional intelligence to understand what's important for that guest. You know, and in every restaurant is different as well. How formal should the service be in every restaurant? And that depends on the guest, not the restaurant.
[00:29:48] Speaker A: Interesting. Yeah. And that's a lot to navigate for staff. So, you know, I'm really in awe of leadership in luxury resorts. I really am, because there's so many dynamics, as I said before.
What has cultural intelligence taught you about motivation and connection across diverse teams that you manage throughout your career?
[00:30:09] Speaker B: Well, I think, you know, being schooled at Marriott in terms of culture and learning that culture, for me, it's done a lot of the heavy lifting for us as a leader that we just lean back into the Marriott culture. What made them successful, what got them here is really, you know, is taking care of the associates.
And Mr. Marriott said, if you take care of your. Your associates, they'll take care of the guests and the guests will keep coming back. And it's as simple as that, really. That's. How do we create that culture that, you know, is the guest always right? Well, they can be Always right. And how do we empathize with them? How do we use our emotional intelligence to understand how can we make the guests right? What can we do to make the guests look like they're right?
So that culture is very important.
[00:30:59] Speaker A: Yeah, absolutely.
How do you empower frontline staff to take ownership of the guest experience confidently?
There's a challenge there, I guess, at times.
[00:31:12] Speaker B: I think the recruitment process is important and we're looking for several traits that will lead to great leadership.
And by the way, when we recruit, we recruit for associates and we recruit for leaders, and it's different. We're looking for different skills. Some people are just happy to be an associate all of their life, and we've got to respect that and we've got to work with them and make them great and keep them motivated through many, many years. And that's in challenge of leadership. But our aspiring leaders, we really need to really focus on them. How can we empower them, how can we grow their careers? And how can we ensure that they engage with our guests and deliver great, exceptional services? So it starts with recruitment and then there's an enormous amount of training, and now made easier with online training as well, that they have access to, which we didn't have in the old days.
[00:32:00] Speaker A: Yes, of course, Absolutely.
When you think about. You mentioned their recruitment, you mentioned that a few times. And over the years, or most recently perhaps, can you think of ways in which you've. Or share ways in which you've changed up your recruitment process in order to make sure that you do get these people that are perhaps emotionally intelligent, are able to deal with the situations that you get in a luxury hotel? What's changed?
[00:32:27] Speaker B: Well, we have assessments, of course, as most companies do these days, we have a recruitment process.
But then really before, certainly our leaders, before we recruit them, they'll meet about 6 of our executive committee members, and that will be a broad range of our executive committee members. I like to interview every leader before we appoint. I like to set the expectations and I like to look them in the eye and set, say, this is what I'm expecting of you as a leader. So then if they're not delivering on it, then we can. We can hold them accountable. But the good thing about meeting with six or seven of our executive committee members is you've got stakeholders. There are stakeholders in our business. They're our director level of our business.
They're contributing to the recruitment of our leaders. But then once they do recruitment and they agree that they're the right leader, they'll be Vested in the success of that leader going forward. Forward, which is very important and supportive of that person in terms of mentoring and support in the business going forward.
[00:33:33] Speaker A: Yeah, it's having that buy in, isn't it? And I think that's, I would imagine, is incredibly important with anything in a leadership role like that is that buy in with the team.
And I can think of various stories where over the years, if you just dictate what we need as a leadership team or as. As a team in its entirety, you don't get that buy in unless you actually build, bring people in to offer thoughts and ideas and ask the questions and challenge and be curious. If you do that, you've got this level of buy in that you wouldn't necessarily have otherwise.
[00:34:08] Speaker B: That's right. And I think different executive committee members are looking at different traits and they have different leadership styles. So they value their own personal leadership style styles, I think, more in that person.
So really it's about taking that consensus at the end of the process and not necessarily agreeing that it's a it. You know, not everyone gets 100 of the team agreeing, but at least we've got consensus that, yeah, look, there's some areas that we want to work on here and develop them further. There's maybe a couple of areas that we like. There's a couple of areas to be mindful of. But this is a good hire.
[00:34:43] Speaker A: Yeah, yeah, absolutely. So it's a consensus of opinion. Do you ever get at more senior level, do you have them present or do you get them to do anything?
Actually working on the floor for a day or an hour or two, do you do anything sort of practical like that?
[00:34:58] Speaker B: I think spending the time with as many of the team and seeing the resort, when I meet them, I'm usually the last person to meet them.
I ask them to tell me about the job. Tell me what's been sold to you by the team, tell me how many hours you're working, what hours are you working, when are you working, are you working weekends, are you working days, are you working nights? So I get them to tell me what they're coming into.
So that if they come back in a few weeks time and say, no one told me I've been working every Sunday. Well, you told me so.
So, you know, and we tried lots of things. You've got, you've got to expect that certain people at certain. A certain leadership level know what they're doing. So, you know, for example, do you need a chef to do a tasting? If he's a chef, at a great luxury resort, and he's got great track record and great evidence of results, then perhaps you don't need to check the cooking. You might need to check the financial acumen of that leader.
[00:35:59] Speaker A: Right, okay. So it's being wise enough to know what's needed there.
[00:36:03] Speaker B: Great.
[00:36:05] Speaker A: So good question for you here and I'd love personally would love to hear this answer. When you reflect on your leadership legacy and what you want to leave, what do you hope your teams will remember the most about you?
[00:36:19] Speaker B: I hope they remember the person, the empathy that I've had, the support that I've given them, and they won't remember the results. They'll remember how they felt when working with me.
I think my legacy already is developing great leaders, developing great general managers who are all around the world at the moment.
And if I can develop a few more general managers before I retire and go to the golf course, I'd be very happy. I think that's really the legacy that I want to have, is that I've got many, many successful people around the world. World who are successful in their job, and I've helped them get there.
[00:36:59] Speaker A: Yeah. Great legacy to have, and I'm sure you will. And you, as you say, you have already got some there, but a few years to go yet. Hopefully.
Just in brief then, Kevin, just to round off, this has been incredibly useful. And how can our viewers follow you more and look at what you're doing at Pelican Hill?
[00:37:19] Speaker B: Absolutely. Well, the website is pelicanhill.com It's a simple as that. And then we're on all the usual social media sites. Instagram, for example. I'm on LinkedIn. Kevin Kelly. Please follow me if you want to or reach out to me on LinkedIn. Happy to meet more people.
[00:37:37] Speaker A: Kevin, it's been an absolute privilege having you on Executive Success. Thank you so much. And today's conversation reminds us that leadership isn't about position, it's about presence. From evolving beyond management to leading with empathy, to building cultures that make people feel valued, your insights offer a powerful roadmap for leaders everywhere. So thank you to our viewers. Ask yourself, are you managing expectations or are you inspiring people? Because true executive success is measured not just by results, but how people feel working with you. I'm Lesley Everett. Thank you for watching Executive Success, where leadership is elevated and excellence begins within.
We'll be right back with more strategies, stories and steps to help you level up as a leader. This is Executive Success on NOW Media Television.
Every executive faces challenges, but not every executive learns to turn them into breakthroughs. I'm Lesley Everett and on Executive Success we bring you insights, strategy stories from leaders who have built remarkable careers.
We'll dig into executive branding, communication, leadership mindset, team dynamics, and how to navigate pivotal moments in your executive journey.
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And we're back. I'm Lesley Everett and you're watching Executive Success on NOW Media Television. Let's continue building your executive edge.
Welcome to Executive Success where we sit down with leaders who are redefining what excellence looks like in business today.
I'm your host Lesley Everett and on this show we pull back curtain on principles, decisions and habits that fuel the world's top executives.
Today I'm joined by someone who embodies both discipline and heart in leadership, Divya Gill, a second generation CPA who has built a multi office accounting practice across two states. After a high impact career in corporate finance with a background in auditing and financial leadership for billion dollar organizations, degrees from the University of Wisconsin in Milwaukee and Golden Gate University and a leadership certificate from Cornell, Divia has become a trusted strategic guide for entrepreneurs and businesses navigating constant financial change.
I'm really looking forward to this interview you as her story is one of intentional growth, core values and leading with purpose. Which brings us directly into today's topic. Divya, I'm so glad you're here.
Let's dive right into what shaped you as a leader and how those experiences continue to shape the way you run your firm today.
The challenge many leaders face is growing a business while staying grounded in their values, especially as teams expand, responsibilities shift and leadership becomes more about developing others than doing the work yourself.
Many executives struggle, I find, with consistency, culture and confidence as they step into larger roles. They don't expect all of this coming at them. But looking back, what were the pivotal leadership moments that shaped you and what did each one teach teach you about people and leadership? Welcome.
[00:41:23] Speaker C: Thank you so much, Leslie. And pleasure is mine.
Leadership. Leadership to me is not about titles or legacy. It's about responsibility to your people, to your clients and the standard you set every single day.
For me, it did not start in the office when we started this office. However, it started at the kitchen table. You know, seeing as a second generation CPA working in a firm or multiple firms rather and seeing how the clients carry the weight of their businesses, their families on their shoulders. And I realized that accounting isn't just a numbers business. It's a trust business.
As a minority woman, I did not have a blueprint I could go by, but because being multilingual turned into my superpower, it allowed me to meet clients where they were culturally and emotionally and not just financially. So when a client feels truly understood, they make better decisions. So for me, leadership is an action.
[00:42:28] Speaker A: And.
Yeah, yeah, I think that's really nice to hear. When you said that. Sorry to interrupt there, but when you said they feel like they make better decisions. Decisions when they feel understood, I think that's. That's fascinating as well. And, you know, it. It builds trust from, obviously from your point of view with them and the connection and the. The communication, but it's that making better decisions. I'm. I'm fascinated by that.
[00:42:51] Speaker C: Absolutely. And that was one of my pivotal moments that, like you asked, in my career, where I realized I did not just want to inherit a profession, I wanted to evolve it. I respect the traditional model, don't get me wrong. But I also saw where firms could do better. Clear communication, stronger education for your clients and your team, and a more human approach.
[00:43:14] Speaker A: I think that's something that every business needs to learn, and particularly in finance, when you're dealing with something that's so emotional to an individual, and having that connection is really crucial. But respect, trust, and passion are core values and core principles in your firm, as I know. How do you ensure these values truly take root across multiple offices and layers of management, perhaps, and filter down to everybody?
[00:43:40] Speaker C: You know, I get asked that question by a lot of my clients and peers because of how we are structured.
So for us, it's not in a mission statement. It's in how we operate. We start by modeling, and the onus is on me, because leadership starts from the top. To model those values consistently, how we show up and set the tone for the entire firm. If respect isn't visible in how we communicate, how we handle pressure, how we treat mistakes, it will not carry through the trade.
Then we secondly, embed these values into our structure and not just our culture. Managers are evaluated not just based on their performance, technically speaking, but they're also evaluated based on how they lead people, as well as how they treat people, team, and the clients.
So all of that comes into picture, and it has to work together, and then we have to have clarity and responsibility. Like we talked about. Trust. Trust comes from consistency. Everyone knows what's going on, what's expected. Be it your client at the start of a tax season, be it your client throughout the year, or be it your team as to how to lead as well as your other team members who will be following the footsteps steps of the leaders. So we have to have that clarity and respect naturally follows passion then has room to grow.
[00:45:04] Speaker A: It sounds like when you invest in the people to believe in this, in the values that you have and really live them every day, then you get the results you need when they're dealing with clients. So it's really coming back to focusing on the people in your team and then you get the results.
[00:45:20] Speaker C: Absolutely. And then we also to add on to that, make it about direct access and feedback.
So as we scale, as we build, we stay, especially me, I stay closely in connection with the clients as well as the managers through regular check ins, leadership reviews, open communication.
It's about hiring, promoting with intention. It's about teaching people not just the technical skills, but telling them to stick to the values. So all of that will have to come together for you to perform in a more efficient manner and like I said, the more human approach to business.
[00:45:57] Speaker A: Absolutely. I love that.
From your leadership from Cornell Leadership Program to your corporate mentors, what powerful insight still guides your decisions and the way you lead as a CEO today.
[00:46:11] Speaker C: I absolutely cherished my experience with the Cornell Leadership Certificate program. And also not just that, but with the mentors and peer system that I have created, not just at Cornell, but through the years where I learned the key thing that clarity is kindness in leadership. And that is one of the few or one of the main roles or rules that I live by. Because early in my career I saw people assume that other person should know there is no direct need to provide clarity.
However, the program and my mentors and my peer group helps me reinforce that ambiguity does not create flexibility, it creates anxiety. High performing teams do not guess. They execute when expectations, roles and priorities are clear. So that was one of the main lessons I learned, that you have to separate intent from impact.
[00:47:13] Speaker A: Yeah, I love that. And clarity is kindness. That's something I remember. I love that. And I see a lack of clarity often in leadership. And you know, often leaders are not aware of the confusion or the demotivation that that can cause as well. So I do love that it was very much about kindness. I know when we've spoken before, you've often talked about empowering clients and employees to step into leadership. Can you share a moment where somebody decided, discovered your potential under guidance?
[00:47:43] Speaker C: Absolutely. So this was early on in my career where, like I said, as a new immigrant in the country, there were a lot of challenges. I had barriers with the language, I had barriers with direction as to where to go. And I feel like that's very common when you are in that situation.
So very early on I was in a position where I was assigned a mentor. I did not understand fully the capability and capacity of it.
So that person helped groom me to be able to make decisions, to be able to communicate clearly, and at the same time be able to work towards promotion within the organization, which ultimately I was able to do. And in that moment I realized that if people are provided the right direction, right information and the right leadership, you can really fly high.
[00:48:39] Speaker A: Yes. And you learn that from experience. I am sure I truly did.
[00:48:43] Speaker C: And we try implementing that in our business client system too here. Because the common denominator we see among our clients, especially women entrepreneurs, is that they know how to run the business. They just don't know how to manage the money in a way that would support their short term and long term growth. So that's where our role comes in, to help and support them.
[00:49:07] Speaker A: Love that. Fantastic. What's one leadership lesson that you wish more women and entrepreneurs in general would embrace earlier in their journey?
[00:49:17] Speaker C: You know, I love that question because I tell this to people all the time. Knowledge is power. Okay. What we have consistently noticed is that every time we educate a client, be it a man or a woman, about their business, understanding the workings of their business and how numbers impact their strategy, something shifts. They feel empowered, they feel confident, they are able to move from simply earning income to building sustainable, strategic, successful businesses.
They are able to hire employees that fit correctly and align with their goals for future short term and long term success.
So those are some of the, I would say common factors of the impact we have seen when it comes to working closely with such clients. And same comes with the team members, right? Let's not go too far. Your team, if they're empowered and they know that they can present an idea and not be shy about it, they can be empowered.
[00:50:20] Speaker B: So.
[00:50:21] Speaker C: So it's the whole concept of giving people that education, the platform, and that ability to be able to think independently and being able to make that impact that will show in the numbers once you start seeing fewer.
[00:50:39] Speaker A: Yeah, no, I love that.
It's really putting the person first and what they need and what they need to develop and empowering them I've seen so many times, brings out so many things we're not even aware that that person's able to do. It's. It's phenomenal. And I love this whole value centered leadership that you really embrace there in your firm. And this has been incredibly valuable. Divya, how can people follow your work and continue the conversation with you if they'd like to?
[00:51:06] Speaker C: Sure. So business owners can follow my work through our website, GilTactsGroup.com across social media platforms. You have TikTok, Instagram, Facebook, YouTube, and LinkedIn. The links for all of that are within our website. You can also call us if you'd like to speak to somebody. We're here 12 months a year. We're not a seasonal CPA firm. It's 866 Giltax it's 866 G I L L T A X. Or you could email us at your.
[00:51:35] Speaker A: Cpailtaxgroup.Com Divya thank you so much for sharing your insight, your leadership journey, and the values that guide your firm. I love to hear what you've just shared with us. Conversations like this remind us that leadership is not just about expertise. It's about character, consistency, and courage.
For those watching, I encourage you to reflect on the leadership moments that shaped you. Think back over those and consider how you can empower someone else to grow this week.
Thank you for tuning in to Executive Success. I'm your host, Leslie Everett, and remember, true executive success starts from the inside out. We'll see you next time.
