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Pillow Fights at the Four Seasons
Jun 30, 2009

Perhaps no segment of the economy has been more challenged during this economic recession than the high end travel sector. Four Seasons Hotels are right in the middle of that struggle.  As many brands have experienced during these tough times remaining true to your purpose and maintaining or improving how you do what you do has been a combination of activities that has worked for many.  The New York Times reports on the internal struggles between ownership and management as to how to manage through these challenging times.

Four Seasons is a hotel/resort management company, whose role it is  to manage the Four Seasons brand on behalf of independent, outside ownership (Bill Gates, Walid bin Talal among them.) The conflict of declining revenue and what to do with impatient owners challenges Isadore Sharp, the CEO of the Four Seasons . This conflict , coupled with the worst economic climate in his tenure as CEO, poses unique challenges that require thoughtful leadership and courage to stay true to your purpose, values and culture.  This article  is a case study on how to do what you do consistently, regardless of the challenges or where they are coming from. Loyalty and Success is the earned rewards that come from diligent adherence to your purpose and values by maintaining your consistency in approach to serving your customers.  Outside forces tend to tempt us to veer of course.  That generally does not work. Read this New York Times Article

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"How You Do What You Do", by Bob Livingston

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