In 1996, I assumed the role of Trainee Lobby Manager at Hilton, Barakhamba Road, New Delhi, a sprawling 444-room property catering to prominent corporates, travel agent groups, and airline crews. Despite the constant buzz of activity, the position demanded meticulous attention. The 10-hour shift required one to exude a polished appearance, maintain an active presence, sound pleasant, and, regardless of circumstances, stay in control.
Each day brought forth diverse challenges, ranging from critical incidents like fire alarms and suicides to less alarming issues such as upset guests, delayed orders, or overbookings. Managing conflicts in the nightclub, preventing vandalism, and handling various other situations made the role both exhausting and challenging. However, it served as the ideal training ground for those aspiring to pursue a career in the hotel industry.
During the second week, I received instructions to report to and train under Nalin Mahendirata, a Senior Lobby Manager and a seasoned veteran in the hotel. Assigned to clock the night shift, I found the experience demanding due to the peak season and flight delays caused by fog. These factors led to a surge in passengers, necessitating the set up of banquet halls with makeshift beds to accommodate the demand.
One night, around 3:00 AM, Nalin took a 2-hour sleep break, leaving me in charge. His clear instructions focused on a specific task related to an airline staying at the hotel, emphasizing the importance of waiting for the airline’s call before proceeding. This call would determine the crew’s wake-up time, triggering a sequence of actions involving coordination with the hotel operator, signing the wake-up sheet, and informing the front desk to prepare bills.
Despite the chaos, I diligently performed my tasks. Around 5:30 AM, Nalin returned and sought a quick update. As I briefed him on the events of the last few hours, he discovered an oversight regarding the wake-up call for the Royal Jordanian (RJ) Airlines crew at 4:00 AM. Despite receiving no call from the airport, Nalin promptly contacted the airline, revealing a critical error on our part. The crew, now pressed for time, managed to reach the airport at 7:00 AM, causing a ripple effect of delays and complications.
Back at the hotel, the RJ staff claimed to have spoken with the lobby manager, escalating the issue. Sudhir Bali, the Front Office Manager, and the General Manager became involved, leading to my temporary suspension pending an inquiry. The possibility of termination loomed over me as the airline faced substantial losses.
The following day, after a sleepless night, I received a call from Mr. Bali at 4:00 PM, instructing me to return to the hotel. To my surprise, Nalin was still present, having extended his shift. Together, they had conducted a thorough investigation, uncovering that the RJ airport staff had failed to call me. Evidence showed no calls to the hotel operator and a late call to the Delhi Airport Service.
Relieved of any wrongdoing, I resumed my duties, grateful to Mr. Bali and Nalin for their support. Mr. Bali’s message resonated with me: “We never leave our people alone to fend for themselves.” This incident left a lasting impact, shaping my leadership ethos around supporting and assisting others in times of mistakes or challenges. It reinforced the importance of unity and support within a team, with the mantra, “Never leave your kind behind.” .
Curating World Class Cultures 