凯悦集团CEO：新冠疫情教会了我什么？
新冠疫情正在逐渐转化为一种相对可控的流行病而长期存在，部分商业领袖可能会因此禁不住诱惑，试图恢复常规的商业活动。这样一来，就大错特错了。
虽然有些企业因疫情的爆发而步履维艰，但那些勇于实验的企业已抢先在提高自身抵御能力方面取得了进展。这类企业向来反应迅速，且乐于听取利益相关者的意见，早就形成了战略性的“肌肉记忆”，因而能够一气呵成地接受新思想、新策略和新方法。
不过，在开展实验时，也并非是轻而易举：即便有些实验收效不佳，也要坦然面对。不断地学习、调整，才是解决问题的关键所在。
众所周知，新冠疫情之下，旅游业和酒店业的发展被迫陷入停滞。我坚信，正是因为凯悦酒店集团坚定地倾听、尝试、学习和适应，才成功带领着我们熬过了疫情高峰期，帮助我们走上了光明的复苏之路。
疫情突然来袭，酒店的需求量一夜之间降到零点，我们做的第一件事就是扪心自问，当所有人都承受着比平日里大得多的压力时，怎样才能继续往我们的目标——提供关怀，帮助对方达到最好的状态——前进。
凯悦酒店集团的领导层决定从倾听开始，因为倾听是体现同理心、提供真正关怀的关键。我们要根据倾听到的东西，为客户和同事们确立一些新的举措。
所以，我们向员工提出了一个简单而又深刻的问题：“你还好吗？”
许多人都说，他们不知道。变化发生的太突然，太出人意料，以至于他们都疏漏了自己的心路历程。我们随即发掘，有必要付出更多精力来建立与员工之间的联系，开拓更好的渠道来保障他们的心理健康。
我们的领导团队决定开发凯悦Well-Check，这是一款匿名在线心理健康评估软件，能够帮助世界各地的同事迅速、便捷地跟踪记录他们的心理状况。
每隔一到两周，软件就会提醒用户进行自我“查验”，回答一些简单的问题，以此评估他们的心理健康状况。还会根据用户的风险水平，适当地向其提供相关建议。Well-Check于2月底正式上线，在几周时间内，就吸引了近1万名用户。
当然，凯悦酒店集团并非是自疫情爆发以来首个开展新尝试的企业。致力于提供新奇体验的高端旅游运营公司黑番茄，就根据从流行儿童故事中获得的灵感，尝试推出了定制旅行路线的服务。比如说，游客可以前往英国牛津郡，体验刘易斯•卡罗尔的经典作品《爱丽丝梦游仙境》中的场景。凯悦忠诚顾客计划的合作伙伴美国航空公司也进行了一些新尝试，其中，全新的电子钱包技术就能帮助旅客轻松获取航班信息和行旅积分。
尝试实验也代表着发展、直面挑战。去年，在乔治•弗洛伊德事件和后续的抗议活动爆发之时，凯悦酒店集团的领导团队就紧急实行了促进多样性、公平性和包容性的各项举措。不过，部分员工还不能确信，我们是否充分了解他们的经历。
因此，在采取新的举措之前，我们的领导层决定，要花时间倾听这些员工的意见。我们必须敞开心胸，承认自己的无知、偏见和存在的问题。这是一条非常重要的提醒：同理心是实现变革的先决条件，没有捷径可以走。
经过重重讨论，我们达成了共识，要从当前开始改变。凯悦酒店集团针对员工的多样性、支持的企业和活动、选择的渠道商以及合作伙伴作出了一系列承诺。不过，这并非是一朝一夕之间的事，而是需要长期坚持的事业。集团内员工将持续保持密切关注，以示监督。
总而言之，所谓实验，就是要尝试那些可能对员工、客户和社会产生积极影响的新事物。在此策略下，我们撑过了有史以来最为艰难的一年。我相信，对于其它面临类似挑战的企业来说，这一方法也同样奏效。（财富中文网）
马赫澜（Mark Hoplamazian ）任凯悦酒店集团总裁兼首席执行官。
译者：殷圆圆
新冠疫情正在逐渐转化为一种相对可控的流行病而长期存在，部分商业领袖可能会因此禁不住诱惑，试图恢复常规的商业活动。这样一来，就大错特错了。
虽然有些企业因疫情的爆发而步履维艰，但那些勇于实验的企业已抢先在提高自身抵御能力方面取得了进展。这类企业向来反应迅速，且乐于听取利益相关者的意见，早就形成了战略性的“肌肉记忆”，因而能够一气呵成地接受新思想、新策略和新方法。
不过，在开展实验时，也并非是轻而易举：即便有些实验收效不佳，也要坦然面对。不断地学习、调整，才是解决问题的关键所在。
众所周知，新冠疫情之下，旅游业和酒店业的发展被迫陷入停滞。我坚信，正是因为凯悦酒店集团坚定地倾听、尝试、学习和适应，才成功带领着我们熬过了疫情高峰期，帮助我们走上了光明的复苏之路。
疫情突然来袭，酒店的需求量一夜之间降到零点，我们做的第一件事就是扪心自问，当所有人都承受着比平日里大得多的压力时，怎样才能继续往我们的目标——提供关怀，帮助对方达到最好的状态——前进。
凯悦酒店集团的领导层决定从倾听开始，因为倾听是体现同理心、提供真正关怀的关键。我们要根据倾听到的东西，为客户和同事们确立一些新的举措。
所以，我们向员工提出了一个简单而又深刻的问题：“你还好吗？”
许多人都说，他们不知道。变化发生的太突然，太出人意料，以至于他们都疏漏了自己的心路历程。我们随即发掘，有必要付出更多精力来建立与员工之间的联系，开拓更好的渠道来保障他们的心理健康。
我们的领导团队决定开发凯悦Well-Check，这是一款匿名在线心理健康评估软件，能够帮助世界各地的同事迅速、便捷地跟踪记录他们的心理状况。
每隔一到两周，软件就会提醒用户进行自我“查验”，回答一些简单的问题，以此评估他们的心理健康状况。还会根据用户的风险水平，适当地向其提供相关建议。Well-Check于2月底正式上线，在几周时间内，就吸引了近1万名用户。
当然，凯悦酒店集团并非是自疫情爆发以来首个开展新尝试的企业。致力于提供新奇体验的高端旅游运营公司黑番茄，就根据从流行儿童故事中获得的灵感，尝试推出了定制旅行路线的服务。比如说，游客可以前往英国牛津郡，体验刘易斯•卡罗尔的经典作品《爱丽丝梦游仙境》中的场景。凯悦忠诚顾客计划的合作伙伴美国航空公司也进行了一些新尝试，其中，全新的电子钱包技术就能帮助旅客轻松获取航班信息和行旅积分。
尝试实验也代表着发展、直面挑战。去年，在乔治•弗洛伊德事件和后续的抗议活动爆发之时，凯悦酒店集团的领导团队就紧急实行了促进多样性、公平性和包容性的各项举措。不过，部分员工还不能确信，我们是否充分了解他们的经历。
因此，在采取新的举措之前，我们的领导层决定，要花时间倾听这些员工的意见。我们必须敞开心胸，承认自己的无知、偏见和存在的问题。这是一条非常重要的提醒：同理心是实现变革的先决条件，没有捷径可以走。
经过重重讨论，我们达成了共识，要从当前开始改变。凯悦酒店集团针对员工的多样性、支持的企业和活动、选择的渠道商以及合作伙伴作出了一系列承诺。不过，这并非是一朝一夕之间的事，而是需要长期坚持的事业。集团内员工将持续保持密切关注，以示监督。
总而言之，所谓实验，就是要尝试那些可能对员工、客户和社会产生积极影响的新事物。在此策略下，我们撑过了有史以来最为艰难的一年。我相信，对于其它面临类似挑战的企业来说，这一方法也同样奏效。（财富中文网）
马赫澜（Mark Hoplamazian ）任凯悦酒店集团总裁兼首席执行官。
译者：殷圆圆
As the COVID-19 pandemic evolves into a chronic yet more manageable state, business leaders might be tempted to return to the comfort of business as usual. That would be a mistake.
While some organizations were stopped in their tracks by the onset of the pandemic, those that welcomed experimentation were a step ahead in their ability to manage through it. Accustomed to being agile and listening to their stakeholders, they had a kind of strategic muscle memory that allowed them to smoothly embrace new ideas, behaviors, and practices.
But here’s the tricky thing about experimentation: It means being comfortable with some experiments not working out. Continuously learning and modifying is a critical piece of the puzzle.
It’s no secret that the pandemic brought the travel and hospitality industries to a screeching halt, and it’s my firm belief that Hyatt’s focus on listening, testing, learning, and adapting is what led us through the pandemic and put us on a clear path to recovery.
When the pandemic hit us and demand in our hotels essentially went to zero overnight, we first asked ourselves how we could continue to live our purpose—to care for people so they can be their best—when everyone was under significantly more stress than usual.
Hyatt’s leadership team started its journey with listening—crucial to practicing empathy and delivering authentic care. In response to what we heard, we began to experiment with several new initiatives for both our guests and our colleagues.
So we asked a simple but profound question to our workforce: “How are you?”
The answer, from many of our colleagues, was that they weren’t sure. Everything had changed so quickly, so dramatically that it was hard for them to keep track of their feelings. We quickly came to understand that we needed to do more to connect with our employees and to provide them with better tools to support their mental health.
Our leadership team decided to develop Hyatt Well-Check, an anonymous online mental well-being assessment tool. Well-Check gives our colleagues around the world a quick, easy way to track how they’re feeling at the moment and over time.
Encouraged to “check in” with themselves via the app every one to two weeks, colleagues answer a few simple questions that can help evaluate their mental well-being. When appropriate, colleagues are pointed to resources based on their level of risk. Well-Check went live in late February, and within weeks attracted almost 10,000 users.
Hyatt wasn’t the only organization experimenting with new ideas since the pandemic’s onset, of course. Black Tomato, a leading luxury travel company that provides innovative and inspiring experiences, tested out bespoke travel itineraries inspired by popular children’s stories. For example, it offered a trip to Oxfordshire, England, that resembled the narrative of Lewis Carroll’s classic, Alice in Wonderland. American Airlines, a partner of Hyatt’s loyalty program, tested new things, too, including new electronic wallet technology that allows customers to easily find flight information and travel credit.
Practicing experimentation also means evolving and dealing with challenges. Last year, in the wake of George Floyd’s death and subsequent protests, Hyatt’s leadership team urgently developed enhanced diversity, equity, and inclusion efforts, but some of our colleagues were not confident that we had fully appreciated their experiences.
Our leaders decided to take the time to listen to these employees’ perspectives before we took any new actions. We had to be uncomfortable for a bit, acknowledging our own ignorance, biases, and questions. This was an important reminder for us that empathy is the essential first step in designing change—there are no shortcuts.
What ultimately grew out of these discussions was Change Starts Here, a series of commitments from Hyatt to factor diversity into who we employ, which organizations and causes we support, who we buy from, and who we partner with. But these commitments are not one-and-done and must continue to evolve. Our colleagues will continue to pay close attention to whether we achieve the goals we’ve set.
Ultimately, experimenting is about trying new things that have the potential to positively impact your colleagues, your customers, and society. It’s helped us get through the toughest year in our history, and I am convinced it can help other organizations facing similar challenges.
Mark Hoplamazian is president and CEO of Hyatt.
