Business Leaders interview: Liz Phillips

Tell us a little about yourself and your business.

A farmer’s daughter, I studied Hotel & Catering Management, had a long career as People Director in the Pub & Restaurant Sector, set up a consultancy and now following my lifelong dream to have my own holiday rental business in Cornwall and Brittany.

What motivates you in your work and what do you find most fulfilling about being a business leader?

We are in a people business, customers, colleagues, suppliers and investors, when people love what they do and give their best, everyone benefits. I get a real buzz when people achieve their goals, sometimes in challenging circumstances and realise their potential, quality of life and personal rewards.

How did you develop your leadership skills and how would you define your leadership style?

Attending development programmes made available, being curious, not accepting things at face value, listened to and gave feedback, read lots of books about leadership, management, new innovations, successes and future trends. 

In terms of style, I am purposeful, results orientated, collaborative and surround myself with capable people who challenge and are also driven.

Innovating is crucial in our very diverse industry. How do you stay ahead of trends and incorporate them into your global strategy?

Listen to people who are succeeding, innovating and developing new ways to do business in the modern, Global world. The external environment is changing rapidly, those who do not move ahead will be left behind. Podcasts and relevant network groups are a great way of doing this. Talk to suppliers but cross reference the information, look for validation and measures of success.

What do you consider to be the key component(s) of effective business operational development?

Be cautious not to over stretch financially, depending on the business this may have an adverse effect during these turbulent times. Having said that, have stretching targets, give excellent service and maximise sales through great customer communication and marketing. Make sure people know what the standards are, what’s expected of them and what support they need to do their job. Coach well and listen to their suggestions for improvements.

How do you approach identifying areas for improvement within a company’s operations?

Look at those units performing well using measurable and balanced data (sales, profit, people, customer), how are they achieving it, what is it about their leaders, colleagues, competition. Set up an environment where ideas, feedback, education & support is available. People are very proud and will not share perceived failings if not done in the right way.

Where do you think the most promising investments should be focusing on and/or made on?

In my current world of work it’s all about how digital marketing, bookings, planning and guest communication can be integrated. People are travelling internationally, they don’t always want big hotels, they want a place which suits their needs. They want to confidently book without being fearful of cyber security with their payments and phishing of holiday properties. 

Travellers need to be able to trust the property exists when they arrive when not dealing with international hotels. It’s also hard to compete with the big online travel agents.

What is or are your biggest career achievement(s)?

In 2011, I led a significant change programme, the Company was recognised as winners of the National Award by the CBI 

Do you have examples where your leadership made a difference? If so, what were they?  

Centralising HR into a shared services team, leading changes to organisation structures, developing and implementing a leadership competency framework, developing the people team using CIPD Profession map. It’s great to see teams winning awards long after leaving an organisation and the businesses doing well.

What’s the most important leadership lesson you’ve learned? 

At a young age I was inspired by Sir John Harvey Jones on the BBC TV series, The Trouble Shooter. It was a great way of identifying issues in businesses. I went on to do trouble shooting of my own many years later. I have learned when there is a clear organisational mission, purpose and values which is lived by all, there is permission to challenge across the organisation, great things can be achieved. There is clear direction for people, leaders can lead and trust can be built

How did you identify and seize opportunities for advancement in your career? 

I’ve always loved my job and known what I want out of life. However, opportunities don’t always appear from the places you think or at the right time. Keep delivering for self and business, ensure people know what your ambitions are and get involved in development and networking for self, team and others.

Have you achieved everything you wanted in your career so far? 

The definition of career “an occupation undertaken for a significant period of a person’s life and with opportunities to progress”. When does it end? I look at President’s and rock stars in their 70’s. I have had a great career and thankful for the opportunities I have been given. I am now keen to combine work (flexibly), travel and tourism with family and friends. 

How important is personal development to your success, and how do you approach it? 

It is critical, now and along the journey. I have always taken some time in the week for personal development, it ranges from a workshop, course, podcast, seminar, networking event, reading. I found travel time a great opportunity for this, always ensuring the week was split between car and train for different medium.

How do you prioritise tasks when everything feels like a priority? 

Ask myself; “What will have the biggest impact if not done and how many people cannot get on with their work without it”?

What was the hardest decision you have taken as a leader?  

Managing redundancies across the team in my early career. For myself, deciding to leave a job and Company I enjoyed

What steps do you take to measure your own performance?

Now its about business outcomes and guest ratings, previously it was about delivering my objectives and engagement survey results

What does success mean for you as a business leader? 

Getting the best from people and the business to be able to grow for the future. Doing it is the right way so that success is for everyone, not just the shareholders. Being able to sleep at night knowing people (all stakeholders) are being treated fairly and with respect