Many entry level hospitality jobs can eventually lead to management positions of one sort or another along the career path.
If you begin work as a waiter, for example, you could eventually become a supervisor, looking after several workers who are in less senior roles. You could even become the overall manager of an eatery one day.
And some people may look to move into hospitality at directly management level, perhaps because they have some managerial experience and past work in the sector under their belt.
But what skills do managers need? There are hosts of books and articles on the subject, and it's not an exact science, but here are some ideas to keep in mind.
They may help you in finding areas you need to work on yourself if management is one of your aims. And with higher pay and the exciting challenge of extra responsibility just two of the perks of management roles, many people look to this as a career development goal.
Pressure? No problem!
Pressure is going to be put on you in any management role. That's one reason you get the extra money, and why the roles tend to go to people who have already proven themselves with past experience.
In order to thrive as a manager, you must be able to deal with pressure well and not let it get to you. One good way to test or increase your resilience is to take on extra responsibility in your current role. Some people are perhaps more naturally suited to working under pressure than others – but that doesn't mean those who could do with a skills boost can't get better at this part of the management game.
Being a manager involves dealing with people in less senior roles using communication skills. If you've only had roles where you are being managed and have not had to oversee and instruct others, this part of the management role will be very different for you.
Situations that can require great communication skill to navigate include: Motivating staff to work, dealing with staff who have behaved inappropriately and may need to be disciplined and handling any problems and concerns that may be brought to you.
At different times you may need to be sympathetic, stern and convey any number of appropriate things to members of your team. You'll likely need to be comfortable talking to them one on one and empathising with their needs, and giving enthusiastic talks in front of a large group.
How should you start working on appropriate people skills for management if you're not already in a management position? One thing to try might be taking on more responsibility for helping and training new starters. This can give you some sense of what it's like as a manager to have someone's questions and concerns to deal with.
As a manager, there are no excuses for not being tuned into the company you work for and what it wants to achieve. You'll have much more responsibility for conveying the messages the company wants its staff to hear to people below you, and will have to know exactly what your employer is all about, and what it wants to achieve.
Staff who are not yet in management positions may be able to increase their chances of a promotion if they stay engaged in this way with their employer. People who come to work and don't connect with the company fully are not as likely to end up as managers at that organisation.
Berkeley Scott provides specialist advice and support to help you find hospitality work