By Nicola Walker
As a former General Manager myself, I can testify that it is both incredibly challenging and rewarding. You need to understand every different aspect of the business and wear many different hats, often at the drop of said ‘hat’! This month I spoke to nine General Managers from different types of venues across Scotland who are at the top of their game. I wanted to find out their stories, what motivates them and what challenges they have faced in their role. This is part one of our two-part series.
Rory McGinley landed his first GM position at the age of 23. But he then took some time out to do a PhD, work as a tutor and go travelling before being lured back into the industry. He has now been managing The Buttery for nearly 7 years and won the HOSPO Manager of the Year award at last year’s Scottish Bar and Pub Awards.
Says Rory, “I’ve always had a real interest in food and restaurants, so the prospect of combining the two seemed a natural fit for me! No two days are the same, and I don’t think you ever tire of the feeling you get when someone has visited the restaurant and truly enjoyed their experience. I also love seeing everyone pulling together for the same purpose, so watching the team evolve is one of my main motivations.
“Coming out of COVID was a particularly challenging time. We had to make projections for the business going forward, but this really was finger in the air stuff as nobody knew which direction hospitality was heading. As with many restaurants post-covid, we’ve had to pivot and rethink our business model. This has been difficult, but I feel that we are stronger for it.”
“It is important to have a clearly defined work-life balance. The days of working 70-hour weeks and split shifts should be behind the industry and this can only be to its benefit: it allows longevity within the trade and allows people to think of it as a sustainable and attractive profession. Everyone in the business deserves the same level of respect and gratitude for what they do. This is something I hold dear and would pass on for anyone looking to make the step into management.”
Carys McGhee began her career in hospitality with Buzzworks when she was just 15. She says, “This stood me in good stead, instilling great standards and skills, and I realised very quickly that I had a love for hospitality.”
After moving to Glasgow for university she continued to work in the trade at the likes of Café Mao, Café Gandolfi and Jamie’s Italian. But after 10 years she moved back to her hometown of Troon. “It was a no brainer to return to Buzzworks, who now had a catalogue of successful venues.” She adds, “I was an AGM at Scott’s Troon for six years while juggling family life. As my daughter got a bit older, I found I could take on more and this gave me the push I needed to step up to GM at the Treehouse 18 months ago.”
“I find I am constantly motivated by the impact hospitality has on people’s lives. I enjoy helping my team grow and build confidence, as well as providing customers with a place where they can enjoy special occasions, escape the daily challenges of life, or simply enjoy a coffee and a chat.
“It is currently a challenge to juggle rising costs with being able to offer our customers a great quality experience for a reasonable price, but it is so rewarding when we get it right. You need to have passion, compassion, drive, and the confidence to take risks and make mistakes. You should also never forget to have fun!”
Luke Trodden joined Tigerlily around two and a half years ago as DGM and is now GM after a number of years with Revolution Bars where he progressed through the ranks and ended up managing teams across five different locations in Britain. He says, “My passion for the hospitality industry likely fuelled my desire to become a General Manager.
“I enjoy building relationships, interacting with diverse individuals from all over the world and the teamwork – I’ve made lifelon friends in the industry.
“Becoming a GM offered me the opportunity to leverage these passions while taking on a broader leadership role and overseeing all aspects of an operation.
“I find satisfaction in shaping the guest experience and ensuring a smooth operation for my team.
“The complexity of managing a boutique hotel with a buzzing bar and restaurant keeps me engaged. The constant learning curve inherent in the role is motivating, no two days are the same, and each day can be challenging and rewarding.
“Even with the rewards, being a GM comes with hurdles such as the long hours that can lead to missed social events and personal sacrifices, addressing a wide range of issues, from guest concerns to staff conflicts, and the pressure to perform. Meeting financial targets and maintaining a high-quality experience can be challenging and stressful.
“In my role it’s important to inspire and motivate your team, have clear communication skills, be great at problem solving and decision making and also have the resilience to bounce back from setbacks.”
Fiona McLean joined The Pierhouse in 2018 following the sale of the property to The Wee Hotel Company. After working as a visual merchandiser, she enrolled as a mature student to study tourism and events and then went on to run her own vintage décor hire and events business before being enticed into hospitality full time.
Say Fiona, “If I’m truly honest, being a GM wasn’t something I aspired to do. However, I think it’s an addictive industry with such a strong sense of teamwork and camaraderie. A huge driver for me was to forge and implement positive change – to challenge the perception of hospitality as an industry and a long-term career
option.
“One of the great things about my job is the diversity of people that I get to work with and learn from. Fostering a culture of respect for each other
inevitably translates into how our team welcome our guests. If we can’t look after each other, then how can we expect our team to care for our
guests in a true and authentic way.
“It can be challenging at times to find balance between the mechanics of being a GM and being present and available to our guests and my team. I think everyone can feel self-doubt at times and you need to allow yourself space and time to grow and build confidence in the role. Fundamentally I see my role as one of support to all the team, which in turn helps to facilitate their successes.”
