Side conversations affect the hospitality industry. The hospitality industry includes hotels and
resorts, and restaurants. From experience, side conversations after board room meetings or before
board room meetings are unavoidable in the hotel sector. Employees, and leaders often, hold side
conversations on important matters that have been discussed or are set to be discussed in the
board meetings.
In the hospitality sector, such side conversations have numerous negative consequences. In these
side conversations, employees tend to form their own groups, separate from those of the board
members. The conservations however, lead to rush actions such as an employee leaving his or her
job, or the unfair departure of a board member. These side conversations held by members of the
same rank usually leads to incomplete perspectives as the perspectives of other groups are not
taken into consideration (Gardner & Peterson, 2019) Such side conversations also lead to the
isolation of some perspectives. When the hotel owners or the board members are holding the
annual meeting, they usually form small gatherings before and after the meetings. Joining the
groups often depend on seniority and influence, and most of what is discussed by members of the
senior group in their side conversations is imposed on the larger organization (Gardner & Peterson,
2019). Such side conversation has led to board meetings where new members, including experts in
the hotel sector selected to the board to contribute their expertise, have failed to contribute.
Side conversations however, are unavoidable and has had positive influences when properly
executed. For the new members in the hotel industry, side conversations present a situation of less
pressure where they can critique views, build, and organize ideas that can help the hotel. New
board members can be intimidated by the board meetings, side conversations provide an avenue to
capture their insight and enhance their contribution to company processes.
Side conversations have a significant impact on both internal and external stakeholders in the
hospitality sector. Side conversations affects internal stakeholders by fostering more coordination
between employees and leaders in the hospitality sector. The rather unofficial nature of side
conversations makes them important for breaking bureaucratic barriers and having employees who
are constantly in touch with consumers, increase their contribution toward key business decisions.
Allowing side conversations and structuring them increases the competitiveness of the business in
the hospitality sector. Side conservations involving experts, board members, and employees will
likely touch on trends, competitor moves, and company weakness that a business can use to be
competitive.
Side conversations are something that every industry has, as it is a people thing not an industry
thing. For today’s conversation I will talk about side conversations in manufacturing. During well ran
board meetings or supervisor meetings everyone has a chance to give small titbits of advice and
feedback during the meeting, that way everyone is heard and got to say their part. During poorly
ran and orchestrated meetings side conversations seem to happen more often and are more
generally off topic and not productive. In a role that I previously had we had safety meetings that
were ran very poorly, with little to no participation from those there and so side conversations
would break out often. Not only was nothing accomplished but it left leadership feeling like the
employees were not wanting to safe, while it left the employees feeling like leadership wasn't doing
their job at keeping everything organized and safe so they had to discuss among themselves.
Side conversations can impact manufacturing in positive ways when it is in a productive
environment. If there are new ideas being talked about and it is not disrupting the group than it
potentially has a value to it. I see side conversations more in the negative light as usually this is due
to lack of paying attention and not wanting to focus. I also think personally that it shows a lack of
respect for the leader of the group who is running the discussion.
It may influence internal and external stakeholders negatively as side conversations may be seen as
a lack of attention or not being engaged in the discussion at hand and could give off the wrong
message. Side conversations have the potential to be an effective way to share ideas, but when
done poorly can give off the wrong message and could look like disrespect for leadership (Gardner
et al, 2019).
References
Gardner, H., & Peterson, R. (2019, September 1). Back channels in the boardroom. Harvard Business
Review. https://hbr.org/2019/09/back-channels-in-the-boardroom
