Before being promoted to GM, I was one of several hotel sales managers. In that position I was slated to develop the market for movie stars, performers, and major league sports teams. The independently owned boutique property had everything a AAA rated, four-star property requires. It also had some over-the-top services, making it an ideal choice for those wanting top-of-the-line services and amenities. The hotel, tucked away in midtown, was known as the perfect destination for those who didn’t want their home-away-from-home address known.

Ironing out the details of celebrity wish lists was time consuming and involved hosting personal escorts, booking agents, and public relations personnel in the hotel’s restaurant. Lunch was a great time for learning and intimately getting to know the requirements for celebrities for the duration of their stay. The conversation over lunch demanded sharp listening skills and careful attention to specifics.

Since intimate and enlightening information was exchanged, I learned a lot about the needs of celebrity guests. Realizing that employees are as valuable as the booking agent representing the celebrity, as part of an employee/management building program, I took my “lunch” experience and implemented one-on-one lunches with employees, known as “employee of the lunch.” Eating together is a great time to connect. It’s an opportunity to get to know an employee on another level, a chance to talk about their needs, goals, desires, and level of happiness. One on one gave me a chance to evaluate the employee as a good fit for the department or management. These “discovery lunches” were an opportune time to find out if I had made the right hiring decision.

It was often after these lunches I gave raises, offered a lateral move, transferred the employee to a better-suited department or position, developed a cross training program designed for the particular employee, or sorted out work environment problems. Discussing home and personal life, hygiene, and appearance proved beneficial as well. Addressing this was a chance to build trust around sensitive and sometimes embarrassing issues. We discussed how to solve problems, enhance performance, improve uncomfortable or personal situations with fellow employees, and be more efficient and organized in their work area.

The results were remarkable. It created an aura of enthusiasm, team playing, and respect. It was the oneon- one connection that had such an impact. Suddenly, their performance and appearance were important and vital to the overall purpose of their position and the good of the hotel. These one-on-one lunches inspired them to reach higher and work harder. They became passionate about their job.

Happy and devoted employees represent what managers and department heads work hard to attain every day. They reflect our training, leadership, hard work, and dedication. Management/employee understanding and respect is the reward of our endeavors. Sincerely caring about employees and rewarding them inspires them to go to the next level.

Annual employee lunches (where employees are grouped into one reward category), bonuses, incentive programs (sometimes unattainable), and recreational outings are expected. But the one-on-one lunch provides lasting impact. Food is a universal passion that brings us together. Sharing intimate information in an intimate surrounding powerfully affects an employee and their job performance. Timely, yes. Rewarding and results oriented, you bet. I was never proven wrong.

Kerry Dunnington is the author of  This Book Cooks (www.thisbookcooks.com).