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In many
cultures huarache
nere e bianche , rules, roles, and choices are very circumscribed. I
remember speaking once with an Italian friend about gondoliers in Venice, Italy.
Gondoliers usually inherit their tiny mooring places from their fathers, who had
done the same from their fathers. Most gondoliers live lives circumscribed by
their mooring place, thinking about little beyond the small territory within
which they typically pole their tourist passengers. Even when a culture seems
overly bound by rules, roles, and choices, there may still be room for a more
meaningful life. That door opens when we think about the freedom that follows
from being authentic and acting in accord with good ethical standards. Let's
consider the path of one hospitable man to uncover lessons about how to enjoy
that kind of authentic, ethical freedom. Mr. Stephan Earnhart grew up with an
unusual connection to two cultures that are seldom in contact, Switzerland and
Oregon in the United States. The son of missionary parents from Oklahoma and
Oregon, Mr. Earnhart was born and raised during his early years in Switzerland.
As a result, his initial perspective was more Swiss than American. His Swiss
upbringing led him to expect to choose his life's work by the end of 6th grade,
but he no idea what to select at that time. Someone casually noted that he
doodled well and could always go to art school. Pursuing that
thought nike
free flyknit chukka italia , he was accepted into and did well in a highly
competitive design curriculum at a prestigious school. From these experiences,
he learned to value creativity. When Mr. Earnhart was 17, a sad event interfered
with this career direction: His family moved to Portland, Oregon to be with a
dying grandmother. Despite the change in home location, he was determined to
become an influential painter and began studies in Munich at the Akademie der
Bildenden Kunste. Family ties tugged at him again when a younger brother was
dying of cancer, and Mr. Earnhart returned to Portland for the last few months
of that brother's life. But you won't find Mr. Earnhart's work hanging in your
local art museum. At 25, he decided to employ his freedom of choice to move in
an entirely new direction, a pathway that contained many practical advantages:
entering hotel management. Where did that conclusion come from? As a teenager,
Mr. Earnhart washed dishes in the kitchen of a graduate of the Swiss hotel
school, Ecole Hoteliere de Lausanne, and waited on tables in restaurants. During
his college years, he worked in restaurants until someone challenged him to
manage a restaurant. Under the mentorship of a hotel manager in 1984, Mr.
Earnhart began a management position at the Heathman Hotel in Portland, Oregon.
In subsequent
years nike
flyknit lunar 3 saldi , he held management positions in many leading hotel
chains and also served as a consultant to many of the world's top hotels. From
those experiences, he began to develop a sense of the challenges involved in
providing excellent service and pleasant experiences for hotel guests. In 2004,
Mr. Earnhart was working as Director of Operations for The Ritz-Carlton in
Sarasota, Florida. He believed that the best way for his hotel to keep
competitive was to continually improve learning, innovation, and the quality of
hospitality experienced by guests. His guiding principle during his career had
been to work himself out of a job by training and delegating, training and
delegating, training and delegating -- while doing unto others as he would have
them do unto him. In this application of the Golden Rule, he looked to Jesus
Christ as his primary mentor. To test how well he was doing in following his
precepts, Mr. Earnhart asked himself two critical questions every day: 1. What
have I learned today? 2. Who have I helped today? At this point, he decided to
shift his career and become a professor of hotel management in Switzerland.
Without an MBA degree, Mr. Earnhart was doubtful that he could gain a
professorship. Searching for opportunities to express his creativity, he
discovered he could study part-time online at Rushmore University while keeping
his demanding job at The Ritz-Carlton. Being ambitious, Mr. Earnhart decided to
follow a curriculum more like that of a doctoral student than an MBA candidate.
Feeling that
attracting nike
flyknit lunar 2 recensione , selecting, acculturating, developing, and
emotionally inspiring talented people are essential tasks to achieve success in
any hospitality environment, Mr. Earnhart wrote five powerful papers exploring
the best of what's known about those topics and tying them into practical
methods that any hotel could apply. He also used his work at The Ritz-Carlton to
test the practicality of his new ideas. As a foundation for this management
approach, he spelled out a powerful way to use The Balanced Scorecard in the
hospitality industry to communicate what the organization's strategy is and to
measure how it is doing in implementing its strategy. Despite having limited
free time to finish his degree, Mr. Earnhart was able to complete his MBA
program in 2005. With this degree in hand, he has been able to select life
choices with more authentic, ethical freedom once again. This time he moved back
to Switzerland with his Swiss wife and two younger children (who are also dual
citizens of the United States and Switzerland). Mr. Earnhart now works as
Academic Director (after having joined the faculty and served as dean) for Swiss
Hotel Management School in Leysin. One of the benefits of this academic post is
being able to live in a Swiss village . . . which he knows from experience is a
great place for youngsters to grow up. Mr. Earnhart's artistic career continues
to blossom as a hobby rather than as a vocation, building on the skills he
developed while earning a bachelor's degree in fine arts a few years ago at
Portland State University. At this point in his career, Mr. Earnhart has a large
body of work that he is looking forward to exhibiting for others: Perhaps.