The Situation "Well Cyndi, good luck," said Mr. Patel. "I know you will do a great job!" Cyndi was the new general manager in a limited-service hotel that was not doing well. In the not so distant past, the hotel had been very successful. Employee turnover was very low, and staff members gave a high priority to meeting and exceeding the expectations of the guests who stayed at the property. Sharon, the previous manager, had been there for many years. She emphasized guest service as a key to success, and she was proven correct each year as business volume and profits increased. But Sharon retired. Alan, the manager who succeeded her, emphasized cutting costs instead of providing value for the guests. Staffing patterns were cut until employees had no extra time for even the simplest interactions with guests' needs. The business suffered, and Mr. Patel, the hotel's owner, replaced Alan with Cyndi, who was instructed to "turn the business around." It was Cyndi's first job as a hotel general manager. With so many issues demanding her attention, she wasn't sure where to start. A Response Cyndi needs to understand that any hotel's greatest asset is its staff. They are the