For many of us, it’s only natural to feel like the correct response in a crisis is to hunker down, batten down the hatches and ride out the storm. In the hospitality industry, however, independent owners and operators are frequently best served by embracing change, not avoiding it. Actively exploring and implementing positive, productive and proactive changes is always a good idea, but it’s especially vital during challenging economic circumstances.

A business-as-usual mentality leads to stagnation and loss of momentum— the last thing anyone needs during a financial slowdown. While consequential changes often require some time and money up front, thoughtful and strategic change usually represents the best investment you can make in your business. Change can be frightening. But it can also stimulate new ideas and innovation, generate enthusiasm among staff and guests, distinguish you from the competition and elevate your hotel and its services to the next level.

My experiences as general manager of the Habitat Suites Hotel in Austin, TX have reinforced my belief that for independent hoteliers who take the initiative, change can be a necessary, even transformative, force. From the early 1990s, when management decided to begin the process of "greening" this hotel—which originally opened in 1985—the changes have been profound. A charter member of the Green Hotels Association, today Habitat Suites' commitment to operating in a safe, sustainable and environmentally conscious manner extends to virtually every aspect of our operations. From programs in air quality, land use, energy efficiency and waste management, to recycling, resource conservation, water quality, and human health and public education, our guests see our sustainable philosophy is more than just words. Habitat Suites' commitment to efficiency and service extends to our operational capacity as well, with technological improvements fostering a more robust reservation system, improved channel marketing and an integrated electronic distribution strategy.

The results have been extraordinary. What has been a revelation is the nearly universally positive response from staff members and guests. Employee retention is up and the number of regular and repeat clients has increased dramatically. The bottom line is Habitat Suites has become both a more pleasant place to stay for our guests and a more profitable business. While not every independent hotel is in a position to reinvent itself entirely, here are a few key ideas to consider for owners and operators looking to make positive changes of their own:

DISTINGUISH YOURSELF
At Habitat Suites, our identity stems from the many ways in which we implement our sustainable philosophy. From organic food grown on-site to feed the staff and contribute to the hotel restaurant and a local food bank, to chemical-free laundry, solar power, and programmable thermostats, a number of small, but important details come together to create a memorable and defining portrait. From vendors and materials, to policies, staff and service, the opportunities for an independent hotel to forge its own unique identity are abundant, and owners and operators should make that work for them.

BE FLEXIBLE
For many independent hotels, the biggest change of all can be an open mind; an unwillingness to accept business orthodoxy and a newfound willingness to use more common sense and less book sense. Be flexible and creative. Be willing to abandon traditional models and try promising new ideas. In the hospitality industry it can pay off in the long run to run a business somewhat like you might run a family. Sometimes the best way to improve the bottom line is to shift priorities. Create a welcoming, service-first atmosphere for guests, and always carefully consider with whom you want to do business; partnering with vendors and outside providers who can lift you up, not hold you back.

USE OUTSIDE EXPERTS
It is not easy to do it alone. Savvy owners and operators often partner with experienced providers of the latest technologies and efficient hospitality solutions. Many firms specialize in working with independent hotels and can help make big improvements in areas such as connectivity and marketing. Increasing electronic reservations through effective channel management and deployment of an advanced online reservations strategy; and the implementation of programs that effectively reach travel agents, third-party web sites and travelers—all within the budget of the independent hotelier—can save time, improve accuracy, enhance customer-service benefits and ultimately provide a greater return on investment.  For example, when we began working with Sceptre Hospitality Services for our connectivity, we had compelling concerns: Would there be a disruption of service? Would we have regrets? Would they deliver all that was promised?  After the first year, we saw bookings had increased, validating our mantra that change is good and should be embraced.

Change can be as simple as a coat of paint or as profound as an all-encompassing inside-and-out makeover. Ultimately, however, positive change is about unlocking your potential. For independent hoteliers everywhere, that process cannot only help survive tough economic times, but can position a hotel to thrive when financial circumstances improve in the future.

Natalie Marquis is general manager of Habitat Suites Hotel in Austin, TX.  Habitat Suites is an environmentally conscious hotel and is a leader in green hospitality.  Visit the Habitat Suites website for more information.