Part 33 PASSIONS OF A GLOBAL HOTELIER

Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

ABC

I have always believed that anyone working as an expatriate in another country must invest time to research, understand, and respect the ‘ABC’ of the host nation. My ‘ABC x 2’ model encompasses six elements about the local population:

Attitudes

Aspirations

Beliefs

Behaviours

Culture

Customs.

Fully understanding the ‘ABC’ of Guyana, respecting it, and adjusting my actions, reactions, and communication accordingly became my primary focus as I settled into my new role in South America. Based on my previous international experience, I knew that ‘ABC’ would be the key to my success as General Manager of both the Guyana Pegasus Hotel and Timberhead Eco Resort.

No matter how much effort I put into quickly grasping the ‘ABC’ of Guyana during the orientation period of my new job, I soon realised that fully understanding about a host country is a continuous learning process. My education about Guyana never ceased, and I continue to gather valuable and often fascinating insights daily.

Phagwah

Early in my tenure, I developed an excellent relationship with Maniram ‘Mani’ Prashad, the only local Board Director of the hotel’s owning company. Mani represented the Government of Guyana, which held a 5% stake in the business, while my employer – the UK-based Trust House Forte owned the remaining 95%. Mani treated me like a friend and brother, which proved invaluable.

During my first month, Mani called me one weekend, coinciding with a full moon day. “Chandi, are you free to join me for the main Phagwah celebration in the country?” he asked. Not knowing much about the event, I agreed, recognising it as an excellent public relations opportunity. A quick bit of research informed me that Phagwah, also known as Holi, is a Hindu festival celebrating the arrival of spring, good harvests, and the Hindu New Year.

When Mani arrived at the hotel entrance to pick me up, he burst into laughter. I was dressed in my usual work attire: a full suit, tie, and pocket handkerchief. “Hey, Chandi, coming from South Asia, I assumed you’d know what to expect at a Phagwah celebration!” he exclaimed. Seeing my confusion, he added, “Please change into casual clothes, preferably jeans and old shoes. This is a festival of singing, dancing, and throwing coloured powder and water. Some will even have water guns filled with coloured liquid to spray on us!”

As we drove to the city centre, Mani elaborated further. “Phagwah is a popular Hindu event celebrated as the Festival of Colours, Love, and Spring. It honours the eternal and divine love of Radha and Krishna.” No sooner had we arrived than we were sprayed with pink water by a cabinet minister and other important citizens. Within minutes, Mani and I were covered in a kaleidoscope of colours. It was a joyous and unforgettable introduction to the cultural vibrancy of Guyana.

A well-balanced management team and supervisors of Guyana Pegasus Hotel in 1994

Easter Kites

The Monday following Phagwah was Easter Monday, a public holiday. During my routine morning walk around the property, when I went to the rooftop I noticed a lively crowd gathered outside the hotel fence along the nearby seawall. Food trucks, music, and families preparing to fly kites created a festive atmosphere. Intrigued, I ventured out to blend with the locals, who seemed genuinely happy to have me among them.

I learned that kite flying is a significant Easter tradition in Guyana, symbolising the resurrection of Christ. Families and communities gather in open spaces, and the skies were filled with dazzling displays of colourful kites made from bamboo sticks and tissue paper. Some kites were even designed to produce musical sounds as they soar. The activity is accompanied by picnics, music, and festivities, fostering a sense of hope, renewal, and unity. Witnessing and participating in this tradition for the first time was a heart-warming experience.

Navigating Security: The Police and Godfather

“Mr. Chandi are you experienced in handling firearms?” the hotel’s Security Manager asked me one day. Surprised, I replied, “I have very little experience, gained long ago during cadet training in army camps in Ceylon. Why do you ask?” He explained that as General Manager, I was expected to keep a pistol for personal protection, but first, I would need to undergo police training and obtain a Guyanese firearm licence. Reluctantly, I agreed, knowing it was better to comply with local expectations.

The Security Manager arranged for me to meet Commissioner of Police Laurie Lewis, who would later become a close friend and a regular guest at private functions in my apartment. Fortunately, I never had to use the pistol, which remained securely locked away throughout my tenure.

Another memorable encounter involved a tall, tough-looking Afro-Guyanese man who introduced himself as ‘Sevens.’ When he arrived at the hotel, the female front office staff seemed uneasy, and even the Security Manager spoke with him in a tone of respect. Sevens entered my office uninvited, shook my hand firmly, sat down, and declared, “I look after the Kingston Seawall Road area. I provide your hotel protection.”

Without hesitation, I asked the Security Manager to leave, locked my office door and responded to Sevens sarcastically, “Take a seat, please. I thought my friend Mayor Hamilton Green oversaw this area! I had a meeting with the Police Commissioner Lewis yesterday about security, but he didn’t mention you. Let me call him now to check if he knows you!” Sevens, taken aback, quickly backtracked. “OK, boss. No need to call the Commissioner. This is just a courtesy visit.” Our discussion ended shortly thereafter, but I treated him with respect in public as I escorted him out, which he seemed to appreciate.

Interestingly, Sevens would prove helpful on occasion. When a television set was stolen from the staff canteen, I called him. Within an hour, he returned with the thief and the TV. After ensuring the thief apologised to me, Sevens issued a stern warning to him: “If you ever steal from the Pegasus again, I’ll break your legs!” His reputation as the local ‘godfather’ ensured the hotel remained safe without us ever paying any protection money.

Engaging with the Trade Union

During my second week, I asked my secretary to arrange a meeting with the president of the union who oversaw hotel employee rights. “Shall I book a meeting room here?” she inquired. “No,” I replied, “set it at their head office downtown.” She was surprised but complied.

The Guyana Agricultural and General Workers’ Union (GAWU) is the country’s largest and the oldest trade union, founded in 1946. At the time, it had close links with the ruling People’s Progressive Party (PPP), whose leader, President Dr Cheddi Jagan, had long championed workers’ rights. In fact, Dr Jagan was Honorary President of GAWU for many years. Throughout of his political career he had embraced the ideology of the working class and was guided by Marxist – Leninist tenets.

When I arrived at the union’s office, both the president and general secretary seemed surprised. “We usually give new General Managers a few months to settle in before arranging a courtesy call,” they said. “Why did you come so early?” I smiled and explained, “Because you’re very important to the hotel and me. I’m a pro-union manager and want to share some quick changes I plan to implement to improve working conditions, staff meals, recreation, and remuneration. I want us to be aligned and make sure that you guys get some credit for our new initiatives.”

This proactive approach worked wonders. We maintained a harmonious relationship, communicated openly, and avoided any major union disputes during my tenure.

The ‘Racial Colour Coding’ Formula

At the monthly all-staff meeting, I introduced a new format where ten staff members, representing various departments, spoke for five minutes each. This replaced the traditional one-sided management address. The first meeting was a success, but during a post-meeting quick review I did, three senior managers in my team – an Irish Deputy General Manager, an Indo-Guyanese Financial Controller, and an Afro-Guyanese Executive Chef – raised a concern.

“Boss, the skin colour of the ten speakers wasn’t balanced,” they said. Initially, I was shocked by what seemed like an indirectly racist comment. Upon further clarification, I understood that it was a practical observation in the Guyanese context. Unintentionally, most speakers were Afro-Guyanese or ‘Portuguese’ (the term used locally for white individuals, irrespective of heritage), while there were no Amerindian Guyanese represented.

Guyanese getting ready for Easter celebrations outside the hotel

From then on, we implemented a ‘Racial Colour Coding Formula’ to ensure fair representation in public forums. If ten participants were invited, the breakdown was as follows:

5 Indo-Guyanese (Brown)

3 Afro-Guyanese (Black)

1 Amerindian Guyanese (Red)

1 Portuguese (White) or Mulatto (Mixed Black and White).

This approach reflected the demographic diversity of Guyana and was well-received by staff and stakeholders.

Management Restructuring

A month later, when my deputy, Irishman – Sean McGarth, resigned to venture into business, I took the opportunity to restructure the management team. We transferred a Bahamian hotelier from our sister property, the Nassau Beach Hotel in the Bahamas, to serve as the Rooms Division Manager at the Guyana Pegasus. I expanded the responsibilities of Raj Singh, our Indo-Guyanese Financial Controller, and promoted Courtney Hinds, our Afro-Guyanese Executive Chef to Food & Beverage Manager.

This marked a historic moment, as Courtney (a ranker who had joined the Pegasus at the inception as a cook) became the first Guyanese to hold that pivotal position at the Pegasus in its 25-year history. When Courtney was a bit nervous about the promotion, I assured him that he is fully capable of being a divisional head. Given my previous experience as a Food & Beverage Director of large five-star hotels, I became a useful mentor for Courney and later arranged for him to be qualified with a Diploma in Hotel Management. The decision was widely appreciated by our Guyanese clientele, who commended me for recognising and promoting local talent.

Subsequently, during a trip to Sri Lanka, I broke journey in Dubai, to interview and recruit a talented young Scottish chef from another international hotel chain to join the Pegasus team as Executive Chef, reporting directly to Courtney. Rather than appointing a new Deputy General Manager, I delegated equal authority to Brian, Raj, and Courtney, with all other departmental managers reporting to them. This redistribution of responsibilities allowed me to step back from the day-to-day operations and dedicate more time to strategic planning, visionary collaborations, and high-level public relations.

The restructured approach proved highly effective. Reflecting on its success, I believe it was largely due to my willingness to embrace the “racial colour coding” formula suggested to me. This approach, tailored to Guyana’s unique context, ensured a harmonious balance and celebrated the diverse strengths of the team.

Whenever needed we had help and input from an international team working for Forte PLC. They included an Italian Regional Vice President – Lorenzzo (my immediate boss, who hired me), a Sri Lankan Finance Director from the Forte head office in London – Wije, an English Regional Training Manager based in the Bahamas – Linda, an American Regional Purchasing Manager operated from Miami, and a team of multi-national regional sales team based in New York and Washington D. C. I occasionally met all those colleagues in their bases, during my travels.

Conclusion

My time in Guyana was a deeply enriching experience that reaffirmed the importance of understanding and respecting the ‘ABC’ of a host country. By immersing myself in local culture, engaging proactively with stakeholders, and adapting to unique challenges, I not only gained invaluable insights but also built lasting relationships.

From celebrating Phagwah and flying Easter kites to navigating complex security dynamics and fostering harmonious union relations, each experience contributed to my growth as a global hotelier. Guyana taught me that cultural adaptability, respect, and open communication are the true keys to success in any international assignment.