Celebrating Our Overachieved Semester Goals: A Testament to Our Culture of Recognition and Appreciation

The semester started with one clear mission: to inspire delight through hospitality innovations. But to truly live this mission, we needed specific, measurable goals that could align our team’s efforts and energy. As Jing, our CEO, discussed in an interview with me, setting clear semester goals was crucial for ensuring that each team member understood their role in achieving the company’s vision.

Jing emphasized that without well-defined goals, individual interpretations of the company’s mission could lead to a lack of focus, ultimately hindering productivity. The semester goal was designed not only to measure success but to unite the team under a common purpose. “If we don’t have a goal,” Jing shared, “nobody has a focus. Individual goals will get prioritized over group goals.”

From the start, we knew this would be a challenging semester. Our goals were ambitious, pushing us to innovate and grow both as individuals and as a company. But with the promise of substantial rewards—including 5x individual bonuses for those who helped surpass our revenue targets—everyone was motivated to give their best.

The journey wasn’t smooth sailing. After a strong start, we encountered what Jing described as “post-achievement syndrome.” After celebrating past successes, the team’s energy dipped, leading to our worst performance in April. However, this setback was a wake-up call that prompted us to refocus and realign with our goals.

Jing’s leadership during this period was pivotal. He stressed the importance of discipline, honest feedback, and accountability. “Sometimes,” he explained, “feedback has to be tough. But if you don’t address performance issues quickly, they can snowball into bigger problems.” His emphasis on timely, constructive feedback helped us correct course and regain momentum.

One of the major turning points came when we realized that while we were expecting growth, we hadn’t allocated enough resources to actively pursue it. Initially, only one person was responsible for driving growth—a task too large for a single individual. Instead of simply adding more people, we focused on promoting internal talent, fostering leadership density across the team.

As Jing reflected, leadership density—the number of people capable of leading effectively—became the key to our success. By promoting and empowering more team members to take on leadership roles, we not only increased productivity but also built a culture of trust and interdependence. As more people stepped up to lead, the organization became more agile, allowing us to tackle challenges head-on.

One of the most defining moments of the semester came in May when we identified the need for a more dedicated growth team. This realization marked the beginning of a shift in how we approached leadership and resource management. Instead of hiring externally, we looked within, promoting those who had already proven their capability and commitment. To name them, they are Marcel, Kayla, and Bella. This decision not only strengthened our leadership core but also created space for junior team members to step up and grow.

By mid-semester, our efforts were starting to pay off. Revenue was on track, and the team had developed a sharper focus on achieving the semester goals. We also saw a transformation in the way we recognized each other’s contributions. Our recognition culture became a cornerstone of our success, with leaders regularly acknowledging the efforts of their teams, fostering a sense of belonging and motivation.

At the heart of this recognition culture is the belief that when everyone contributes to the mission, everyone deserves to be appreciated. Whether through public recognition in meetings or personal acknowledgments, our leadership made sure that no contribution went unnoticed.

Another key moment came toward the end of the semester, as we approached our revenue targets. What initially seemed unattainable suddenly became possible, thanks to the determination and collaboration of the entire team. Jing chose not to intervene, allowing the team to take full ownership of their success. The energy and commitment of the team during those final days were truly inspiring and marked a turning point in how we viewed our potential.