SSA Group, a best-in-class provider of integrated guest services, partnered with Behavioral Essentials on a data-driven coaching program designed to enhance the self-awareness of its leadership teams.
“In the hospitality industry, where the stakes are high, and the pace is relentless, leadership is about more than just making quick decisions—it’s about mastering the art of human connection,” says Jill Macauley, COO of Behavioral Essentials.
This field’s leaders must manage different teams across numerous locations and always provide outstanding visitor experiences. These demands are particularly evident in cultural attractions like zoos and aquariums, where guest experience is tightly entwined with operational challenges and the need to produce meaningful, enduring memories.
“In this environment, operational excellence alone is not enough. Leaders must also understand the behaviors that drive their own actions and those of their teams. However, this essential skill often goes unnoticed amidst the fast-paced nature of the industry, where the focus can easily shift to immediate operational concerns. Yet, as we’ve seen in our work with SSA’s general managers and regional vice presidents, the true secret to effective leadership lies not just in technical skills or industry knowledge but in an inward journey—getting to know yourself.”
The importance of self-awareness
Effective leadership requires self-awareness. This often-overlooked trait helps executives inspire, motivate, and unite teams while navigating the hospitality industry with clarity, calm, and care.
Self-awareness is the ability to recognise and understand one’s thoughts, feelings, and actions and their repercussions on others. This deep understanding helps leaders establish stronger teams, communicate better, and make smarter decisions.
Studies show that only 10-15% of people exhibit real self-awareness despite its benefits. However, a culture of self-awareness can minimise workplace conflicts by 40%. This is because emotionally aware leaders can better manage their responses and understand others’ perspectives. Thus, group miscommunications and disagreements decrease.
Korn Ferry discovered that self-aware CEOs boost team effectiveness by 22%. Harvard Business Review found that self-aware executives are 33% more effective. According to The Institute for Health and Human Potential (IHHP), 92% of leaders with strong emotional intelligence, a significant self-awareness component, make beneficial organisational decisions. Gallup found that self-aware CEOs have 79% more engaged staff. Companies led by self-aware CEOs have 22% lower turnover.
“Recognizing the importance of self-awareness for leadership, SSA—a company founded on true hospitality and human connection—knew that addressing the self-awareness gap was essential,” says Macauley. “In an organization where leaders must not only manage operations but also foster meaningful relationships with guests and teams, understanding oneself is critical to creating the authentic connections that drive SSA’s exceptional service and sustained success.”
The process
SSA and Behavioural Essentials collaborated on a data-driven coaching program to improve self-awareness among key executives, including general managers and regional vice presidents.
“At the heart of our coaching programs is the E3 Behavioral Insights Platform, a cutting-edge tool driven by decades of behavioral science,” explains Macauley. “SSA uses the platform to elevate leaders’ self-awareness by providing a comprehensive analysis of their behavioral tendencies through a streamlined and efficient process that takes just 5-10 minutes to complete.”
E3 evaluates leaders on 21 behavioural scales, each addressing a crucial facet of human behaviour affecting leadership effectiveness. These measures assess several behaviours, including emotional intelligence, decision-making, conflict resolution, and communication preferences. The platform evaluates leaders on these measures, creating a thorough profile that highlights strengths, growth areas, and how their behaviours impact teams and organisational outcomes.
Following this, Behavioral Essentials’ foundational report, The Line Chart, displays 21 behavioural scales and significant attributes of individuals from the E3 Behavioural Assessment.
Besides promoting self-awareness, the E3 Behavioural Insights Platform provides valuable insights into team dynamics and behaviours. The tool helps SSA leaders understand their team members’ distinct behavioural profiles, enabling them to customise communication, management, and conflict resolution tactics for each individual. By increasing knowledge, SSA GMs and RVPs may foster a happy and productive team atmosphere where all members feel valued and understood.
These insights and experienced coaching have aided SSA’s GMs and RVPs in their leadership development. The platform enhances self-awareness, promoting better decision-making, communication, and teamwork. Based on behavioural data, this personalised coaching approach distinguishes the E3 platform, leading to a significant, measurable impact at SSA.
The impact
Since the program’s inception, SSA has experienced a 300% increase in GM engagement compared to the previous year. 40 GMs opted for a 1:1 E3 Review with a coach, gaining deep insights into their behavioural tendencies. 18 GMs pursued extended individual coaching beyond the E3 Review, while 15 sought coaching support for their teams.
“I was skeptical but quickly saw that my E3 results were highly accurate, and the feedback allowed me to see some of my blind spots I was unaware of,” says Sam Burr, southeast district manager at SSA Group. “I took that feedback and made tangible changes to my behavior—listened more, asked more questions, spoke less (and last)—and saw exponential improvements. I started building relationships with management team members I never had before.”
Stephanie Turner, regional VP for the mountain region at SSA Group, adds: “This journey has helped give me the confidence in the coaching process and has helped be an additional resource for me to tap into when addressing more deep-rooted opportunities with teams and individual leaders I manage in SSA.
“The E3 assessment lays ground from a neutral perspective to be able to look at behavioral traits that may need more awareness. 1:1 coaching sessions as well as team workshops have helped build the overall team dynamic in Tulsa, Oklahoma City, and many of my other units. I plan to continue using this service for conflict resolution, team building, and even client relationships.”
“The success of our coaching program with SSA has not gone unnoticed,” says Macauley. “As we continue to work with SSA’s leaders, we are also expanding our reach to serve other clients in the industry, including prominent zoos like the Denver Zoo, LA Zoo, Oakland Zoo, and Utah’s Hogle Zoo.
“These organizations recognize the value of our programs in enhancing team dynamics and leadership effectiveness. Through both team coaching sessions and individual support, we are fostering environments where leaders and teams can truly thrive.”
Macauley, along with SSA leaders, will be presenting about the impact of Behavioral Essentials’ work, including the use of AI for hiring at the upcoming AZA conference in Calgary, Alberta.
