A legacy of excellence and empathy

This is a tale of determination, passion and the pursuit of excellence. Of a trailblazer who shattered glass ceilings in the hospitality industry, becoming the first lady General Manager of a prestigious five-star city hotel. But before Shirin Batliwala stepped into the limelight of luxury hospitality, her journey began with a twist of fate. “I wasn’t keen to just graduate in arts, and was looking for alternate career options,” she reminisces. It was a chance encounter with Professor Dhun Talati at the Institute of Hotel Management, Dadar, that changed the course of her life. “She explained what the course was all about and I found myself being drawn to it,” recalls Batliwala. 

So, in 1966, Batliwala took the leap, joining the institute just as it shifted to its current location at Shivaji Park. “Luckily, the term started late so happily everything fell into place,” she adds with a smile. From that moment on, there was no looking back. “Once I started studying, I found all the subjects to be fascinating and there was no looking back,” she enthuses, “I was enchanted by the interplay of dynamics that go into running a hotel, crafting a virtual city within a city as it were.” 

For Batliwala, the journey wasn’t without its challenges. “The course was very demanding and many students dropped out,” she reveals. However, she stood firm, fuelled by her passion and determination. “It prepared one for the demands of the industry,” she affirms. As the hospitality industry continues to evolve, Batliwala’s story stands as a testament to the power of perseverance and passion. Her journey inspires countless others to dare to dream and break barriers, one step at a time.

Breaking barriers in hospitality
Batliwala considers herself fortunate to have been selected by the Taj as soon as she completed her course. “Fifty years ago, the industry was male-dominated,” she recalls the limited roles available to women, primarily confined to housekeeping. Yet her passion led her elsewhere. “During my internships, I found myself drawn to the F&B department,” she reveals. Her determination to break free from the conventional was met with an unexpected opportunity during her interview with the Taj. “Fortunately, some interview panel members remembered me and I was asked if I would like to join in the F&B department,” she recounts, adding, “The older staff always saw us as a threat and tried to undermine our efforts. Despite this, she and her peers were determined to earn their place in the industry. “Hence, we bonded well to make them accept us as colleagues,” she says.

Reflecting on her experiences, Batliwala offers sage advice to women navigating the world of hospitality. “Do not expect any preferential treatment just because you are a lady. While working with male colleagues or subordinates, always remember that you are a lady and behave accordingly,” she advises. “Keep a check on the language that you use.”

Leading with Affection and Excellence
Batliwala’s career in hospitality was shaped by the wisdom of mentors and the enduring values of her idol, JRD Tata. “My leadership philosophy was moulded by various seniors who mentored me and by the values expressed by Mr Tata,” Batliwala shares, her voice resonant with admiration. She recalls a pivotal moment when he penned a profound saying for her in his favourite light blue ink, a cherished reminder that adorned her desk throughout her career. “To be a leader, you have got to lead human beings with affection,” she recites. Guided by these principles, she embraced a leadership style rooted in empathy, fairness and unwavering dedication to her team.

“Treat people fairly. Care for them, value them and let them know that you care,” she emphasises. Her leadership journey reached new heights when she assumed the role of the opening General Manager of Calcutta’s (now Kolkata) Taj Bengal in 1989. In a city steeped in the culture of labour unions, Batliwala faced formidable challenges. “Every business had at least two unions and often faced strikes,” she recalls. Yet, under her stewardship, the hotel stood as a beacon of unity and cooperation. “In the eight years I spent in the City of Joy, not only could no external union gain a toehold in the hotel, the staff refused to even form an internal union or committee,” she proudly declares. Her commitment to excellence, inspired by Mr Tata’s timeless wisdom, propelled her forward: “Always aim at perfection and only then you will achieve excellence.”

A Journey Towards Equity 
As the hospitality industry continues to evolve, the quest for diversity and inclusion remains a paramount concern. Offering her perspective, Batliwala says, “The industry, by and large, has made much progress in encouraging gender diversity. Being a peoples’ business, ladies are well suited to it, and more are coming forward to join it.” Yet, she acknowledges, there is still much ground to cover. “Inclusivity covering differently-abled persons is sadly not being given enough priority yet,” she laments, highlighting a critical area in need of attention.

Batliwala emphasises the importance of proactive efforts in fostering inclusivity. “There are many areas in the hotels where they can be trained and absorbed, but it does need a special effort on the part of the management,” she asserts. Despite the challenges, she finds hope in the initiatives of trailblazing companies. “Some companies like Lemon Tree Hotels are doing a wonderful job of leading the change and inspiring others,” she commends but adds that there’s still a lot more work to be done.

GMs and their changing roles
On the shifting role of a General Manager and the challenges posed by a rapidly changing industry, she says, “Competition, ease of travel and the entrance of almost every international chain have added a new dimension to customers’ expectations.” Adapting to these evolving demands requires constant vigilance and a commitment to staying ahead of the curve. “This has required the GM to constantly update not only him / herself on the latest trends but keep the staff aware and trained to deliver differentiating products and services,” she explains. “Staying relevant is of utmost criticality to stay on top of one’s game.”

However, amidst the pursuit of progress, Batliwala sounds a note of concern. “Difficulty in finding and retaining trained manpower is a challenge,” she acknowledges. Trained employees are increasingly sought after not only by competing hotels but by other service-oriented industries as well. And she feels sad that the ‘art’ of hospitality is being replaced by the ‘businesses’ of hospitality with GMs now encouraged to be business managers rather than hotel managers.

Redefining Hospitality Education
Batliwala also advocates for a paradigm shift in hospitality education. “I feel the quality of hospitality education requires to be critically looked into,” Batliwala asserts, her voice resolute. “Industry participation into the formulation of the curriculum would be extremely beneficial. There needs to be an equitable balance between vocational skills to be acquired for operations versus new age leanings for today’s requirements,” she explains. From revenue management to sustainability, she emphasises the importance of preparing students for the complexities of the industry. But it’s not just about technical skills. She stresses on the importance of equipping future leaders with essential soft skills. “Proper email etiquette, how to address a letter should be taught,” she feels. Similarly, she advocates for teaching the effective use of social media platforms, recognising their role in modern communication. “This will make the leaders of tomorrow market-ready, international in outlook, and confident to contribute to the success of the organisation they choose to join,” she affirms.

Amidst her optimism, Batliwala acknowledges the challenges posed by the proliferation of hospitality institutes. “Since there have been far too many institutes that have opened up nationwide... there has definitely been a dilution in the talent pipeline,” she observes. To address this issue, she says, “It is imperative that a quality teaching pool is urgently created. Else - the saying - Atithi Deva Bhava - would remain unrealised,” she feels.