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LUX*Resorts turned a major crisis into a catalyst for extraordinary organizational growth.
Pandemic shutdowns devastated the travel and tourism industry.
Like many organizations, my clients at LUX* Resorts faced months with no revenue and a workforce that rapidly dispersed.
But instead of merely weathering the storm, LUX’s leaders used the downtime to enhance employee skills and build stronger ties with their workforce.
We held a series of webinars to keep employees engaged and active in building an even stronger service culture. And the entire organization worked together to weave authentic care even more deeply into their service vision.
When the world reopened, many of LUX’s competitors in the hospitality industry were short-staffed and scrambling to rebuild their workforce. But not LUX!
Not only had the organization retained most of its staff (including those who had returned to their home countries during the shutdowns), but their teams were thrilled to be back and ready to implement innovative ideas to enhance the customer experience.
Watch the video with Smita Modak on how LUX* transformed their service culture during the pandemic.
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Below is an Autogenerated Transcript
Now, you’ve started to see some of these ideas take shape. For example, one resort has introduced a unique experience called A Day to Remember. This beautifully curated experience is designed to create lasting memories as a family. Every member is included, and the day is planned according to the guests’ preferences—whether for a single day or spread over two days.
The experience is crafted with thoughtful details to ensure it becomes an everlasting memory. It could be something as simple as spending time on the beach, enjoying a meal, or building a sandcastle together. It might involve an excursion, where families can bond while exploring new places. At the end of the experience, guests receive a keepsake to reflect upon—a letter they write to themselves, capturing the essence of the moment. Imagine reading that letter 30 years later, reminiscing about how you felt in that special moment with your loved ones. Thinking about ways to make experiences meaningful in this way is truly wonderful.
When we reflect on where we are today, it’s incredible to see how far we’ve come in such a short time. We’re still in the early stages, but the progress is evident. Care, after all, is an abstract concept—it cannot be defined by a simple formula. It has to be experienced, given, and received to be truly understood. Through this program, we’ve created spaces where people can experiment, role-play, and reflect on how they feel when they receive a particular experience.
It’s easy to say, I care or I don’t care, but this program has shifted that perspective. One key takeaway has been this: once you commit to this journey, saying I don’t care is no longer an option. That phrase, which many people use casually, is now replaced by a more important question: What does it mean for me to care?
In the hospitality industry, care must flow in both directions—between team members and guests. We want guests to feel valued and looked after, but it cannot be a one-sided effort. At the same time, care cannot be demanded; it must come naturally. The ideal scenario is when guests, in return, express their appreciation—whether through a simple smile, eye contact, a compliment, or even initiating a warm good morning to a team member. We’ve seen countless instances where guests and staff develop deep, meaningful connections.
The world has undergone significant change over the past 18 months, and people are now more conscious of how they spend their time. When guests visit, often after months of saving and planning, they need to feel truly cared for. However, their expectations around care have also evolved. It’s no longer just about receiving care—it’s about understanding how care is extended to others.
Many guests now want to know more about the people behind their experiences. They ask, Who are we working with? Who are the people that make this place special? One resort has embraced this by offering guests the opportunity to visit a local school or the home of a mother who cooks the traditional curry they enjoy. These experiences allow guests to connect with the community and see how their stay is intertwined with the lives of those around them.
