Ludi, your tenure at Sopa Lodges is impressive. How long have you worked within the group, and what are some of the key highlights of your journey?

My journey at Sopa Lodges has been nothing short of remarkable. March 2024 marked 18 fruitful years within the Sopa Lodges family. From my humble beginnings as a Front Office Manager in Naivasha to my current role as General Manager, I have navigated through three distinct units, each presenting its own set of challenges and learning opportunities. Through unwavering determination and resilience, I have not only mastered the intricacies of each unit but have consistently delivered exceptional results, earning compliments along the way.

Beyond the confines of the lodges, I have actively engaged with the community, particularly in empowering Maasai women through small and microfinance enterprises. Steering Corporate Social Responsibility efforts, I have commemorated significant calendar events with relevant activities, emphasizing environmental conservation, and sustainability, leveraging my academic background in Environmental Studies to champion causes aligned with the Sustainable Development Goals.

At Lake Naivasha Sopa Resort, I laid the groundwork for core systems, clientele expansion, and conference room construction. Similarly, at Amboseli Sopa Lodge, I spearheaded the establishment of Sopa Brand Standards, revitalized conference and corporate business, and enhanced the Hemingways Bar, while supporting Teule Children's Home through CSR initiatives.

Here at Masai Mara Sopa Lodge, I identified Oloolaimutia Primary School as our signature CSR project. We support them with school materials, sponsor one teacher's salary, implement mentorship programmes for the girl child, run a menstrual health programme, conduct cleanups in partnership with Oltepesi Manyatta guides, provide market space within the lodge for Maasai widows to sell their handicrafts, and initiated the After School Training Programme (ASTP) – a 6-month intensive internship programme for parents who cannot afford to send their children to college. This programme serves as our pool of employees, offering employment opportunities with priority given to university graduates who have shown merit, serving as motivation for Maasai parents to invest in their children's education.

As the only female General Manager within the group, what unique approaches do you bring to your role, and how do you believe this diversity benefits the organization?

As a female General Manager, I prioritize emotional intelligence, fostering empathy, understanding and respect for others' perspectives within my team. I am attuned to my team's emotional states, offer material support during difficult times and resolving conflicts in a non-biased manner.

Mentorship is integral to me; I invest time in coaching and guiding staff, ensuring they understand administrative procedures and feel valued. Through mentorship, I cultivate a sense of belonging and facilitate professional growth.

Regular meetings keep me connected with my team, fostering cohesion and providing opportunities for socialization and bonding. I maintain high standards while acknowledging human weaknesses, focusing on strengths and assisting with improvement where needed.

A healthy social welfare programme supports financial needs and promotes unity through sports and inter-departmental competitions, enhancing relationships within the team. Troubleshooting skills and a structured conflict resolution approach mitigate diversity-related conflicts effectively.

I acknowledge and respect diversity in our religious spaces and therefore allow employees the freedom of worship. We have different days of worship for different religious groups.

Active participation in informal events demonstrates my commitment to celebrating achievements and supporting colleagues during both joyful and challenging times. Through my guidance, the Masai Mara Sopa Lodge unit has fostered a family atmosphere, to the admiration of other units.

Transitioning into a leadership position in the hospitality industry can be challenging for anyone. What advice do you have for aspiring women who aspire to become General Managers?

My advice to all women aspiring to be General Managers in the future is to have passion for their work, as it is a mentally, physically, and emotionally demanding job. Exercise patience and be ready to deal with individuals (employees, stakeholders, and customers) from diverse backgrounds, some with limited exposure. Anticipate the needs of customers and manage their expectations, be prepared to work long and irregular hours, avoid emotional reactions and base decisions on facts. Refrain from playing the 'Gender Card' for sympathy; instead, prove yourself through your competencies. To command respect among your team, avoid personal and unhealthy relationships with employees, remain consistent, uphold values, integrity, and principles to serve as a role model.

Every leader has their own workstyle that influences how they lead and manage their team. How would you describe your leadership style, and how do you ensure it fosters a positive and productive work environment at Masai Mara Sopa Lodge?

My leadership style encompasses two approaches:

• Servant leadership: This is where I prioritize the development, support and service of my team members' needs and interests to enhance service quality and customer satisfaction. I strive to connect with each team member, valuing their input no matter how small it may seem.
• Ethical leadership: With Ethical Leadership, I uphold accountability, transparency, and respect, ensuring the protection of employees' rights. To foster a positive work environment, I am meticulous, detail-oriented, and offer open consultation with an open-door policy.

I am aware that no human being is perfect and as such, my call to my team is that we should not deny challenges and setbacks exist but how we respond to them is what really matters.

In the dynamic landscape of the hospitality industry, innovation is key to staying ahead. How do you foster a culture of innovation within your team and encourage creative thinking to address evolving guest expectations?

I encourage my team to embrace continuous learning and technological awareness by making use of the latest technology such as Google Apps, WhatsApp, Telegram, and other social media platforms. We interact with social media platforms and join professional groups to stay abreast of the current world. Additionally, we identify gifts and talents among team members, providing opportunities for them to utilize these talents, such as showcasing art and craft in the recently upgraded ‘Boma’ restaurant and through the formation of the Emirishoi Maasai youth dance troupe. Occasional benchmarking of our competitors provides further learning opportunities.

Given your passion for giving back to the community and your commitment to environmental conservation, can you share some of the sustainability initiatives that Masai Mara Sopa Lodge has undertaken under your leadership?

I engage my staff members and the community in environmental clean-ups, replacing single-use plastics with eco-friendly alternatives like glass bottles and paper straws, promoting recycling and reuse to reduce waste and pollution, supporting vendors with sustainable practices, planting indigenous trees for biodiversity, utilizing local resources such as sisal strands, launching energy-saving campaigns, and implementing water conservation efforts including push taps and alternative energy sources like LPG.

What motivates you to continue contributing to the group?

I am inspired by the fact that our employer values, appreciates, listens to and treats all the employees as her greatest asset.