K. Tsovilis (Goldair Tourism): The CEO must be able to do what he promises

The strongest feeling caused by the position of CEO is that of responsibility since from him / her everyone expects the “solution” to the problem, but also the inspiration and vision for the future, says Konstantinos Tsovilis, one of the founders of the group Goldair and CEO of Goldair Tourism. Regarding the tourism sector, he estimates that if and when 2022 is the year of exit from the pandemic, there will be a dynamic return.

– This year’s tourist traffic made the surprise, exceeding the estimates. How would you characterize the course of tourism so far?

This year the course of tourism was unquestionably positive, given the situation that prevails due to the pandemic. Especially from mid-July until October, the increase in both arrivals and occupancy of hotel accommodation was impressive, reaching the levels of 2019, a record year for Greek Tourism. Officially, however, the assessment of Greek tourism is that in 2021 it will close, having caught 50% of the tourist traffic of 2019. In conclusion, we can say that the trend is definitely positive, but we still have a long way to go as an industry to be able to to say with certainty that we have escaped the risk and to make tourism businesses viable in the future.

– Do you think that next year will be even better? And if so, where do you attribute it?

The logical answer is yes, except for the unexpected. If and when 2022 is the year of exit from the pandemic, I estimate that there will be a dynamic return of tourism. The incarceration, restriction of movement and psychological oppression that people have suffered will act as a springboard that will boost the demand for both leisure and business trips and events (conferences and exhibitions). With this season coming to an end, the plans for next year are now being made and the precursor indicators allow a more optimistic assessment for the tourist recovery.

With the digital world gaining ground, teleconferencing and online conferencing have gained “space” over business travel. Do you think this trend will change? When do you anticipate that the business travel industry will be able to return?

Lockdowns have created a huge gap in the smooth running of any kind of business regardless of industry as human contact has been virtually eliminated or reduced. Technology has provided some solutions in this regard, but I think they are temporary. The reason is that in order to have a successful business it is necessary to have human contact and to strengthen relationships through social activities. This cannot be replaced by a monitor and a video conference. Man is above all a social being and seeks personal contact in all aspects of his life, let alone in his professional and business life. A trip, a hotel stay, a meal in a restaurant to close a business deal is not only a “job” but also a pleasant escape from the daily routine. Thus, I see professional tourism recovering and evolving daily since the countries reopened with the lifting of lockdowns.

– What are your estimates for the business tourism market for the rest of 2021, but also for next year?

As I said before, I believe that apart from unexpected events, it will develop positively. The trend shows that by the end of 2021 we will have reached 40% -50% of the traffic of 2019. This will continue until March 2022 from where I believe that we can talk about increasing business trips and events. And since we will enter the spring, the epidemic will enter the phase of recession and due to weather conditions, while I hope that new treatments will provide additional solutions to decongest hospitals, reduce mortality and consequently the further opening of professional tourism.

– What emotions does the CEO position itself cause and how do you manage them?

I think the strongest feeling is that of the responsibility that a CEO has since he / she expects the “solution” to the problem, but also the inspiration and the vision for the future. In my career I always tried and faced the crises that from time to time appeared in front of me with courage, boldness, optimism and prudence to the extent that my strength allowed. This crisis has completely stripped me of any weapon, strategy, process, plan or anything else I could have as a tool to deal with a crisis. Our market is closed worldwide. There was nothing to do, or say. All I had left was patience and hope. The plan was that there was no plan. Unprecedented emotions entered my life, such as that of fear, anxiety and despair for the future of my job, my associates, the industry, the whole world. Nevertheless, I had to be reassuring and optimistic about my co-workers. To try to inspire confidence and optimism the moment I carried the anxiety and worry of all these people on my shoulders. I confess that without the support of the state all this time we would not exist as an industry. The new feeling that has entered my daily life is to feel that I have control over my work (and my life) with a deep awareness that in the end I have absolutely no control over anything. Strange as it may sound, I could call it a feeling of freedom.

– Which work model do you think will be most effective for the operation of an organization from now on, given the possibility of “returning to the office” after a long period of teleworking?

I believe that now the work can acquire a hybrid character, that is, the employees can possibly work a few days a month and from home. This could create the conditions to reduce some of the costs of a company, such as rent, if you now need less office space or other operating costs. Technology certainly enables teleworking to become productively measurable and controllable at all times. Nevertheless, I believe that a group of people must be present often in order to maintain its cohesion, the spirit and the culture of cooperation, the exchange of views, information and, above all, the taking of initiative, always having as a principle that man is first and foremost a social being.

– What are the key principles you think should govern a CEO’s relationship with his / her organization’s clients and what has changed in this area since the pandemic?

I believe that the basic principles are consistency and trust in his speech, which must be in line with the services provided to the customers of his company. In simple words, what he promises can always be in line with what his company can offer both in terms of cost and quality of these services. After the pandemic, at least in our industry, and because business travel has become significantly more complex we need to put even more effort and diligence in informing our customers about the ongoing changes in travel regulations but also to solve significantly more problems that logically arise during them. In other words, we have to do the extra mile to maintain and strengthen what I said, that is, consistency and trust.

– Is a CEO’s personal involvement with issues that concern society part of his / her role?

I believe that every company is a microcosm of our society, and that a CEO should deal with the issues of his company primarily with a human face. Justice, understanding, support, discernment, patience, are characteristics of a CEO who must constantly work on himself / herself in order to motivate and inspire his / her associates. The best way to achieve this is to deal with issues that concern society, as this makes him more aware and complete both as a professional and as a person. Based on this, a climate is created which could involve its associates in social actions, putting into practice the values ​​of its company in order to create a positive impact on the society in which we live and work.