<p>我在香港的童年非常典型。我是五个女孩中的老大。从小我就承担起帮助妈妈照顾姐妹们的责任，因此我培养了大姐的心态。这种照顾他人的意识深深植根于我的性格中。通过我第一份工作——为一本女性杂志销售广告，我接触到了酒店业。那时我遇到了尖沙咀一家酒店的公关经理。我当时很年轻，第一印象是她非常美丽、友好且优雅。我想，“酒店里的人都是这样的吗？” 直到我搬到美国夏威夷之前，我并没有多想。这大约是在 1984 年。\n\n 我当时的美国丈夫想要回家，所以我跟着他。我想工作，因为待在家里太无聊了。我申请了毛伊岛一家酒店的工作，并获得了面试机会。作为香港人，我穿得非常得体。但夏威夷则截然不同；其他人都穿着人字拖和 T 恤。面试我的女士穿着一件宽松、色彩鲜艳的夏威夷裙。我们聊了聊，她说：“你很愉快且优雅，但如果你在前台工作，你必须会打字。你需要进行打字测试。” 我从未学过打字，于是我问：“我可以要两周时间吗？” 我当时的岳母在她的地下室里有一台旧打字机。我把它拿出来，擦干净，每天练习，练习，练习。无论如何，我参加了测试，结果惨败。然而，面试官说：“我从未见过如此坚定的人。我将因为你的潜力而雇用你，而不是你的能力。” 从那时起，这就成为了我管理和领导的指导原则。我总是关注一个人的潜力，而不是他们的能力。\n\n 我真的很喜欢待在酒店。你会遇到各种各样的人，经历各种愉快和不愉快的事情。酒店生活帮助我成为一个问题解决者，并培养了我的情商（情绪智力）。一年后，我被提升为助理经理。我在夏威夷待了七年。1994 年的一天，一个猎头打电话过来。香港的半岛酒店正在寻找一位办公室经理。\n 我简直不敢相信我竟然被这样一个了不起的机构考虑。时任总经理彼得·博尔（Peter Borer）面试了我，他后来成为了我的导师。当我告诉夏威夷的总经理我要去半岛酒店工作时，他说：“你永远不会在那里成功。那是一个老男孩俱乐部。” 当然，刚开始我很挣扎，因为没有人见过一位中国女性担任前台经理。客人会说：“我要求的是经理，不是秘书。” 还有 “你的老板在哪里？” 但我在半岛酒店的经历非常棒。我为他们在曼谷、香港和纽约工作。\n\n 在 911 事件发生时，我是曼哈顿的驻店经理。我不得不处理一些非常情绪化的时刻。我会说那是我职业生涯的转折点。领导力并不是来自于管理日常业务，而是在极端情况下显露出来。我记得我正在和一位客人吃早餐。市长鲁迪·朱利安尼（Rudy Giuliani）也在餐厅，参加一个商务早餐。突然，他们都起身匆忙离开酒店。然后我接到了办公室的呼叫。那时第二架飞机撞上了世界贸易中心。\n 每个人都认为这是一次意外。然后所有的电话线路都被切断。那时我们真的进入了紧急状态。酒店在这方面非常有组织。整个高级管理团队立即召开会议。我们是第一响应团队，评估每个人的位置并设立指挥中心。我被任命为负责人。我必须让我的团队保持冷静，同时安保和客房部逐层搜索，以确保每位客人都被找到。那时酒店已经关闭，因为我们正遭受攻击。\n\n 有些客人的行为真是有趣。有一位女士坚持要去拿她的星巴克咖啡。我说：“女士，外面什么都不开。” 但她只是害怕，想要有人陪伴。当然，所有员工也都担心自己的家人。我总觉得酒店员工真的被低估和贬值，因为他们常常做所有的脏活，放下自己的家庭——比如当台风信号 10 级时，他们仍然必须去工作，对吧？\n 半岛酒店对我来说就是一切。它是我的生活，我的事业。我和我的员工关系非常密切。我真的投入了我的生活，并从中获得了很多。但最终我到了一个承担过多责任的地步。更重要的是，这对我的健康造成了影响。我曾经每天工作 18 小时。突然间，我变得如此容易疲惫。连我的司机都注意到了。他说：“我从未见过你在车上回家的时候睡着。”\n\n 我每周都去看医生，检查一切，但我没有任何问题。我认为压力真的对我造成了影响。我也没有意识到更年期会有如此大的影响。最终，我决定请假。我休了一年的假，但三个月后，我不想再回去了。但公司对我非常慷慨和友好。直到今天，他们仍然很棒。\n 我不仅离开了这个行业，还离开了香港。曼谷的一位朋友希望我帮助他重组他的家具公司 Chanintr。尽管我讨厌这个词，但我成为了一名顾问，并待了将近七年。这是一份非常不同的工作。我学到的是，我可以真正地重塑自己，我喜欢重塑自己。我的酒店业 DNA 给了我做任何事情的信心。这一切都与管理人和分析能力有关。\n\n 我现在已经担任香港设计中心的执行董事 10 个月了。这个范围很大，因为每个设计学科都不同。对时尚行业有帮助的，可能对建筑、室内或产品没有帮助。我必须了解行业的生态系统。这是一个很大的学习曲线。我们所做的一切都必须服务于设计行业和香港。知道这一点，使一切变得更容易。\n 销售一家酒店的一种方式是谈论它所在城市的独特性。设计也是如此。我希望进一步确立香港作为全球设计中心的地位。我们这里有人才，我们是一个目的地。这就是为什么即将举行的 BODW 会议（由设计中心主办的设计周）就像世界经济论坛。每个人聚在一起讨论这个行业。\n 我另一个使命是推广我们在深水埗的新 DX 设计中心。这个历史上以纺织品闻名的地区，有着丰富的历史和独特的特点。我认为我们的空间可以成为人们来访的一个锚点。\n 这次采访经过编辑和压缩以便于理解。</p>

<p>雨晴陈，香港半岛酒店首位女性总经理，分享了她从典型的香港童年到酒店行业职业生涯的旅程。她谈到了自己在夏威夷的经历，作为一名女性在男性主导的行业中克服挑战，以及作为曼哈顿的驻店经理应对 911 危机的经历。陈强调了在领导力中潜力的重要性，反思了酒店员工的奉献精神</p>

<p>MY HONG KONG CHILDHOOD was very typical. I’m the oldest of five girls. From a young age, I carried the responsibility of helping my mum look after my sisters, so I developed a big sister mentality. That sense of looking after people is deeply rooted in my personality. Hospitality was introduced to me through one incident at my first job, selling advertising for a woman’s magazine. I met the PR manager of a hotel in Tsim Sha Tsui. I was very young and my first impression was she’s so beautiful, nice and elegant. I wondered, “Do all people in hotels look like this?” I didn’t really think much about it until I moved to Hawaii, in the United States. This was around 1984.\n\nMY AMERICAN THEN-HUSBAND wanted to move back home so I went with him. I wanted to work because it was boring to stay home. I applied for a job at a hotel in Maui and got an interview. Being from Hong Kong, I was very well dressed. But Hawaii is very different; everybody else was in flip-flops and T-shirts. The lady who interviewed me was wearing a muumuu (a loose-fitting, brightly coloured Hawaiian dress). We chatted and she said, “You are very pleasant and elegant, but if you work at the front desk, you have to know how to type. You have to do a typing test.” I had never learned to type so I asked, “Can I have two weeks?” My then-mother-in-law had an old typewriter in her basement. I took it out, dusted it off and practised, practised, practised every day. Anyway, I took the test and failed miserably. However, the interviewer said, “I’ve never seen anyone so determined. I’m going to hire you for your potential, not your ability.” Since then, this has been my management and leadership guiding principle. I always look at someone’s potential, not their ability.\n\nI REALLY LIKE BEING in a hotel. You meet all kinds of people and I got to do all kinds of pleasant and unpleasant things. Hotel life helped me become a problem solver and trained my EQ (emotional intelligence). After one year, I was promoted to assistant manager. I stayed in Hawaii for seven years. One day in 1994, a headhunter called. The Peninsula in Hong Kong was looking for an office manager.\nI COULDN’T BELIEVE I was actually being considered by this amazing establishment. The then-general manager, Peter Borer, interviewed me and he would become my mentor. When I told the Hawaii general manager that I was going to work for The Peninsula, he said, “You’re never going to make it there. It’s an old boys’ club.” Of course, I struggled in the beginning because nobody had seen a Chinese woman as a front office manager. Guests would say, “I asked for the manager, not the secretary” and “Where’s your boss?” But my journey with The Peninsula was amazing. I worked for them in Bangkok, Hong Kong and New York.\n\nI WAS RESIDENT MANAGER in Manhattan on September 11 during the attack. I had to handle some very emotional moments. I would say that was a career turning point. Leadership does not come from managing everyday business, it is revealed in extreme situations. I remember I was having breakfast with a guest. Mayor Rudy Giuliani was in the restaurant, too, at a business breakfast. All of a sudden, they all got up and rushed out of the hotel. Then I was paged by the office. That’s when the second plane hit the World Trade Centre.\nEVERYONE THOUGHT it was an accident. Then all the phone lines got cut off. That’s when we really entered emergency mode. Hotels are very organised this way. The entire senior management team met immediately. We were the first response team, assessing where everybody was and setting up a command post. I was put in charge. I had to keep my team calm while security and housekeeping searched floor by floor to make sure every guest was accounted for. The hotel was closed by then because we were under attack.\n\nSOME GUESTS CAN BEHAVE so funnily. One lady insisted she needed to get her Starbucks coffee. I’m like, “Ma’am, nothing is open outside.” But she was just scared and wanted company. Of course, all the staff were worried about their families, too. I always feel that hotel staff are really underestimated and undervalued, because often they do all the dirty work, putting aside their own family – like when it’s a typhoon signal 10, they still have to go to work, right?\nTHE PENINSULA WAS MY everything. It was my life, my career. I was very close to my staff. I really devoted my life and got so much out of it. But eventually I got to a point where I took on too much responsibility. More importantly, it was taking a toll on my health. I used to work 18 hours a day. Suddenly, I was tiring so easily. Even my driver noticed. He said, “I’ve never seen you fall asleep going home in the car before.”\n\nI WAS SEEING DOCTORS every week, checking everything, but there was nothing wrong with me. I think the stress really got to me. I also didn’t realise that menopause had such an effect. Eventually, I decided to take a leave of absence. I went on a one-year sabbatical, but after three months, I didn’t want to go back. But the company were very generous and nice to me. Still today, they are amazing.\nI LEFT NOT ONLY the industry, but also Hong Kong. A friend in Bangkok wanted me to help him restructure his furniture company, Chanintr. Even though I hate that word, I became a consultant and stayed for almost seven years. It was a very different job. What I learned is that I can really reinvent myself, and I enjoy reinventing myself. My hospitality DNA gave me the confidence to do anything. It’s all about managing people and being analytical.\n\nI’VE BEEN EXECUTIVE DIRECTOR of the Hong Kong Design Centre for 10 months now. The scope is big because every design discipline is different. What helps the fashion industry may not help architecture or interiors or products. I had to understand the industry’s ecosystem. It’s a big learning curve. Whatever we do must serve a purpose to the design sector and to Hong Kong. Knowing that, it makes everything easier.\nONE WAY TO SELL A HOTEL is to talk about how special its city is. It’s the same with design. I want to further establish Hong Kong as a global design hub. We have talent here and we are a destination. That’s why the upcoming BODW conference (Business of Design Week, organised by the Design Centre) is like the World Economic Forum. Everybody comes together to talk about this profession.\nANOTHER ONE OF MY MISSIONS is to promote our new DX design hub in Sham Shui Po. This district, historically known for textiles, has so much history and its own characteristics. I think our space can be an anchor for people to come and visit.\nThis interview has been edited and condensed for clarity\n</p>
<div class="lb-trans"><p>我在香港的童年非常典型。我是五个女孩中的老大。从小我就承担起帮助妈妈照顾姐妹们的责任，因此我培养了大姐的心态。这种照顾他人的意识深深植根于我的性格中。通过我第一份工作——为一本女性杂志销售广告，我接触到了酒店业。那时我遇到了尖沙咀一家酒店的公关经理。我当时很年轻，第一印象是她非常美丽、友好且优雅。我想，“酒店里的人都是这样的吗？” 直到我搬到美国夏威夷之前，我并没有多想。这大约是在 1984 年。\n\n 我当时的美国丈夫想要回家，所以我跟着他。我想工作，因为待在家里太无聊了。我申请了毛伊岛一家酒店的工作，并获得了面试机会。作为香港人，我穿得非常得体。但夏威夷则截然不同；其他人都穿着人字拖和 T 恤。面试我的女士穿着一件宽松、色彩鲜艳的夏威夷裙。我们聊了聊，她说：“你很愉快且优雅，但如果你在前台工作，你必须会打字。你需要进行打字测试。” 我从未学过打字，于是我问：“我可以要两周时间吗？” 我当时的岳母在她的地下室里有一台旧打字机。我把它拿出来，擦干净，每天练习，练习，练习。无论如何，我参加了测试，结果惨败。然而，面试官说：“我从未见过如此坚定的人。我将因为你的潜力而雇用你，而不是你的能力。” 从那时起，这就成为了我管理和领导的指导原则。我总是关注一个人的潜力，而不是他们的能力。\n\n 我真的很喜欢待在酒店。你会遇到各种各样的人，经历各种愉快和不愉快的事情。酒店生活帮助我成为一个问题解决者，并培养了我的情商（情绪智力）。一年后，我被提升为助理经理。我在夏威夷待了七年。1994 年的一天，一个猎头打电话过来。香港的半岛酒店正在寻找一位办公室经理。\n 我简直不敢相信我竟然被这样一个了不起的机构考虑。时任总经理彼得·博尔（Peter Borer）面试了我，他后来成为了我的导师。当我告诉夏威夷的总经理我要去半岛酒店工作时，他说：“你永远不会在那里成功。那是一个老男孩俱乐部。” 当然，刚开始我很挣扎，因为没有人见过一位中国女性担任前台经理。客人会说：“我要求的是经理，不是秘书。” 还有 “你的老板在哪里？” 但我在半岛酒店的经历非常棒。我为他们在曼谷、香港和纽约工作。\n\n 在 911 事件发生时，我是曼哈顿的驻店经理。我不得不处理一些非常情绪化的时刻。我会说那是我职业生涯的转折点。领导力并不是来自于管理日常业务，而是在极端情况下显露出来。我记得我正在和一位客人吃早餐。市长鲁迪·朱利安尼（Rudy Giuliani）也在餐厅，参加一个商务早餐。突然，他们都起身匆忙离开酒店。然后我接到了办公室的呼叫。那时第二架飞机撞上了世界贸易中心。\n 每个人都认为这是一次意外。然后所有的电话线路都被切断。那时我们真的进入了紧急状态。酒店在这方面非常有组织。整个高级管理团队立即召开会议。我们是第一响应团队，评估每个人的位置并设立指挥中心。我被任命为负责人。我必须让我的团队保持冷静，同时安保和客房部逐层搜索，以确保每位客人都被找到。那时酒店已经关闭，因为我们正遭受攻击。\n\n 有些客人的行为真是有趣。有一位女士坚持要去拿她的星巴克咖啡。我说：“女士，外面什么都不开。” 但她只是害怕，想要有人陪伴。当然，所有员工也都担心自己的家人。我总觉得酒店员工真的被低估和贬值，因为他们常常做所有的脏活，放下自己的家庭——比如当台风信号 10 级时，他们仍然必须去工作，对吧？\n 半岛酒店对我来说就是一切。它是我的生活，我的事业。我和我的员工关系非常密切。我真的投入了我的生活，并从中获得了很多。但最终我到了一个承担过多责任的地步。更重要的是，这对我的健康造成了影响。我曾经每天工作 18 小时。突然间，我变得如此容易疲惫。连我的司机都注意到了。他说：“我从未见过你在车上回家的时候睡着。”\n\n 我每周都去看医生，检查一切，但我没有任何问题。我认为压力真的对我造成了影响。我也没有意识到更年期会有如此大的影响。最终，我决定请假。我休了一年的假，但三个月后，我不想再回去了。但公司对我非常慷慨和友好。直到今天，他们仍然很棒。\n 我不仅离开了这个行业，还离开了香港。曼谷的一位朋友希望我帮助他重组他的家具公司 Chanintr。尽管我讨厌这个词，但我成为了一名顾问，并待了将近七年。这是一份非常不同的工作。我学到的是，我可以真正地重塑自己，我喜欢重塑自己。我的酒店业 DNA 给了我做任何事情的信心。这一切都与管理人和分析能力有关。\n\n 我现在已经担任香港设计中心的执行董事 10 个月了。这个范围很大，因为每个设计学科都不同。对时尚行业有帮助的，可能对建筑、室内或产品没有帮助。我必须了解行业的生态系统。这是一个很大的学习曲线。我们所做的一切都必须服务于设计行业和香港。知道这一点，使一切变得更容易。\n 销售一家酒店的一种方式是谈论它所在城市的独特性。设计也是如此。我希望进一步确立香港作为全球设计中心的地位。我们这里有人才，我们是一个目的地。这就是为什么即将举行的 BODW 会议（由设计中心主办的设计周）就像世界经济论坛。每个人聚在一起讨论这个行业。\n 我另一个使命是推广我们在深水埗的新 DX 设计中心。这个历史上以纺织品闻名的地区，有着丰富的历史和独特的特点。我认为我们的空间可以成为人们来访的一个锚点。\n 这次采访经过编辑和压缩以便于理解。</p>
</div>

香港半岛酒店首位女性总经理 Rainy Chan 谈职业倦怠与重塑自我的乐趣