When I was the General Manager's Assistant

I have worked in the Beijing Zhongguancun Crowne Plaza Hotel as the Manager’s assistant in since 2010. This General Manger, Mr. Raab, is a German and itthat year was the first time for him to working in Beijing. When he started to work with us, there was a big project for our hotel. We planned to apply for the 5-star hotel certification. Mr Raab appointed me to help him manage take in charge of this project, including organizing the regular team meetings, communicating with department heads and managing contacts with government officers.

Mr Raab didn’t understand Chinese culture and the employee’s working style. andIn the beginning he often had conflicts with other management team members at the beginning. As his assistant, I suggested to him that he him to change his meeting schedule with the management team, helped him to understand some key staff member's personalities and backgrounds, and helped him to maintain a good relationship with the hotel’s owner. After one month’s effort, Mr Raab and I got the owner's and management team’s recognition and the project 5-star application project went smoothly.

However, before the final inspection by BJ Tourism Bureau, I found that we had missed some important documents and needed training in (?) a new system from the Engineering Department which was mandatory by Government. So I proactively made theat documents with my peers and studied how to use the new Engineering system from one of our peer hotels. And tThen I coached the clerks in the Engineering department how to use this system.

Finally, through our efforts, we passed the BJ Tourism Bureau’s inspection and got the 5-star hotel certification. From this project, I realized that communication skills are really important for a good leader. And In addition finding and resolving the problems proactively is very important as well.

Nice writing, hope the corrections are useful for you. After "BJ Tourism Bureau..." I was unsure of what you meant so the (?) shows this.