Q. Why did Sheraton create the position of director of cultural services?

A. We have an initiative that we've had around the Sheraton hotels in Waikiki from the mid-'80s called In Celebration of Aloha. This initiative has been threaded throughout our organization all these years basically through the training department. However, as the years have moved to where we are today, our leaders have recognized that the celebration of aloha needs to be in the forefront of all that we do in our organization, be it our associates assisting a guest, be it our managers working with a vendor, be it our managers of our properties working with other hotels in the industry. My job is to thread the culture of our Islands throughout our organization with our associates, with our guests, with our vendors, with all who come into our beautiful land here at all of the four Sheraton properties in Waikiki, the Royal Hawaiian, the Moana Surfrider, the Princess Kaiulani and the Sheraton Waikiki hotels. I also do assist, at times, on the outer islands, the Big Island and Maui.

Q. When you refer to culture, you aren't talking exclusively about Hawaiian culture.

A. No. Here in Hawai'i we have a conglomerate of cultures. In my neighborhood I have a Chinese neighbor on my right. On my left I have a Japanese neighbor. In front of me I have an Indian neighbor. Down the road I have a Vietnamese neighbor. It's all of these cultures that really make our Islands what they are today. I feel that's why our guests come to visit us, to experience this feeling of cultures coming together, working together, playing together, praying together. You could call me chop suey or maybe a poi dog. My dad is Portuguese-German and my mother is Hawaiian, Chinese, English, Irish, German and a little bit of Indian. Kam is my husband's name. He's pure Chinese.

Q. You've had quite an interesting career leading up to your current job.

A. I've worked for Sheraton in Waikiki for 35 years. From a desk clerk, I became supervisor, then I jumped hotels and I was offered a position at the Princess Kaiulani as assistant office manager, my first jump into management. Six months later I was offered the front office manager position at the Moana Surfrider, the first lady of Waikiki that had just gone through a restoration. Four years later the Sheraton Waikiki called me up to see if I would consider coming back to be the reception manager, which included the front office, guest services area, telephone department. Over six years, they added departments: security, bells, concierge, front office cashier. Then in 2001 I had another knock on my door, an offer to manage the Royal Hawaiian Hotel. Oh my gosh. I couldn't believe what I heard as I thought back to where I had started out. The Royal Hawaiian is an icon of Hawai'i. Toward the end of 2003, this job was born. I'm a one-man band but my staff is our 4,000 associates.

Q. Over your career so far, what management and leadership philosophies have stayed with you?

A. My first front desk manager at the Sheraton Waikiki said this to me on the first day of work, 'Thelma, I want you to always remember that the first impression is the last impression.' I kept that as my mantra throughout my career in any aspect of the different jobs I've held. A good leader will also be honest and have respect and will always treat whoever it is they're working with as a guest. Actions speak louder than words. A good leader has to walk the talk.

Q. How do you share Island culture with the staff and guests?

A: At the end of the day of new hire orientation, I give our new hires a very short classroom lecture. Then we go out to the properties and we touch, we feel, we hear, we see the culture of our hotels, of our island. For the associates, we have ongoing training. I'll do the history of the royals. I'll do the history of the geology of the island and they're welcome to come to those separate classes. But in their ongoing training, I'll weave in cultural values like we all have a responsibility, kuleana, or the concept of ahupua'a, in which we all have a role in our community. For our guests, we have created a culture program where we have cultural specialists come in to share their knowledge. I also run all of the fundraising for the hotels. I'm also in charge of the Hotel Education Partnership where I go out to schools. You could say that's probably my most favorite part of my job. I see the hunger in our young leaders for knowledge. I'm also in charge of the employee councils where I drive activities onto our properties to make our associates feel that this is a great place to come to work. Our unemployment is so low that we want to retain every employee we hire. What better way to do it than to get them involved in what fun things we can do so they will want to come to work every day and continue to share the aloha spirit.

Q. Last month you were awarded the Outstanding Manager of the Year award for a large property from the American Hotel & Lodging Association.

A. I actually received the Na Po'e Pa'ahana Manager of the Year Award for the state of Hawai'i back in January through the Hawai'i Hotel & Lodging Association, which is part of the larger American Hotel & Lodging Association. I think I received the awards because it's not good enough to just come into work and do your job. You have to get involved with your community, get involved in education. You have to help others reach their potential. What's important is that you share your culture and knowledge.

Q. With Hawai'i enjoying one of the lowest unemployment rates in the country and companies struggling to find enough workers, how can managers ensure that employees care about things like sharing aloha?

A. Every company has some form of training, so you have to thread aloha through every step of the way. That comes from the managers.

Reach Dan Nakaso at dnakaso@honoluluadvertiser.com.