MEMBER

PROFILE

Jeff Morton, InnCline Management

As president of InnCline Management, Jeff Morton oversees the operations of four Eugene / Springfield hotels, and the River Ranch Steakhouse & Event Center. For over a decade, Jeff has been a stalwart supporter of the hospitality industry. He currently serves on the board of directors for the Oregon Restaurant & Lodging Association, Convention and Visitor Association of Lane County, and Lane County Lodging Association. “I’m looking forward to continuing in leadership for the new organization and excited to see our voice become even stronger in front of policy makers” says Jeff.

LodgingNews: Where did you get your first start in the lodging industry?
Jeff Morton: I’ve been working in this industry since about 1987 where I was employed by the Angus Inn (formerly in Eugene) to do general maintenance work and the front desk. Then I was afforded the opportunity to manage Barron’s Motor Inn which was my first real taste of the hospitality industry.

LN: What influenced your decision to pursue hospitality for your career?
JM: After graduating from U of O the family I was working for showed greater interest in cultivating me for management with their newly expanded business. They wanted to push the company to a higher level of growth so they brought me in to oversee the properties of InnCline Management. I guess you could say I was at the right place at the right time.

LN: Has there been any one influential person that has helped get you where you are today?
JM: Two brothers actually. Ted and Ron Braatz certainly influenced my decision to stay with the family’s business and gave me the opportunity to manage properties at such a young age. They not only opened doors for me to learn the operation, but motivated me to excel and make the most of the opportunities presented to me.

LN: How do you describe your business philosophy?
JM: Well it’s definitely changed from when I first started. I’ve really embraced the open dialogue approach where I bring managers and team leaders together to share ideas. I want staff to know what it takes for an operation to be successful so I try to give them enough information that they’ll want to take ownership and accountability of the direction of the business. It’s definitely a team effort that requires out of the box strategizing in order to succeed.

LN: What has been the biggest challenge in growing your business?
JM: Learning how to manage different personalities while maximizing their effectiveness as leaders. People respond to different management styles so the key is to keep an open dialogue in order to determine the best way to effectively communicate to them and maximize their productivity.

LN: What would you say is one of the most important lessons you’ve learned in your career?
JM: We’ve all made mistakes, but the last thing you want to do is bury it. Mistakes can turn out to be the best learning experiences. They influence how we approach future situations and challenges. You just need to stay focused and learn from your mistakes.

LN: What has been the most rewarding experience for you professionally?
JM: I’d have to say there’ve been a few including property acquisition, successful branding and becoming an owner. Additionally, I’m proud of our team of leaders – they are highly functional and contribute to the success of the business.

LN: You’re recognized as a leader in the industry because of your long time involvement and contributions to several industry organizations. What inspires you to be so engaged?
JM: First of all, this is a service industry for people and I enjoy working with people. I also enjoy learning from those who have been in the industry much longer than I have, using them as resources. OLA Board members have served as great sounding boards when I needed to hear different perspectives from varied levels of experience. Plus, I truly enjoy giving back to the industry.

LN: How has your involvement in associations helped build your business?
JM: I’d say in a number of ways. Not only have I learned a tremendous amount about the lodging business, but these associations offer a pool of resources to turn to when I need to address challenges. I’ve seen first-hand where associations have made a difference in the greater hospitality industry – when we work together we get more done.

LN: What are your top priorities in your position on Oregon Restaurant and Lodging Association’s Board of Directors?
JM: I’m looking forward to continuing in leadership for the new organization and excited to see our “voice” become even stronger in front of policy makers. I plan to focus on building a stronger, more comprehensive benefits package to members under the new ORLA umbrella. I think with the larger organization comes greater services and opportunities.

LN: What advice do you have for the next generation of leaders in the industry?
JM: Learn to be creative and adaptable. The rules have changed and we’re required to be stronger and smarter to make adjustments as the business climate changes. I’ve learned that a good leader hires smarter people with greater expertise and talent than himself.


By Lori Little 

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