This isn't a post about texting while driving. It’s a post about awareness. It’s obviously not smart to drive with your eyeballs focused on the dashboard (or anything other than outside) for more than a second or two. The same rule applies in hospitality. And it’s the one I see broken the most often.
Go out today and watch how many people don’t see you coming. Test it. See how close you can get before they make eye contact, before they smile and before they speak. Those of us formally trained in the business of service know it as the 10 and 5 rule. If a person enters your 10 foot circle, you must acknowledge their presence by stopping whatever you’re doing and making eye contact. Once they hit 5 feet, you must say something to them, presumably something nice.
Awareness though begins outside of 10 feet...at least it does in the customer service business. It starts with your approach on how you do things. You’re either the type that focuses intently on the matter at hand, like sorting receipts or typing an email and tunes out most everything else. Or you focus first on your surroundings and passively on the other busy tasks that you need to get done by the end of the day, shift, etc. Focusing outside your own bubble isn’t something that comes naturally, it’s a developed skill which requires practice. So, if you’re in the hospitality business (who isn’t really), please go practice. And make it mandatory for everyone on your team.
Build a Hospitality Culture...or Die
This time of year is loaded with lists...of things you should and shouldn't do. This one by Guy Kawasaki may be one of the most complete I've ever read. It's practically a book full of advice given in a few paragraphs. While he intended it for small business, it applies to everyone, big or small.
Not surprisingly, my favorite point is the first one...put likeable, competent people on the front line. Seems like a no brainer. But, virtually every company does exactly the opposite. They let the lowest paid, least experienced talent make the first impressions. This is a culture developed by big business out of desparation...desparation to control every aspect of a customer interaction. Unfortunately, it often backfires. That's why small business is making a strong comeback, using hospitality...meaningful interactions and personal relationships...to build a loyal audience of raving fans and stealing market share in the process. Yes, there's plenty of stumbling in the process. But, who cares, as long as the customer is happy and there's enough in the financial tank to open tomorrow.
The smaller the business, the easier it is to put your best people on the firing line. It just works out naturally. The coffee shop owner is the barista, the the innkeeper is at the front desk, etc. But, as your business grows past one or two it becomes exponentially problematic. We're taught (in business school and by experience in other large companies) that when you add staff, you need to add managers to manage them...to control what and how much the group produces. We're taught that this is actually the coveted spot in the organization, first to manage front line workers, then to manage managers and so on. So, as one gets "smarter", they move further and further away from the customer. The irony is that as we move away from our customer, we actually get dumber. A dumber organization with more layers, i.e., overhead...how smart is that?
So, what to do...
The extreme would be to put the highest paid, most experienced group up front. But, this is financially challenging and organizationally ineffective, especially as you grow. The reality is that bigger means there's more administrative stuff to do. Here's a compromise. Make sure that more than half, closer to two thirds of your management (assuming they're the most competent and likeable) spend more time on the front line with their staff than in an office or cube. This means two things need to happen. Non-customer related work needs to be reduced or shifted elsewhere. If it's non-essential to building a loyal fan base, let someone else do it, i.e., outsourcing. Secondly, build a hospitality culture by hiring people who want to be near the customer. This is the hardest part. Odds are, you're not going to find them in the traditional places...at business school or at a large firm. So, if your priority is to build a hospitality culture (it should be), stop looking there. That means you'll need to either grow your own or find some in small business. Small business produces the most likeable and nimble talent on the planet...out of necessity. They either serve the customer remarkable well or they die. These people can infuse your company with the hospitlaity culture you need to be front line focused. Likely, they'll also be the ones that don't follow rules well or know how develop a fifty- page strategic plan. But remember, your customer isn't buying those things. They're buying likeable people who can quickly solve their problems. So, please get some.
Zappos Secret Ingredient
In case your wondering what makes them so fanatical about taking care of you...
Zappos Secret Ingredient from Michael Chaffin on Vimeo.
Great Service is Overrated
Not because it's not important. But, because it's just the beginning to a magical and memorable hospitality experience. Too often, we focus on perfecting the service, the technical part, and not the hospitality, the delivery and how we make someone feel.
Those who focus on hospitality will outperform the great service providers...every time.
Start with Hospitality
People accept that things break and that systems fail. Almost no one expects perfection with things that are mass produced. It's unrealistic. Weather impacts airline schedules and trash pick-up. A local flu pandemic slows restaurant service. 1 out of 5,000 new computer screens fail. As long as failure falls within normal boundaries, it's accepted.
But people are becoming increasingly intolerant of mediocre delivery. And, they certainly don't accept rudeness, neglect or bullying. They don't have to because someone else is working extra hard, emphasizing hospitality in their organization and placing a high priority on personal care. Someone else puts artful delivery first and darn near everything else second.
So, there's a good case to be made to change the way we think about starting something...to focus first on the how, then on the what. If you can make the delivery meaningful, caring and brilliant, you win...even if your stuff breaks.
Hospitality Work Available- Only Artists Need Apply
If you’ll agree that a primary goal of any company is to create an audience of loyal raving fans, then you might consider the following…
Simply making something better or cheaper isn’t effective any more. You’re not likely to own cheapest or best quality. But, you have a really good chance of being the best in your market at the delivery…the use of care, warmth and comfort as your edge. The best chance to accomplish this is to infuse the Art of Hospitality into everything you do.
I define the Art of Hospitality this way…give people more than they want, deliver it in a meaningful way, and show them you care. Please give attention to some key words…
- Give vs. Sell
- Meaningful vs. Average/Expected
- Show vs. Tell
Now, here’s the hardest and most important step to reaching your goal…hiring the artists to do the work. Recruiting and hiring an artist is different than hiring someone to complete tasks. The idea flow goes like this…
If we are here to deliver the Art of Hospitality, we require artists.
If we require artists, we don’t need people who just do jobs.
If being an artist requires passion and enthusiasm for something, we deserve to know if a person has it.
They should show us. Not just tell us in an interview.
Artists can’t wait to show you what they’ve done.
If a person is an artist, how will their art and passion help our organization move forward?
Bonus: Can they lead? Do they solve interesting problems…in an interesting way?
Pitfalls…
- Remarkable vs. Same/Fit-In
- Robin Williams Effect vs. Order Taker
Every time we have a job opening, we have a chance to hire someone remarkable…an artist. Sometimes, we settle for less. We shouldn’t…because it greatly limits our ability to achieve our goal.
Pitfalls…
- Easy vs. Hard
- Fill a Job vs. Sacrifice Short-Term Gain to Hold-Out for the Best
- Focus on Trainable (Function/Technical/Efficiency) vs. Non-Trainable (Personality/Caring/Enthusiasm/Passion/Delivery)
Breaking Tradition
People change. Expectations change. The market forces us to get better and constantly improve. Hospitality offerings today are much different (and mostly better) than they used to be...new trumps old. Tradition evolves.
Most of us care enough to adjust practices to adapt to ever changing service expectations. Generally, we understand that if we don't change, someone new is going to come along and take our place. But, as you venture away from center...away from the core group delivering the experience...this comprehension depreciates. And sometimes, quite rapidly.
I recently sat in on some property management software training, specifically the "front desk" module. The very first thing I noticed...in the check-out screen, the cursor begins in the "room number" field. So, I asked the trainer..."can we change it so the cursor begins in the name field?"..."no, can't do it without rewriting the program code." Great, so we've been asking our front line employees to use guest names instead of room numbers for as long as I can remember, but the software can't be changed to accommodate that. Ridiculous. Obviously, the software company isn't selling hospitality, they're selling program code, check-out efficiency, i.e., software. They're stuck on traditional means and methods. And, that's a huge problem.
What's the biggest obstacle to delivering restaurant quality meals in a banquet setting? Probably moving the food from a central kitchen to the meeting room, and holding it until the group is ready to eat. So, why not design a mini kitchen at or near each meeting room allowing food to go from oven to plate to guest along an uninterrupted path? That would eliminate hot carts and allow you to cook to order (not from scratch). Too expensive? Not when you factor in how many people are going to leave your events completely underwhelmed...having experienced yet another mediocre banquet meal. Is the kitchen consultant selling hospitality...or kitchen equipment? Is the chef pushing you to deliver a meaningful dining experience? Or, are these people stuck in tradition?
If building strong relationships with your current customers is the key to finding new ones, why isn't your marketing firm pushing you to find ways of developing a permission asset? Why aren't they requiring you to ask every current customer to stay in touch? Why aren't they pushing you to spend more on creating newsletters, personal email communications, blogs and handwritten thank you notes than traditional advertising campaigns? Why aren't they moving you out of traditional marketing and into new marketing?
We're pretty good at evolving our own troops and motivating people to deliver better results. But, what about those companies we rely on as partners? Are they pushing us and moving us forward? Or, are they taking an easier more traditional path just to sell their product or earn a fee?
The Power of a Hug
The power of a hug is remarkable. It goes further than a nice smile, pleasant hello and a handshake. It goes further than using someone's name or recognizing a repeat guest...it goes a lot further. It crosses a line. It gets personal...it means you really do care. There's no disguising your feelings once you give someone a hug.
Doubletree can't buy enough ads to convince people they care this much...neither can you. So, spend the ad money on a Louree Jefferson. Better yet, a bunch of them.
P.S. Do you think Louree needs a resume? Most remarkable people don't.
Rules
Rules are good for a lot of things...keeping airplanes and cars apart, managing kids at school, getting people paid on time, etc. But, as much as they make things orderly, they can really hamper your chance of being remarkable, especially in hospitality. This was the scene at a local shopping center at 10 AM. Out of camera range were five other similar congregations...just waiting to get in other stores. Guess what time this store opens, yep...10 AM. So, does it make sense for a shop keeper to keep a group of people waiting outside in the heat until the rules say it's time to open? Of course, not. It makes more sense to welcome people as they arrive, even a few minutes early, invite them in, offer them a cool drink and allow them to browse while you get the register fired up. That's what a shop keeper who's livelihood depended on every customer would do. Problem is...not many of them around. But, plenty of clerks following rules.
"I Like People"
is the response I most often receive when interviewing people for hospitality work. My guess...you hear it a lot as well. Interestingly, it's not how much you like people that counts most. It's how much people like you.
The most successful people are those which others naturally gravitate toward. The ability to demonstrate care and to deliver it in a meaningful way are extremely powerful. Some of it comes naturally...a friendly smile and positive approach to things. The rest you pick up along the way through experience and mentors...handling unexpected challenges, calm under pressure, etc.
Technical competence is necessary. You don't get far being dumb. But, the highest levels of success are achieved with more than smarts. They're attained by developing relationships, no matter if you're a waiter or a CEO. Hopefully, you have proof how much people have valued your hospitality. Perhaps you have a drawer full of thank you letters, a list of promotions or you can point to comments of appreciation on your Facebook page. Sometimes, it's more subtle...people want to work the same shift as you, or ride on the same bus.
Liking people isn't enough to get by on, especially if no one likes you.
Hospitality Marketing
All marketing/branding should begin with some hospitality framework...no matter what you're selling.
Hospitality..."Give people what they want, deliver it in a meaningful way and act like you care."
Why wouldn't you start with that?