Service and Caring

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Pods Instead of Front Desks

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Insideembsuites

According to this recent article in USA Today, it looks like some hotel chains are replacing the standard front desk with something more service friendly...pods. While it's definitely a step in the right direction, I think there's still room to remove them altogether, especially with the technology now available. I admit, that's a bit challenging in larger properties. But, in the end, it's what people want...to shake your hand, look you in the eye and be welcomed.

Bravo to those companies referenced in the article who are embracing this trend.

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Transparency Via Blogs

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I just read an interesting article in the October issue of Inc. which  describes how some companies are using blogs to  allow employees to "out" themselves when they make a mistake.  Employees are guaranteed "protection" if they offer-up the errors of their ways. The point being that more good comes from learning about errors and correcting them, than never knowing or finding out after it's too late.

This got me thinking about the real power of blogs, especially as it relates to hotels engaging with their guests. What if you set-up a blog as your customer feedback mechanism, giving guests the opportunity to post both good and bad for all the world to see. I bet you can think of a bunch of reasons not to do this...like the potential for lost business because someone finds out room service is too slow. But, consider the flip-side. In today's world of corporate deceit and trickery with the likes of Enron, Worldcom, Tyco, to name just a few, it might be more important to show a few warts and gain someone's trust than to worry about whether they find out what they know already anyway...that you're not perfect. Plus, all the positive comments will have that much more credibility.

And, here's a bonus...it forces you to deal with customer problems...first.

Transparency leads to trust...which leads to long lasting relationships. So, why wouldn't you do it? Two reasons, the same reasons I might not...fear and chance. Fear of people knowing my issues and judging me only by those issues. And, the chance they may never find about my problems, so why tell. Of course, neither is likely to happen. Most people are willing to overlook problems to get to the good parts (to a certain point). And, murphy's law almost always prevails...just ask Dell (remember Dell Hell?).

The idea still seems risky doesn't it. That's because it is. You're not likely to achieve extraordinary status by playing it safe. So, go ahead, take a chance...be different.

I'd like to know if any hotel has tried this yet...please chime in.

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Make It Personal

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A couple of interesting posts (one about dealing with angry customers, and one about personal interation with them) from Mr. Godin which relate directly to our business. Neither is rocket science. But, I think we (hotel people) sometimes make it more complicated than it needs to be.

In the case of angry guests, we often try so hard to solve the problem, we forget to make the guest feel  better...which is not always the same thing. Empathy, compassion and understanding are what matter...not, so much the 25% discount. Your job in this situation is to be genuine and regain the guest's trust. Because, in the end, that's what matters. That's going to make the difference between someone who tells their friends how lousy you are to how well you recover...or maybe they'll just be silent (better than angry). The giving away part just brings immediacy to your actions and accelerates the healing process for some. And, as Seth points out, don't expect to win everyone back...it's not going to happen.

With regard to personal interaction...I agree, there is no more effective substitute for a handshake or a personal thank you. And, he's right, the bigger we get, the more we lose the art of personally serving our guests...before, during and after the visit. Would you rather stand in line at the front desk to check-in and out? Or, would you rather receive a personal welcome at the front door and a hand shake (better yet, a hug) when you leave?

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SOP's and Such

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Front_desk_clerk

Steve Yastro's riff about scripts reminds me about my take on SOP's. Procedures and policies (and scripts for that matter) should be developed to create efficiency...and give your people more time to focus their creative energies on the guest...to build relationships. If your rules and processes are getting in the way, consider changing them...or, even eliminating them.

What if you could trust everyone in your organization? Would it change the way you write SOP's?


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Benefit of The Doubt

Yesterday, I walked into the local print shop to order some business cards. I didn't need to go there...there are plenty of on-line options which are cheaper and faster. But, I wanted to support the small shop in my town.  Well, it turns out that it's a lot more expensive to  support my small town habit (about two thirds more)  than I thought. And, to make it worse, I get the feeling these people really don't value my business...just the tone, matter of factness of the conversation and their skepticism of my intention to pay for the design service (too long to go into here). No, I didn't walk out of there feeling very special. So, what am I paying extra for?

Consider this...

Most of your customers (guests):

  1. want to do business with you
  2. want to pay you
  3. want to promote your business to others (ratifies their experience and gives them a chance to show off)
  4. want to have fun

Note that they don't need to do any of these things...at least not under normal circumstances.

Now, if you believe this idea, and that the vast majority of customers aren't paying you a visit with the intention of ripping you off or otherwise ruining your day, then you need to do this...act like you want to do business with them. Better yet, act like you want to be friends...and, until they prove otherwise, give them the benefit of the doubt!

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The Art of Recovery

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One of the fastest ways to lose the trust of your customer is to make a mistake and be average at fixing it.

A quick illustration…

We recently bought some furniture for our new home… a relatively painless process, at least the buying part. One of the reasons we selected what we bought is that all of the pieces were in stock and could be delivered on the date requested. Without that assurance, we would be sleeping on the floor and eating on TV trays…not a good situation after a month out of the country and moving the week you get back…even though camping in Colorado is nice this time of year. Well, you probably can guess the outcome…the delivery truck came…but without some of our furniture. The delivery folks had no clue, “we just deliver what they put on the truck, we don’t sell it”. A call to our sales person determined he had forgotten to notify us that the pieces were on back-order, this even after he assured us everything would be delivered to our satisfaction. I, of course, diplomatically and calmly voiced my displeasure (honest, I was nice). So, here was the salesperson’s big chance, right?...an opportunity to really show me what he and his company were capable of. Instead, here’s what he said, “what would you like me to do?” and “we’ll get it to you next week…guaranteed” A broken promise, you have my money and I don’t have my furniture…not good.

Mistakes are bound to happen…in any business…we all know that. We also know that the correction of those mistakes is paramount to a successful future for any organization. But, just “fixing the problem” isn’t enough any more. A simple “I’m sorry” and a discount doesn’t make much of an impression when there are so many other products and services to choose from. And, while this seems likes it’s leading to a customer service lesson, it’s not…it’s a marketing lesson. Every mistake, every service screw-up, every fly in the soup is a wonderful marketing opportunity…it’s the most likely place for you to beat the competition and gain lifelong customers…for three reasons. 1. you have their undivided attention…this happens very rarely; 2. the customer expectation is that you will fail…or at a minimum that you will be average (offer the proverbial 10% and apologize). In their minds, you’ve already let them down. Now, it’s just a matter of getting out the door before you can cause any more damage; and 3. your competition isn’t likely to do much better…the odds are that disgruntled customers are leaving your competitors at least as often…and for many of the same reasons. In other words, screwing up is actually a pretty good place to be…if you’re up for the challenge.

Again, simply recovering from a mistake is not the opportunity…that’s expected. Your best chance to act remarkably and regain the trust of your customer lies in how you recover. At the end of the experience, two things need to happen: 1. the customer must feel special; and, 2. they need to shake their heads in disbelief at the lengths you took to earn their faith. The only way to accomplish these two goals is to act with sincerity, empathy and honesty…tell the truth, try really hard and be remarkable.

Marketing takes many forms, and it often happens behind the scenes or after the initial sales transaction, like when there are issues. So, the next time there’s a problem, don’t just fix it, make their heads spin!

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Customization

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Jackie and Ben hit the nail on the head...again! Using two highly regarded wine country restaurants as examples (French Laundry and Cyrus), they give us some excellent insight into what makes these establishments so extraordinary.

I'll follow with my own little formula:

1. You've got to get the basics right. An overabundance of cleanliness, smiles and quality is a must.
2. You've got to be interesting...better have a story, one that strikes an emotional connection with your prospective guest.

Then,

3. Customize. Like Jackie and Ben, I believe this is a key if not THE key to getting people to talk about their visit. People want an experience that's tailored to them. That's what makes it special, interesting and fun to talk about. Why would you tell your neighbor or co-worker about an average stay at an average business hotel?...you wouldn't. But, you might feel compelled to talk about a restaurant that called the kitchen upon your arrival and tailored the offerings around your tastebuds.

Make your guest experience interesting by telling stories and treating people differently, just like you would your friends if you were inviting them to your own home.

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Tom Gets It...So Does Charleston

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Charleston

Tom Peters has posted twice in a week (here and here) about his visit to Charleston, South Carolina. It seems, the town is making quite an impression on him…in a good way. Here’s a guy who logs about a gillion miles a year and has been just about everywhere on the planet. So, when he makes a point like this…people should listen.

Here are some interesting facts about Charleston (2003/2004):

Population, about 500,000
Unemployment rate, 4.4%
Port traffic, 1.72 million containers annually (it’s the largest container cargo port in the Southeast, including the Gulf Coast!)
Retail sales, $13.7 billion annually
Largest employers include Medical University of SC, Piggly Wiggly (it’s a grocery chain), US Air Force and US Navy, Roper St. Francis Healthcare, Columbia/HCA Healthcare and the Robert Bosch Corporation

Find even more info here

These facts are interesting because you never hear about them. What you do hear about is what Tom highlights in his writings...history, hospitality and good old fashioned southern charm. In a nutshell, it’s a tourist town. And, just about everything is geared toward that. Master plans, websites, economic development, PR, TV ads and on and on. And, for being focused, they receive about 4.6 million visitors annually who contribute approximately $5.1 billion to the economy. That’s not chump change in anyone’s book.

If your town is having trouble figuring out the tourism thing…go to Charleston. You won’t find too many folks there who don’t understand the big picture, and more importantly who lines their pockets.

Oh, and one more thing...I proposed to my wife there. So, I too have some very fond memories.

Cancellation Policies

There’s been quite a bit of buzz lately regarding hotel cancellation policies including this recent article.

I know (from firsthand past experience) that a number of hotels use cancellation and no show charges as revenue “builders” instead of revenue “safeguards” which is NOT in keeping with the spirit and intent of those policies. Cancellation policies are (or should be) designed to protect the hotel from losing business at the expense of customers who “change their mind”. The key words are “protect” and “losing”. These policies are not meant to be used to rack-up charges when someone has a legitimate reason for not honoring their reservation, especially when the room is going to go empty. As this article points out, think twice before you stand fast and tall on your cancellation soap box. People have too many choices to be “understanding” when we lack compassion and see things only in black and white.

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The Delivery

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What you learn in a small place like Keyah Grande is that the “delivery” matters most. It’s not about the “things” you touch and see, i.e., the Frette linens, marble or art on the walls. But, rather, it’s the genuine act of caring that really counts…and builds memories.

Rarely, does anyone write me a thank you letter to express their gratitude for the view or the whirlpool bathtub (I assume that’s true for you too). It’s almost always about our staff and their interaction with them that made their visit so special.

In larger properties, we spent a lot of time trying to control the way our service was delivered. We had standards, procedures, flowcharts, you name it, for everything…all with the intention of creating a very consistent delivery of service to our guest. In the end, what typically happened is that we became very average. Consistent…but average.

Instead, we should try not to control “how” service is delivered. In other words, let the creativity, passion and genuine nature of the person doing the job take over. Spend time controlling liquor inventories and the cash drawer…but not the art of service. Once you do that…it’s no longer an art, and no longer meaningful.

Try these things if you want to be less average and more memorable:

Hire the Best People- One’s with true passion for what they do. (see The Robin Williams Effect)
Be Genuine- Don’t pretend to be something you’re not. Don’t try to spin and make-up for weak areas. Just be real about them.
Be Adaptive- Stay away from scripts. Have fun and make-it up as you go along. If you’ve hired great people, this one works beautifully.
Stay on Point- Always, always remain focused on what you can be the best at…and leave the other stuff to someone else.

More than ever, people want meaning, personal attention and genuine care in their lives. They want to feel special. When people deliver these goods…they remember. So, why not give them what they want.

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Getting Tired

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Tired

A lesson you learn in our business is how to get tired. This condition is inevitable if you’re in the game long enough and as you climb the management ladder. If you don’t learn how to do it, bad things happen, usually to guests and colleagues. Work 10, 20 or even 30 days straight and see what happens. And, as you get older, it gets worse. I know this isn’t news for many of you. But, to those that are either new, or about to get in, be careful…and mindful.

As leaders, getting tired is expected. But, so is great service. Unfortunately, they don’t coexist very well. If you want to take care of your staff, be sure they get enough time off to recharge their smiles, bodies and creative minds.

Have a great week!

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Where Has Service Gone (part 1)

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In case you missed my thoughts on this subject earlier this year, you can read part 1 of the article here.

Parts 2 and 3 will be released over the next two weeks. Or, as a reader of this blog, you're welcome to download the entire article from the Downloads section in the side bar.

As always, your comments are welcome.

Thanks to Hotel News Resource for publishing the work.

To Charge Or Not To Charge

Recently, there has been considerable discussion both on-line and in print about mandatory service charges. The most recent and highest profile writing took place in yesterday’s USA Today. Read the full story.

 

I was interviewed for that article and weighed-in with the following thoughts:

 

I believe all of this comes down to (or certainly should be) about the guest. If the hotel/restaurant is providing a superior experience and adopting a gratuity/service charge policy in order to make it more convenient for the guest, it’s a good thing. In the end, your customer will let you know if they “feel” good about it, or not. The important thing is to listen and show them that you care.

 

I think most of the “negativity” and public commentary is based on a combination of three factors: 1. we don’t like change, and; 2. we don’t provide a consistently superior experience; and, 3. most of the places implementing such fees aren’t clearly stating “why” they do it, and/or “what” happens with the money. As a result, there’s a perception that these fees are for the convenience of the business and not about them. I think we can all agree that we have become generally guarded and skeptical of business practices, especially when it comes to pricing and surcharges.

 

As hoteliers, anytime we make a guest policy change, we run the risk of not pleasing someone. Hopefully, there’s minimal fall-out if we’ve done our homework and made decisions based first on our customers. When there is a problem (as is evidenced by the increasing discussion about the subject issue), the key is to respond well to those individuals and adapt (change) when enough of our patrons tell us to do so. Those that don’t…well, we know who they were looking out for in the first place.

 

What do you think?

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Employee Care

 

Working in a small environment, I am fortunate to see and talk with all of our staff every day. However, in a larger property, senior management often loses sight of the people who really run the hotel. We get bogged down in administrative tasks, meetings, reports, client lunches, etc. And if you add guest contact to the mix, employees can end-up feeling left out.

 

Try this…

 

Once a day, at a minimum, go out and nurture your relationship with your staff. But, here’s the key. When you walk around, you can’t have your own agenda. No inspections, no why is this out of place, no catch-up on previous issues. You need to convey genuine interest in the employee. You need to let them talk to you about what they want to talk about…nothing else. It might be the weather, their kids, or even personal problems. Your job is to listen and appreciate whatever it is they convey to you. If you catch-on that they are trying to tell you stuff they think you want to hear, ask them questions about something else. Leave “your agenda” at the office.

 

Each time you do this, you’ll find the staff will open-up more and more as your relationship becomes more genuine and not just “the boss is here looking at stuff again”.

 

It worked for me. I hope it does for you as well.

 

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Paths

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Fork_in_the_road_2


Every action, interaction and even non-action with a customer leads down one of two paths, one which builds a relationship or one which erodes one. There is no in-between or middle road. You either make the customer feel good, appreciated and important…or, you don’t. Some of that has to do with choosing the right audience. But, most of it relates to service and how you handle people. So, with only two choices, this business of serving guests seems relatively straightforward...focus your energy on going down the high road of building long lasting relationships and do everything possible to stay off the alternative pathway.

But, we all know it’s not that simple. Too often, we get distracted. We lose focus on what’s most important and get caught-up in the daily grind. We focus more on what’s important to us, and less on what’s important to our guests. We worry about how we feel. We worry about “being right”. We worry about making quarterly earnings, about making our boss happy or about getting home on-time. And, while all of these things are important to us, sometimes very important, they don’t at all matter to our customer. The guest doesn’t care how we feel, if our boss is happy or if we can make our next lease payment. They only care how they feel.

Every time we focus on ourselves and our problems, we start going down the wrong path. We feel better..and our customers don’t. To some degree, this is inevitable. After all, we’re human. But, if we recognize this weakness and ensure that enough emphasis is placed on countering the tendency, especially at the most critical moments, we’ll win. And, so will our customers.

Next time you’re faced with a customer complaint, staffing crunch, or an overbooking situation, think about the customer relationship, and what will happen to that relationship with your next move. Next time you plan an advertising campaign, sales blitz or telemarketing attack, think twice about how it feels to be on the other end.

You’re at the fork in the road every day. Think carefully about which path to take.

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Pay Special Attention

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While experiencing the birth of our daughter Lauren yesterday, I watched a lot of magic occur. But, having some time to digest, I have taken away more than the experience of a new life and family member. Our nurse, Susan, is one of the finest medical professionals I have ever had the pleasure of dealing with. She is well experienced with over 20 years in labor and delivery. But, that’s not what makes her work so impressive. What sets her apart from everyone else are the way she connects with you and the way she makes you feel. It was the little things like the extra time spent talking about things important to us, not just the standard stuff she was required to spew to patients. Sitting down in the room and simply enjoying our company, making us feel at home in a place which certainly doesn’t appeal as such. These are the things that matter to people. Unpleasantries like the crappy cot I had to sleep on, the TV speaker that didn’t work, the phone from the 1970’s and yes, the horrible food all seem to disappear when you are fortunate enough to meet someone like Susan. She cared about us, and made us feel like we were her only patients…which we weren’t.

Bottom line, Susan is passionate about what she does…caring for people. And, she knows how to pay special attention to make you feel at home.

Hire people like her, and most of your other shortcomings will become transparent to your guests..just ask Mercy Hospital.