CULTURE STARTS AT THE TOP

created by and property of christian alexander and lorena

perez gomez

L.E.A.R.N. :DAY TWO

THE KEYS TO SUCCESS

IF YOU TAKE A CLOSE LOOK AT ANY GREAT AND

HIGHLY SUCCESSFUL COMPANY WHICH SELLS

EITHER A PRODUCT, A SERVICE, OR BOTH, YOU WILL

DISCOVER THREE KEY PRACTICES WHICH MAKE UP

THEIR BUSINESS AND SERVICE CULTURE. THEY ARE;

1. PRO-ACTIVE POLICIES IN SERVICE

2. A CULTURE OF EMPLOYEE EMPOWERMENT

3. PERSONAL ACCOUNTABILITY

CREATING THE CULTURE FOR SUCCESS

IN THIS SESSION, WHICH IS DESIGNED FOR

MANAGERS AND SUPERVISORS, WE WILL TALK

ABOUT CULTURE. AS LEADERS, WE ARE

ACCOUNTABLE FOR INTRODUCING, CREATING, AND

MAINTAINING AN ENVIRONMENT WHICH BENEFITS

US AS DECISION MAKERS, THE HOTEL, THE FRONT-

LINE STAFF, AND THE GUEST.

WHAT IS CULTURE?

IN ORDER TO CHANGE AND IMPROVE OUR GUEST

SERVICES CULTURE, IT IS IMPORTANT TO

RECOGNIZE HOW A CULTURE, GOOD OR BAD,

COMES TO EXIST IN THE FIRST PLACE.

THE GENESIS OF A CULTURE

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EXPERIENCES BELIEFS ACTIONS

THE GENESIS OF A CULTURE

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ACCORDING TO ROGER CONNERS AND TOM

SMITH,TWO REKNOWN AUTHORS AND CORPORATE

TRAINERS, OUR EXPERIENCES SHAPE OUR BELIEFS.

OUR BELIEFS IN TURN SHAPE OUR ACTIONS. THE

CHAIN REACTION OF

EXPERIENCE>BELIEF>ACTION CONSTITUTE WHAT

IS THE CORE OF A CULTURE.

A WEAK SERVICE CULTURE-

EXPERIENCE

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THE FRONT DESK TEAM IS NOT ALLOWED TO MAKE

IMPORTANT DECISIONS IN COMPLAINT SITUATIONS.

THEY ARE EXPOSED TO AND MADE PART OF A LONG

CHAIN OF CONFLICTS BETWEEN GUESTS AND THE

HOTEL BECAUSE THE HOTEL DOES NOT WANT TO

PROMOTE PRO-ACTIVE BEHAVIOR, EMPOWERMENT,

AND THE SUCCESSFUL RESOLUTION OF

COMPLAINTS .

A WEAK SERVICE CULTURE-BELIEFS

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THE EMPLOYEES COME TO BELIEVE, BASED ON THEIR OBSERVATIONS AND FIRST-HAND EXPERIENCES, THAT GUEST SATISFACTION IS NOT A PRIORITY FOR THE HOTEL.

THEY ALSO COME TO BELIEVE THAT IT IS MORE IMPORTANT TO PROTECT HOTEL ASSETS AND EVEN TO BELIEVE THAT GUESTS WHO COMPLAIN ARE JUST TRYING TO ”GET SOMETHING FOR FREE”.

THESE BELIEFS CAN BE THE RESULT OF EXPERIENCES WITH CURRENT MANAGEMENT OR A LONG HISTORY OF EXPERIENCES WITH PREVIOUS MANAGEMENT TEAMS

A WEAK SERVICE CULTURE-ACTIONS

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BASED ON THEIR PRIOR EXPERIENCES, WHICH HAVE

NOW FORMED FIRMLY HELD BELIEFS, ACTIONS ARE

MANIFESTED SUCH AS ARGUING WITH GUESTS,

IGNORING THEM, FAILING TO ACT ON COMPLAINTS, OR

INCORRECTLY COMPENSATING THE GUEST (TOO MUCH

OR TOO LITTLE).

THE FRONT DESK REPEATEDLY DEFERS TO THE

MANAGERS TO RESOLVE ISSUES BECAUSE THEY FEEL

POWERLESS TO DO SO.

PEOPLE WAIT UNTIL SOMETHING HAPPENS BEFORE

DECIDING WHAT TO DO

EXPERIENCE, BELIEF, ACTION…

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SERVICE CULTURE THANKS TO THIS NEGATIVE CHAIN REACTION OF

EXPERIENCES, BELIEFS, AND ACTIONS, WE ARE NOW

STUCK WITH A NEGATIVE AND WEAK SERVICE CULTURE.

THE RESULTS (CONSEQUENCES) OF THIS SERVICE

CULTURE ARE POOR GUEST SATISFACTION RATINGS AND

TERRIBLE REVIEWS ON SITES SUCH AS TripAdvisor AND

FACEBOOK, JUST TO NAME A FEW.

NO WAY OUT..OR IS THERE?

STAGE 1

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DETERMINE DESIRED RESULTS

FOR EXAMPLE, IN THREE MONTHS RESULTS WILL

SHOW A JUMP FROM 80% TO 90% IN GUEST

SATISFACTION RATINGS INVOLVING COMPLAINT

RESOLUTION

HOW WILL THIS BE ACHIEVED?

STAGE 2

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DETERMINE WHAT CHANGES NEED TO BE MADE.

IMPROVED RESULTS IN WHAT AREAS WILL PRODUCE

IMPROVED RESULTS IN GUEST SATISFACTION

PRO-ACTIVE BEHAVIOR

EMPLOYEE EMPOWERMENT

DEEP UNDERSTANDING OF L.E.A.R.N. TECHNIQUES

STAGE 3:

MAKING YOUR CASE

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IT IS IMPORTANT TO STATE YOUR OBJECTIVES

BEFORE PUTTING THEM INTO ACTION.* PEOPLE

NEED TO HAVE A FULL AWARENESS AND

UNDERSTANDING OF THE CHANGES IN ACTIONS

AND BEHAVIORS WHICH ARE GOING TO HAPPEN.

FURTHERMORE, PEOPLE NEED TO BE CONVINCED

THAT THIS IS AN ACHIEVABLE AND WORTHWHILE

ENDEAVOR

*TOM SMITH & ROGER CONNERS

MAKE IT REAL FOR THE HOTEL…

MAKE SURE EVERYBODY UNDERSTANDS HOW THESE CHANGES RELATE TO TODAY`S (AND TOMORROW’S) BUSINESS ENVIRONMENT.

IN THIS CASE…STAYING COMPETITIVE IN EXTREMELY DIFFICULT TIMES FOR TOURISM IN MEXICO.

MAINTAINING AND INCREASING REPEAT GUEST VISITS

CHANGING THE GUEST SERVICES CULTURE:

INTRODUCING THE FRONT DESK & GUEST

SERVICES TEAM

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THE IMPORTANCE OF THE FRONT DESK/GUEST SERVICES STAFF ETC

THEIR JOB RESPONSIBILITIES

EACH TEAM AS A MARKETING TOOL

A POSITIVE FIRST IMPRESSION

A NEGATIVE FIRST IMPRESSION

THE WAY THE FRONT DESK/GUEST SERVICES TEAM HANDLES ANY

SITUATION AND HOW THE RESULTS TRAVEL FAR BEYOND THE LOBBY

AND THE HOTEL.

MANAGEMENT AND THE FRONT DESK

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MANAGEMENT PLAYS AN EXTREMELY IMPORTANT ROLE IN THE SERVICE CULTURE OF

THE FRONT DESK AND GUEST SERVICES BECAUSE IT SETS THE TONE, EITHER POSITIVE

OR NEGATIVE, OF THE QUALITY OF SERVICE THE HOTEL’S GUESTS CAN EXPECT TO

RECEIVE AND FOR THE SUPPORT AND STRUCTURE ITS EMPLOYEES CAN COUNT ON.

MANAGEMENT`S RESPONSIBILITIES:

PROVIDE NEW-HIRE AND ON-GOING TRAINING THAT SETS THE TONE FOR A POSITIVE

ENVIRONMENT AND WELL-TRAINED STAFF

CREATE AND SUPPORT PROCEDURES WHICH CONTRIBUTE TO A SMOOTH

OPERATION AND WHOSE QUANTITY AND QUALITY ENHANCE, RATHER THAN INHIBIT,

ATTENTION GIVEN TO THE GUEST

CREATE AND SUPPORT AN ENVIRONMENT OF EMPOWERMENT AMONG THE

AGENTS THAT CREATES AN ENVIRONMENT OF BOTH TRUST AND SUPPORT

CHANGING THE GUEST SERVICES CULTURE:

TRAINING OUR FRONT DESK AGENTS

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TRAINING NEW HIRES WHAT TO AVOID

SHADOWING EMPLOYEES NOT TRAINED IN HOW TO TRAIN

LACK OF INVOLVEMENT BY MANAGER

TASK-HEAVY CONCENTRATION DURING TRAINING

THE VICIOUS CIRCLE:

1. THERE`S NO TIME TO TRAIN DUE TO CONSTANT LACK OF PERSONNEL

2. EMPLOYEE DOES NOT GET PROPER TRAINING

3. EMPLOYEE EITHER LEAVES OR GETS FIRED

4. A NEW PERSON GETS HIRED AND HISTORY REPEATS ITSELF

WHAT TO EMPHASIZE

A POSITIVE FRONT DESK TRAINING PROGRAM

A WELL-DEFINED TRAINING SCHEDULE AND NEW-HIRE CHECKLIST

WELL COMMUNICATED ORIENTATION PROGRAM DELIVERED FORMALLY, OR INFORMALLY, BY EXPERIENCED GUEST SERVICE MANAGER REGARDING POSITIVE GUEST SERVICES SKILLS AND CULTURE.

BRAINSTORM

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WHAT PROCEDURES AND ACTIVITIES CURRENTLY

EXIST THAT MIGHT DISTRACT US FROM GIVING OUR

ATTENTION TO THE GUESTS?

WHAT PROCEDURES AND ACTIVITIES MIGHT BE

ADDED TO THE DAILY PROCEDURES TO ENHANCE

THE SERVICE ATMOSPHERE?

WHAT CHANGES DO YOU THINK COULD BE MADE IN

THE NEW-HIRE AND ON-GOING TRAINING

ROUTINES THAT COULD PRODUCE MORE

EFFECTIVE EMPLOYEES?

KEYS TO EMPLOYEE EMPOWERMENT

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IF HOTELS REKNOWN FOR GREAT SERVICE HAVE ONE THING IN COMMON, IT IS A HIGHLY-TRAINED AND WELL-EMPOWERED GUEST SERVICES STAFF, PARTICULARLY AT THE FRONT DESK AND GUEST SERVICES LEVEL. AMONG THE KEYS NECESSARY TO ACHIEVING THIS LEVEL OF SERVICE THROUGH EMPOWERMENT ARE THE FOLLOWING:

CLEARLY STATED GUIDELINES AS TO ACCEPTABLE DECISIONS AND ACTIONS AS SET BY MANAGEMENT WITH FRONTLINE EMPLOYEE INPUT INVOLVED

A “NO-REPROACH” POLICY ABOUT EMPLOYEE DECISION-MAKING

CONSISTENT MANAGEMENT PRESENCE IN ORDER TO CREATE AN ATMOSPHERE THAT LETS EMPLOYEE KNOW THERE IS SOMEBODY PRESENT AND AVAILABLE SHOULD A SITUATION BE MORE DIFFICULT THAN HE OR SHE CAN HANDLE

A STRONG EMPLOYEE RECOGNITION PROGRAM THAT RECOGNIZES EXCELLENT SERVICE

A GUEST SERVICES ENVIRONMENT WHICH RE-ENFORCES THE IDEA THAT EXCELLENT

SERVICE AND COMPLAINT RESOLUTION IS THE RULE, NOT THE EXCEPTION

BRAINSTORM

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NEEDS WHAT DO THE MANAGERS AND SUPERVISORS NEED

FROM THE FRONT LINE STAFF?

WHAT DOES THE FRONT LINE STAFF NEED FROM THE SUPERVISORS AND MANAGERS IN ORDER TO DO THEIR JOB BETTER?

HOW CAN WE GET BETTER RESULTS AND INCREASE COOPERATION AND COMMUNICATION?

HOW CAN WE DEVELOP “EMPLOYEE EMPOWERMENT” IN OUR GUEST SERVICES/FRONT DESK DEPARTMENT?