When my feet were hurting after three hours of delivering a workshop in Doha, Qatar in the Middle East to over 100 hospitality and concierge professionals, I asked my host, Randy Santos, the Les Clefs d’Or Chef Concierge of the InterContinental Doha, if he minded if I took my shoes off for a . . . → Read More: Guest Experience Management: Driven by Genetics, Environment or Both?]]>

When my feet were hurting after three hours of delivering a workshop in Doha, Qatar in the Middle East to over 100 hospitality and concierge professionals, I asked my host, Randy Santos, the Les Clefs d’Or Chef Concierge of the InterContinental Doha, if he minded if I took my shoes off for a few moments before I went back on stage. About five minutes later, he had some hotel slippers delivered to relieve my aching feet. He sensed, even though I was working on his behalf, that there was SOMETHING he could do to relieve my pain and in turn, enhance my own guest experience taking place in his hotel. His efforts made me feel good and showed me that he cared, even during his extremely busy moments. He tuned in to my emotional need, and then surprised me with a solution. He made an empathetic connection, thought about what he could do to help and immediately took action. It’s as if he had a sixth sense that propelled him to action…an instinct that kicked into gear as he tuned in to what his guest was experiencing.

Upon another occasion, when my colleague and I checked in at the Omni Hotel at CNN Center in Atlanta, Georgia, our room was not yet ready and we had to rush to a 12 noon meeting that was about to begin. We had no time to spare and were feeling a bit stressed and harried as our plane had landed late, we had jumped on two MARTA trains, Atlanta’s rapid transit system, walked a few blocks, carrying briefcases and luggage and arrived at the hotel frazzled. That’s when Lorraine Beezley, Assistant Front Office Manager stepped in and calmly came to our rescue. She saw our dismay and frustration and checked us in quickly, reassured us that our luggage would be sent to our rooms and immediately sent us on our way. Our meeting did not end until after 7pm, without time to eat lunch. We saw Lorraine on our way back, told her how intense our day had been and thanked her again for taking care of rooms so we could just go collapse. Shortly after each of us arrived in our rooms, a beautiful tray of cheese, crackers, fruit and sparkling water was delivered. On the tray was a handwritten and very personalized note from Lorraine, expressing her appreciation for our business and offering to do anything else to make our one night stay, even though short, more enjoyable.

In only the few moments she had met us, she sensed how hard our day had begun and ended and went out of her way to make us feel welcome, relieved and comfortable. She made a huge impression on us that day and showed true signs of service leadership. Somehow she had the instincts to know how to deliver a guest experience that we did not anticipate having at all, understood how we felt and related to that emotion with her thoughtful gesture and delivery.

In both of these examples, Randy and Lorraine seemed to have a sixth sense and a natural ability to relate to how the guest was feeling and then to deliver a service experience that would address those feelings. It almost seemed to be in their genes and that they knew what to do but perhaps something about their past experiences and training also made an impact. What is it that triggers that sixth sense and instinct in any hospitality employee or leader that propels them to action and knowing how to positively impact or enhance any guest experience moment? Is it in their genes automatically or can a proactive hospitality environment spark that inspiration? Can that sense and instinct be trained and if so, how? How can hoteliers sense making greater sense out of guest experience opportunities and the driving emotional factors that will lead to exceeding guest expectations and greater guest loyalty?

Providing programs and training around the world in Guest Experience Management allows my team and me to observe and evaluate service excellence touchpoints in action across all cultures and industries, on the frontline, management and executive levels, and inside and outside operations of any business that serves customers and guests. We find it fascinating and challenging to define the common thread that makes any one employee, leader or organization “good” at doing the things that make customers and guests…feel “good!” Why do some get it…and some don’t? Is that sixth sense genetic or environmental? We believe it is both combined with the emotional ability, the perception, to understand how people are feeling or what might make them feel better. And, we have found that those that really get it are those organizations that have leaders who believe their service culture is embedded in the employee experience before it even gets to the guest. It has to come from the top and leaders who understand how to role model and then orient and train their teams are the ones that we see who get it.

Leaders need to ask themselves if they are managing behaviors or experiences. There is a big difference and the answer is that they must direct both but behaviors must be directed from the experience context. And, it must be continually reinforced through the example of their own behavior. This is one of the most overlooked yet easiest ways to train and motivate consistent service oriented behavior.

When a piece of trash is on the floor of a beautiful hotel lobby, what makes 11 employees pass right by and what makes the 12th employee pick it up so that a guest does not see it and think the place is unclean or that employees don’t care? Where does that caring come from and how can it be replicated? I remember when I worked at Disneyland as an attractions hostess at the Enchanted Tiki Room in California, it was as if a magnetic force attracted me to any spot of garbage upsetting the stage of my guests’ experiences. I just had to pick it up! And, when my guests entered the waiting area, I knew my role was to engage them while they waited, not just assemble them for the show. And when it was show time, I wanted the guests to feel excited each time, even though I saw the same thing over and over again. Why was I like that and what made me do it? Why did I care so much and what made me so passionate and proactive about the guest experience? In hindsight, for me, it may be partly genetic but it was the environmental impact of how I was trained and oriented over 30 years ago that mobilized my senses. I was motivated by standards that taught me how to connect to what would delight guests and called my guest experience duty into action.

Guest Experience Management is simply taking ownership of the entire guest experience for both employees and guests. It’s about understanding, managing and directing all the touchpoints that take place before, during and after each guest experience. Whether three seconds, three minutes or three hours, each of those touchpoints has that power to impact a guest in a positive, negative or indifferent way. The experience ‘value’ is based on the cumulative result of all touchpoints in any one experience and how well hoteliers and their teams understand their role in the experience chain of events. How employees are trained to connect to, to sense and then to deliver the experience versus simply delivering guest service actions is key to the end result. That’s the environmental inspiration that is needed to make the emotional connections. Many leave Guest Experience management up to a result. They hire good people, establish rules and procedures and create amazing environments but each of those are done as separate tasks versus putting those pieces in place as a whole, from the guest perspective and desired result.

It’s like directing a movie. Each scene needs to be carefully designed and each actor completely prepared. In hospitality, each point of contact should be defined and each employee completely trained in how to anticipate, how to sense and how to deliver memorable moments. Movies that get the best reviews are those that have a well-designed plot and where the story unfolds in a meaningful way for the audience. Movies with great actors and even great concepts flop when the story is disjointed or not connected in a way that makes sense. Guest experiences suffer when links in service delivery are broken and emotional connections are not acknowledged or attempted. Each touchpoint does not flow seamlessly into the next when emotions have to be fixed from a disconnected or indifferent moment that took place earlier. The burden then falls to the next employee in the experience chain of events to rediscover or reconnect with what a guest is feeling. As in an Olympic relay, employees must understand how to receive and pass the baton of service to keep benefiting the guest.

Audiences, the guests, must continually be engaged. Hospitality leaders and employees need to be prepared to improvise and figure out what will trigger the satisfied and even better, the positive emotions. Emotions must be inspired at all levels, constantly and consistently .Reviews on hospitality industry review sites regularly reveal the disjointed moments and those that flowed seamlessly: where something in the experience went awry. According to a recent report from the Cornell University School of Hotel Administration, guest and consumer reviews directly impact income and occupancy. The study found “a direct link between the rise or fall of revenue per available room (RevPAR) and improvements or declines in the online reputation of a hotel, driven by ratings on sites such as Trip Advisor and Travelocity.” Getting the good reviews and comments matters so mobilizing employees on what they can do to positively impact guest moments, no matter how brief or how long, is key to Guest Experience Management success.

Hoteliers not only need to define Service Standards but Standards that speak to experiences…what it should feel like when the service is delivered and how that relates to the overall experience. The only way you can truly know how someone experiences something is to consider HOW they feel…it must relate to emotion. It’s that sixth sense that allows us to maximize the other five. It’s taking our own genetic references, tapping into emotions that we can relate to in our own environments and experiences, and figuring out how to deliver service touch points which consider the emotional impact on the guest. It’s great to have a good attitude and be fully prepared with service skills but it’s quite a bit better to understand how your guest may feel after/when service is delivered. No matter how innovative, unique, efficient, exciting and luxurious any one hospitality environment may be, unless your people, the employees, know how to make connections to other people, your guests, the resulting experiences may be less meaningful and have more potential to be less satisfying. Guest loyalty, profitability, positive reviews and referral business all may suffer from those “non-connection” moments.

Emotions are the secret ingredient in any genetics and environment formula for Guest Experience Management. Experiences, Emotions and Excellence all flow together when choreographed together and when those delivering service are trained to consider how those getting that service will feel. Employees may have great attitudes. They may be excellent performers. But unless they are oriented to understand, define and truly sense what experiences are all about and the emotional factors that influence them, they miss opportunities for the exact moments they are trying to create.

Capture the evolutionary impact of the hospitality gene and provide the opportunity to environmentally adjust and adapt to moments for each guest experience. Nurture the nature of feeling great emotions before, during and after they are delivered.

Roberta Nedry is President of Hospitality Excellence, Inc., leaders in guest experience management. Ms. Nedry has developed a unique 3D Service^sm methodology to take guest service to the next level. Her firm focuses on guest, customer and client service, the concierge profession and service excellence training for management and frontline employees. To learn more about Hospitality Excellence programs, exceptional service and the new 3D Service^sm Online training program - a New Dimension in Service Excellence, visit www.hospitalityexcellence.com

Ms. Nedry can be contacted at 877.436.3307 or roberta@hospitalityexcellence.com.

What to my wondering eyes should appear, but a giant embedded computer screen across which the concierge and I could peer. During these times of so many technology innovations, some of which can be confusing, detached and frustrating in hospitality environments, I was astounded by a whole new look and feel at the . . . → Read More: The Concierge Gave Me the Finger and I Loved It]]>

What to my wondering eyes should appear, but a giant embedded computer screen across which the concierge and I could peer. During these times of so many technology innovations, some of which can be confusing, detached and frustrating in hospitality environments, I was astounded by a whole new look and feel at the InterContinental Miami concierge desk. A smooth, uncluttered, streamlined desk with a gigantic computer screen embedded into the table stood before me. Chef Concierge Eduardo Rosello, stepped around to my side of the desk, and stood next to me. That’s when he brought out his finger…and touched the sleek desk and computer screen. He swirled his finger around a few places and absolutely delighted me with what he could do. It was personal, exciting, even intimate yet also professional and interactive. It was a completely new experience for getting information and resources from the concierge and added a whole new level of engagement for both guest and employee.

Experience unparalleled luxury at the downtown InterContinental Miami

Gone is the desk with papers, pencils and maps and with it a cluttered look. The new desk features interactive touch screens and complements the exhilarating, stylish and energetic feel of the lobby and the unique flair for which Miami is known.

These screens offer information about the city, sporting events, weather, cultural events and airport information. They enable the guest and the Concierge to both navigate through information and be “in the know” while interacting with one another. Then, if anything else is needed after this interacting phase with the guest, the concierge can provide additional information in the form of brochures, literature, booklets, promotions and discounts which remain out of site but within easy access for the guest.

When asked why they installed this new feature and what led to it, Chef Concierge Rosello explained, “The InterContinental Miami is a landmark. Miami is a trendy city and we wanted to be on the cutting edge of technology. These screens were designed specifically for this hotel to add innovative flair to the traditional role of the concierge”.

With guest techno-savvy higher than ever and all the iPhones, iPads, iPods and androids that guests arrive with, the concierge needs to constantly be one step ahead so they can continue to be the strong resource guests expect but also evolve with changing needs and interests to keep guests excited and engaged . Maintaining that personal touch and experience that only the concierge can deliver yet also provide value in new and innovative ways are why this profession continues to be in demand and a key to guest loyalty.

Rosello

Chef Concierge Rosello, also a member of Les Clefs d’Or, the prestigious international concierge association, says that “The reaction of guests has been incredible! Everyone that approaches the desk is inclined to touch it and navigate through the various applications. They have never seen anything like it before and are certainly quite impressed with our modern interactive desk.” He notes that guests are amazed by the different features that can be achieved by the screens and how quickly they can solve problems as well.

In one particular case during the recent severe storm in the Northeast, the concierge team was able to give up to date information regarding real time flight information since the screens are connected to Miami International Airport. They were able to provide the guest with accurate information on the spot and avoid the frustration of busy phone lines. With basketball in season, the concierge and interactive screen team are plugged into Miami Heat basketball and can show guests different game possibilities and visually show them seat and ticket options.

Applying this kind of ingenuity to ordinary moments and turning a simple question to the concierge into an interactive experience is a powerful business strategy. Hoteliers who spend the time to research and develop new ways to address basic tasks and yet still deliver efficient service will end up with delighted guests. Delighted guests spend more, tell their friends, write better reviews and will want to come back for more!

The concierge desk has become a hub of guest engagement and a magnet for more personalized experiences. Instead of using technology to replace concierge functions, the InterContinental Miami recognized how this unique technology could augment the personal touch of the concierge and enhance the value of this resource for guests. The result has been the exact opposite of what has been feared when technology tools have been introduced in other hotel environments; reducing staff. Instead, it has been a strong motivator for more impulse decisions on things to do both in and outside of the hotel and allows the concierge to better define, manage and package guest preferences.

It has also been an invigorating change for the concierge team. Chef Concierge Rosello notes the concierges are thoroughly enjoying the new desk. “It allows the concierge to do a bit of a “show” when sharing information and using the applications simultaneously. It enhances the way we communicate and share with our guests.” The concierge team is even more energized to connect with the guests and feels newly infused with enthusiasm as they explore all the ways to play with their new “gadget” to benefit the guest experience.

Guest Michael Platner experiences the special touch of the new Concierge Desk at the Inercontinental Miami Hotel with Concierge Juan Carlos Velasco

One guest commented that it made his encounter with the concierge more efficient. “The concierge gave me more choices, more quickly and that helped me feel better about my decisions that evening”.

Another interesting dimension that appeals to guests is the visual impact. In face to face communication, a UCLA Study from Albert Mehrabian, Ph.D, showed that 55 % of our interactions are influenced by body language, 38% by tone of voice and and 7% words used. This interactive computer screen allows the concierge to have that greater face to face impact and body language through the touching and responding to the screen with the guest. Both concierge and guest share more of this interplay of the senses and are able to connect and experience the delivery of service together. Ironicly, this represents a powerful solution to guest frustrations with too much technology, impersonal and rushed interactions. It showcases even more the many talents of the concierge in an entertaining way, using technology to compliment a more personal experience instead of distract from it. And, other guests actually enjoy waiting in line for their turn as opposed to being impatient as it’s fun to watch each guest discover something new.

Eduardo Rosello, gives Roberta Nedry a
thorough navigation of the concierge desk

This program and technology solution was designed specifically for the InterContinental Miami Hotel by Edwards Technologies, a firm that creates audio visual entertainment technology and unique multi-sensory systems, based in El Segundo, California. Brian Edwards, Chairman of the Board, for the 30 year old firm said,” We reached far into the future to design this programming for the InterContinental Miami and considered how to enhance guest needs and opportunities with more engaging experiences.” He noted that in addition to the two concierge surface table computers which he likens to a giant IPAD plus more, his firm designed nine smaller lobby cocktail tables with embedded computer screens to add even more options for InterContinental Miami guests. Guests can sip drinks, taste appetizers and search for ways to spend the rest of their stay or visit and explore things going on in the hotel as well as around Miami. These cocktail tables will further drive business to the personal touch of the concierge with a “call concierge” button after the guest has done their own search and wants to take action on what they found. This will be part of the next phase for Chef Concierge Rosello and his team and will yield even more “WOW!” according to Rosello. Edwards notes that these products and strategy actually become a ‘sales agent’ for the concierge. They serve as a profit center for the hotel and reinforce the value of the multi-talented concierge team and their skills in exceptional service delivery to benefit guests even more.

The Miami InterContinental team feels they may have a unique thing going as they do not know of any other hotel using this technology and design in any hotel in the U.S. although countries known for advanced developments in technology may be exploring something similar.

Bottom line…there are always new ways to “tap” into the guest experience and explore how to make moments more memorable. Chef Concierge Rosello and his team have that special touch.

Roberta Nedry is President of Hospitality Excellence, Inc., leaders in guest experience management. Ms. Nedry has developed a unique 3D Service^sm methodology to take guest service to the next level. Her firm focuses on guest, customer and client service, the concierge profession and service excellence training for management and frontline employees. To learn more about Hospitality Excellence programs, exceptional service and the new 3D Service^sm Online training program - a New Dimension in Service Excellence, visit www.hospitalityexcellence.com

Ms. Nedry can be contacted at 877.436.3307 or roberta@hospitalityexcellence.com.

It’s the small things that matter. Big things come in small packages… it’s the little things that count. This is especially true in the hospitality industry. The littlest efforts can make the biggest impressions. They show a degree of caring in the most simple and mundane of gestures and that everyday life moments . . . → Read More: Pineapple Service: The Smallest Gestures Can Make The Biggest Impressions]]>

It’s the small things that matter. Big things come in small packages… it’s the little things that count. This is especially true in the hospitality industry. The littlest efforts can make the biggest impressions. They show a degree of caring in the most simple and mundane of gestures and that everyday life moments matter… even when away from home or office. I call it “Pineapple Service” based on the pineapple serving as a symbol of a warm welcome and hospitality tracing all the way back to the days of Christopher Columbus and early days in the Americas.

The pineapple served as the extra effort and special treat a host or hostess could extend to visitors. As the pineapple was introduced in Europe, it became even more desirable since fresh fruit was rare in those days and especially a fruit as exotic, sweet and juicy as the pineapple. This small gesture, this simple gift and taste of this fruit, symbolized an early touchpoint of service but even more, the effort behind that touchpoint was a symbol of exceptional service.

At a visit to The Biltmore Hotel in Coral Gables, South Florida, during their famous Sunday brunch, I spilled red fruit juice on my white attire. Our waiter, James, noticed my dismay and attempts to use the contents of my water glass to remove the stain. He offered to bring some soda water as a more effective solution. He returned with a bowl of seltzer water on a plate, surrounded by a beautiful purple orchid, a fresh crisp rolled napkin and a caring smile. He took this simple gesture, which he initiated, and turned it into a magical moment. I was so delighted with this statin removal presentation that I forgot about my stain and just admired his efforts. The stain was successfully removed but the memory of James’ efforts and his thoughtful presentation stayed forever. This was truly “Pineapple Service”.

Big service opportunities come in little service gestures. Little efforts can score big with guests. Those hotels and resorts that do take the time to invest thought and effort in the smaller moments and gestures will score big in the overall guest experience.

At the Ritz Carlton Battery Park in New York city, the team of Jay Serio, Chef Concierge and member of Les Clefs d’Or, Jason Trojanowski, Guest Services Coordinator and Lee Oren, Front desk /Guest Reception, offered “Pineapple Service” with a comprehensive team approach at each point of contact. Whether it was the warmth of their greetings upon a very late check-in, their attentiveness and proactive efforts to find exactly the right entertainment experience for a 10 year old, or a special surprise delivery to the room after a specific beverage was not available at the bar, these three consistently paid attention to each ordinary moment and made them extraordinary. They interacted with each other in good spirits and without ego to determine how best to serve and put the guest experience first, morning, noon and night. They never seemed tired, even with long days and many guests. They always remembered guest names and stepped out from behind their three respective desks to make a more personal and attentive connection.Their sincere attention to the little details made a gigantic impression and offered huge hospitality.

Guest experience management, when delivered with excellence, is a complete series of touchpoints, seamlessly flowing into each other with the same focus and commitment of those pineapples presented so long ago, showing hospitality to all who choose to come to a hotel, venue or business. That includes employees. Most employees also choose the place they want to work and these same small gestures mean a lot to them, especially from management. When employees receive “Pineapple service” from their leaders, they are more likely to deliver the same efforts and feelings to guests. And, it can happen in large hotel chains as well as small hospitality businesses.

At Spatopia, a local massage salon in Fort Lauderdale, massage therapists regularly share their enthusiasm for their working environment, even with long days and lots of physical work. Since many therapists work for more than one spa location, they share how much they prefer the Spatopia environment based on the caring commitment of the owner, Sharon Cappellazo. Employees noted how Sharon threw a Fourth of July party on the beach for all her employees. This extra effort and event, in the middle of a hot summer, meant a lot to her team, so much so that that enthusiasm and positive energy was massaged into the guest experience. Sharon recognized the spirit of sharing hospitality, warmth and caring with her employees, would not only benefit them but also the business. “Pineapple Service” in action again, making employees feel appreciated, through the example of leadership.

And, sometimes adding ceremony to a simple moment, can also be an opportunity for Pineapple Service – making guests feel special. At at small Italian restaurant, “Romantica”, in Colmar, France, near the border of Germany, the waitress arrived at the table to carefully place a napkin in front of each guest, and then gently place a knife and fork, at a diagonal angle across the napkin. It added a touch of importance to the guest arrival. The table could have been set ahead of time, the napkin would end up on the guest’s lap soon anyway, the silverware would be moved when the meal arrived, but the little ceremony of the napkin and utensils’ arrival added extra impact to each individual guest’s welcome. This was another small gesture that meant a lot and was memorable, far before the meal began.

On the other hand, when these small efforts are left out or neglected, bigger upsets can occur. When arriving or departing a hotel, if the front desk staff seem aloof or uninterested, the pineapple can turn rotten. The simple misstep of focusing on the task at hand and not the human emotion of wanting to feel welcomed or thanked can lead the whole experience, even all the good parts, awry. The simple misstep of leaving water glasses unfilled, leaving only two towels when three guests are in a room, or even rushing to a meeting without time for greetings to employees, these simple little moments, can complicate the whole experience.

Who is in charge of “Pineapple Service” in any hotel or hospitality environment? What are the existing services that can “grow bigger” in service impact with just a little bit extra thought and care? Making memories just a tad more meaningful at less than obvious touchpoints is simple once this strategy is mobilized.

Take a look at some of the following guidelines in focusing on “Pineapple Service” as a guideline for focusing hospitality teams on the small moments for big results:

• Challenge each department to define all touchpoints, all points of contact, especially the ordinary ones, where “Pineapple Service” might take a proactive role.
• Evaluate each touchpoint and determine if there is any meaningful action, courtesy or communication that could make that point of contact more meaningful or memorable…think about those first days when Columbus and his compatriots discovered the simple joy of receiving and tasting a pineapple.
• Look for less than obvious ways to express a welcome and an interest in the guest. Explore solutions and ideas that add convenience and pleasure to the guest experience and that extra special touch, greeting or smile that is NOT expected.
• Train employees to look for opportunities to deliver “Pineapple Service”. Have a meeting and serve pineapple… introduce them to the simple concept created so many years ago. Inspire them to recognize the ordinary moments that can BE EXTRAORDINARY!
• Motivate management to keep “Pineapple Service” top of mind and consider assigning that role to a different employee each month.
• Touch guests through words as well as actions. Take time to appreciate guests for their business and engage them beyond the routine parts of hospitality service. Recognize the emotions received by emotions delivered. Taste the difference!
• Remember that small gestures of thanks, convenience or thoughtfulness toward employees can go a long way toward thoughtfulness toward guests. What goes around comes around. It’s delicious when everyone has a taste of “Pineapple Service!”

Sense the difference and enjoy the fruits of your labor during each stage of growth in the guest experience. Minor moments become major memories with minor efforts and major commitments. Those minor moments can lead to major contributions to the bottom line. Deliver “Pineapple Service” and experience the sweet and succulent success of guest satisfaction.

Roberta Nedry is President of Hospitality Excellence, Inc., leaders in guest experience management. Ms. Nedry has developed a unique 3D Service^sm methodology to take guest service to the next level. Her firm focuses on guest, customer and client service, the concierge profession and service excellence training for management and frontline employees. To learn more about Hospitality Excellence programs, exceptional service and the new 3D Service^sm Online training program - a New Dimension in Service Excellence, visit www.hospitalityexcellence.com

Ms. Nedry can be contacted at 877.436.3307 or roberta@hospitalityexcellence.com.

“Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” This quote from Peter F. Drucker captures the essence of how to make exceptional service delivery possible in any hospitality or business setting. The philosophy . . . → Read More: Don’t Throw Service into the Penalty Box! Lead the Way to Winning Results and Guest Scores!]]>

“Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.” This quote from Peter F. Drucker captures the essence of how to make exceptional service delivery possible in any hospitality or business setting. The philosophy and tangible actions of anyone in a leadership or management role will steer employee behaviors in the direction of service excellence–or quite the opposite. The words, interactions and thoughts reflected in any one leader’s style will rub off and influence all those with whom he or she comes into contact.

When the leader of a new casino effort and entertainment venue began outlining the game plan for the project, he directed his team to focus on customer service as a key competitive strategy to distinguish them from the competition. He talked about all the factors that might influence any one service experience and really seemed to get how important it was for employees to be engaged and positive about their roles so that they could do the same for guests. He noted the need for training to make sure all facets of exceptional service delivery were in place and reflected a strong commitment to making that happen. However, as he continued to meet with his team, he started using words like “penalty” if members of his team or employees did not achieve his version of success. He wanted to have consequences for not delivering exceptional service instead of focusing on all the positive ways to encourage and inspire the exact thing he desired. He was missing the major play of the game and for a casino, was making a bet on the wrong hand. He instilled fear and a lack of trust in his embryonic team instead of building the team and lifting everyone’s vision to higher sights.

Hospitality leaders need to create an optimistic environment and encourage positive energy and efforts if they want employees to deliver positive energy and efforts for guests. Employers need to have faith and belief in what employees can do and not what they can’t. Incentives will always produce stronger and more lasting results than penalties. This leader’s intentions may have been good but he failed in understanding a basic foundation of leadership and how he could get the winning results he wanted.

True leaders know how to not only bring out the best in their employees, they know how and when to celebrate the best when it happens. My family stopped in to a Starbuck’s in a small town on a long drive, a few days before Christmas. It was a dark evening, pouring rain, cold and windy and we still had a long way to go. We needed hot chocolate and coffee , were in a hurry and just wanted to run in and out. The store was empty except for Supervisor Brian and his colleagues Cameron B. and Brittany B. in Milledgeville, Georgia. They were immediately engaging, welcoming and empathetic to our tired dispositions. We ended up spending more time and money than we had planned as it just felt so comfortable to be in their store. We kept noticing new gift ideas and merchandise and their positive vibe made us feel positively about purchasing much more than coffee! They even tried to give us some gift ideas for our dog. Supervisor Brian ended up comping our coffee in appreciation for our extra business. He was empowered to show his leadership on the line and his colleagues followed his caring style. I called Tony Brooks, District Manager, to compliment him on this team. His reaction was pure delight and he could not wait to share this story with his managers and began to plan a surprise to celebrate the Milledgeville team. He expressed tremendous satisfaction in knowing that his own leadership concepts were meaningful to his team. Winning results keep coming to those who recognize, encourage and celebrate winning results.

Keeping employees engaged, like the Starbucks team example, is essential to long term success. A new research report by Temkin Group, Employee Engagement Benchmark Study, showed that highly engaged employees are more committed to helping their company succeed, less likely to take sick days, more likely to do good things that are unexpected, and more likely to make recommendations for improvements-all key ingredients for service excellence. Highly engaged employees come from those companies that focus on all aspects of the customer experience and who are led by managers who actively demonstrate the service excellence behaviors they desire.

When employees see their leaders actually leading by example, they feel good about their work and are more motivated to satisfy their guests. Guests and customers in general feel good when they deal with companies who seem to treat their people well and care about their environment. Ernesto Aragon, Guest Service Director at the Biltmore Hotel in Coral Gables, Florida is that consummate service excellence role model and is a walking, talking example of service leadership at all times. No matter how busy, how demanding, how complicated any situation may be, Ernesto remains gracious and calm which instills the same behaviors in his team. In a recent walk with him around his property, he stopped several times, to pick up a scrap of paper, hold a door open for a guest, adjust patio furniture that was askew and prop a door open for a fellow employee, all without missing a beat of his conversation with me. His actions were seamless, natural and caring and reflected the same commitment to the guest experience and his property as those he expected from the frontline employees who report to him.

Employees respond to respect, caring actions and communications just as much as guests do. Leaders who deliver that respect, show they care and positively and proactively communicate will get more than satisfied employees. Satisfied employees are more likely to produce satisfied guests. Satisfied guests make the employees experience more satisfying. Satisfied employees stay longer and give more. Satisfied guests stay longer and come back. Each service game gets better with statistics like these!

Those in charge can be even greater in their service success through leadership and engaged employees. Know the employees and what makes them tick. Even if knowing each employee is impossible, find ways to make management’s contacts personal which will cause employees to do the same for guests. Everyone wants to feel acknowledged and know that his or her role, no matter how small, makes a difference in the overall guest experience.

Rosa Mexicano guest Debra Olshan Cooper, of Aventura, Florida experiences the tableside Guacamole preparation by server Eunique at the South Beach, Miami restaurant.

Rosa Mexicano Restaurants, known as “the gold standard in upscale modern Mexican Cuisine,” according to a Zagat survey, feature ten locations from New York to Miami to Los Angeles. At their South Beach, Miami location, two guests had the opportunity to experience one of the restaurant’s signature dishes, award winning Guacamole en Molcajete, prepared tableside. Eunique, the waitress, was especially vibrant and excited as she brought this “guacamole experience” to life. When asked why she was so enthusiastic, she proudly told us that she had “won” the guacamole making contest inspired by President and CEO Howard Greenstone. The contest was not only a training tool but a way to inspire and motivate employees to give guests a true treat though both taste and presentation. Mr. Greenstone himself recognized Eunique and gave her a special award which really meant a lot to her.

Eunique went on to say that she had moved to Miami from the mid-west, got the job with Rosa Mexicano and loved it. She then received another offer and moved on to another restaurant only to recognize that the leadership she experienced at Rosa Mexicano was something she missed. She came back and jumped right back in to a job she loved and appreciated which then rubbed off on guests. Mr. Greenstone and his team had found ways to make management’s contacts personal which in turn instilled loyalty and caused Eunique and her fellow employees to do the same for guests.

Treat employees as the best customers and they will treat guests to the experiences that matter most. Be a service role model from head to heart before expecting employees to do the same.

Roll out the red carpet and start at the top because a “Red Carpet Attitude will ONLY HAPPEN if it truly starts at the Top!” Executives who embrace the winning potential of service-focused leadership will see benefits to the bottom line, the rewards of loyal , motivated employees and the guests that keep on coming back. Odds are those will be winning results and the guest scores that matter…. every time!

Roberta Nedry is President of Hospitality Excellence, Inc., leaders in guest experience management. Ms. Nedry has developed a unique 3D Service^sm methodology to take guest service to the next level. Her firm focuses on guest, customer and client service, the concierge profession and service excellence training for management and frontline employees. To learn more about Hospitality Excellence programs, exceptional service and the new 3D Service^sm Online training program - a New Dimension in Service Excellence, visit www.hospitalityexcellence.com

Ms. Nedry can be contacted at 877.436.3307 or roberta@hospitalityexcellence.com.