Service recovery… on the flip side.

My faith in service recovery has been restored!  Many of you remember my tale of a cancelled flight and the subsequent call at 2 am that was a complete service recovery failure.  If you missed it, check it out here.

Then, this morning, I get the following email (different company, different situation), that is again an attempt at service recovery. To me, this one is so many light-years better than my previous example, I just have to share it in it’s entirety.  I don’t even think you need much context, I think you’ll get the drift.

Pretty spectacular, huh?  Before we go any further, I will not hesitate to recommend SuperheroStuff.com for any of your superhero stuff-type needs.  I needed buttons.  You might need a t-shirt or a hoody.  Here is a direct link their site: https://www.superherostuff.com/

Now, I hope we can all agree that this was a great way to handle a lack of inventory. Since I’m all about the learnin’, lets break this down to see exactly what they did so we can all up our service recovery game.

  1. Addressed me by my first name. This is personal to ME!
  2. Stated the problem quickly (and in a humorous way). ‘Holy Inventory error Batman!”  Showed they knew what the problem was and weren’t afraid to admit it was their fault.
  3. Again admitted it was THIER problem (“we had a snafu”) then stated its impact to me.
  4. They apologized. Early and sincerely.
  5. Used soft language (“I was wondering if there was another item you might…”).  No demands (“You gotta pick new ones” or “you’re going to have to drive to Charlotte” – see previous post for more on THAT one!)
  6. No robo-choices (“we’ve substituted 5 other random buttons”)
  7. Made the resolution easy (and their responsibility).  I just had to pick 5 other buttons (link included) and viola – done!  Even brought back a little humor!
  8. Apologized again and told me they appreciate my business.
  9. Showed more humor and consistent branding/theming in the signature block.  But ALSO included a real name. Imagine responding and addressing the email to: Black Widow?

Was there anything else you noticed?  How would you have reacted if you got this same email?

Most importantly, how many of these things do you or your teams do when responding to a guest concern or situation?  I think one of the great things about this is how quickly they admitted wrongdoing and started proposing solutions.  Gave me no time to stew and get disproportionately angry.

Have a great service recovery story to spin?  Let me know!

Thanks for reading!

www.performanceoptimist.com

Are you listening to THE LEADING resource for leaders in the attractions industry?  If you aren’t listening to the AttractionPros podcast, that answer would be no.

The 6 words I didn’t want to hear at 2 am

Thing is, I had already planned for the exact situation described by these words in the middle of the night.  In fact, I was kind of excited about it.

How about some context…

My wife and I were at dinner at a friends house and I had put my phone on a table away from where we were sitting. When we got up to clear the table after dessert, I decided just to peek at my phone since I was traveling to a conference the next day.  That’s when I saw this text:

Okay. Flight cancelled. Not the entire flight, just the first leg.  With the amount of traveling I do, this was bound to happen, right?  Not a big deal, I will call the number and get rebooked.

Except, when I called the number, I got an automated system telling me that the department I was trying to reach was extremely busy and that I should call back later, then the system hung up on me.

Three more attempts, same result.

Again, I get it. Everyone and their brother was trying to call in at the same time.

I checked my connecting flight out of Charlotte (CLT) and it was still listed as scheduled and on time.  So, worst case scenario, I would drive to Charlotte (2-hour drive I had done MANY times) and catch that flight.  It was shaping up to be a nice weather day, so I actually started looking forward to driving the convertible to Charlotte and having a little less airport time than usual.

I tried calling the number one more time.  This time I had the ability to leave a callback number, since they said the hold time would be in excess of 4 hours. Yeah, YOU can call ME back, please.

So, at about 2 am, the phone rings.  I was asleep, but I got up and took the call.

After being on hold for a few more minutes, an agent came on and asked how she could help. I said, “You, well not you personally, but American Airlines cancelled my flight tomorrow and I was told to call this number to get it rebooked.”

Silence as she looked up my reservation.

The next 6 words I heard, even though I was already preparing to do this very thing, made my blood boil.

The attendant came on and said, “You’ll have to drive to Charlotte.”

No context, no apology, no asking about my circumstances or if driving was even an option. What if I didn’t have a car?  What if I was unable to drive and relied on someone else to get me from point A to B.  What if this wasn’t a 2-hour drive for me, but a cross-country flight? What if, what if, what if?

Feeling my face getting warm, I asked, “So since the airline canceled the flight, are they going to pay for a rental car, gas, a shuttle, anything since this is a major hassle?”

I sensed a slight scoff/chuckle/sigh… “No”, was the only answer I got.

Why was this making me so upset when I was planning to do the thing she just told me to do in the first place?

Probably because it was no longer my choice. Probably because I still expected some sort of resolution from the company that put me in this position in the first place.  And probably, most likely, because the agent made no effort whatsoever to empathize or even understand my situation.  She had likely been on the phone with hundreds of others just like me, but that doesn’t matter. To help me, she ideally should get try to find out more.

The rest of the conversation didn’t go so well, and more for the people who might be “monitoring and recording these calls for quality assurance” I did express to her just how let down and abandoned I felt.

Her, “well, you could just cancel this entire flight and rebook with someone else comment”, really set me off.  If I had any question before, there was no doubt now that her priority was to get me off the phone, not get me to Las Vegas.

Thing is, if, at 2 AM, she would have said, “I am so sorry sir, it looks like we won’t be able to rebook you on a flight to make your connection.  Can we look at alternate ways to get you to Charlotte, or maybe rebook you on another flight to Las Vegas altogether?”, this wouldn’t even be a blog post.

During the rest of the conversation, though, she made it clear that she was “over” dealing with people that she had to rebook.  I was likely not the only person who got a little upset, and wouldn’t be the last. At one point she even said that. “Sir, I just need to finish this so I can get to the other 1000 people that are waiting.”

Wow.

So I think there are two morals to the story.

  1. Word choice matters – especially when dealing with someone who you (or your company) had a hand in inconveniencing. A simple apology or acknowledgement (and willingness to take care of the situation) goes A LONG WAY.  I was ready to do EXACTLY what she was now telling me to do, but it was conveyed in an uncaring, almost combative way.  Even if she knew she couldn’t do anything but refund the unused portion of my trip, the slightest inkling to want to help would have changed the entire dynamic of the conversation.
  2. Take a break – Would it have mattered if I got this call at 2 or 2:15 AM?  Not to me. But I would imagine that the people overseeing the call center were adamant about clearing those call queues as fast as they could.  In fact, this agent may have been pushing HERSELF to the brink out of a sense of duty.  When we get pushed, or push ourselves, to our very outer limits, we can often do and say things we wouldn’t normally do. Taking a few moments to catch our breath or even expend some pent up anger can do wonders for your outlook.

Related – the topic of the “grumble station”, a spot for guest service personnel to safely and appropriately rid themselves of extra frustration-induced anger/energy, is outlined in The Myth of Employee Burnout.

As an update, I started writing this post before knowing that this situation was a result of a computer glitch with American Eagle affiliate PSA Airlines.  That being said, it’s understandable that agents would be getting pushed (and pushing themselves) to the limit to take care of their customers.  I think a little care for themselves would have made caring for their customers just a bit easier.

Thanks for reading!

Want to lead your teams better?  Invest in yourself!  Just two hours a month can yield INCREDIBLE results, if you spend those two hours the right way!

Learn more about POC’s Mastermind program for attractions leaders.

Gotta keep ’em calibrated

During a recent trip, I had a very interesting conversation with a friend who works in telecom.  He used to work in the attractions world, so he is still one of “us”!

He told me about something they do called a calibration meeting.  He works in quality control, and during the calibration meeting, everyone who works in quality control gets together to ensure that their interpretation of the rules and standards are the same. I thought this was brilliant.

Especially for a quality control department, if the view of quality is different, you have no control! In some ways, we ALL work in the quality control department.

We may call it something else, of course.  You may be an Operations Manager, or a Retail Supervisor, or an Accounting Lead, but our goals are all the same: produce a HIGH QUALITY product.

That product could be service to an employee or guest, a tasty funnel cake or accurate accounting methods.  In any case, you are responsible for QUALITY!

So it only makes sense that your vision of quality and your team’s vision of quality be the same. Calibrated, even.

Like you have heard me talk about before, that starts with your company values and goals.  But it’s not enough to know what they are, you also have to have a shared vision of what they mean, what they look like, and how they will be enforced.

And yes, I have encouraged many individuals and companies to define their values, determine what specific, observable behaviors indicate that those values are being “lived” (or not lived) and the steps to coach or discipline as appropriate.  In a way, this is a method of calibration, but I think we can take it a step further.

What this conversation with my friend taught me is that there is also an opportunity for those in charge (us) to more deeply examine the values and calibrate OUR vision of quality based on those values.  And not just our vision, but again, how we will enforce them.

How often, during a leadership meeting, for example, do we talk specifically about our company values, especially in the context of the leadership team being on the same page regarding what they look like and how they will be enforced?  If the answer is never or not much, you have the opportunity to be a little bit better calibrated.

And why would you care? If you have ever wondered why one department “gets away” with certain things that you vigorously enforce, a lack of calibration is why. Not only is it frustrating for you, but it’s also frustrating and confusing for your employees.  They see the result of the lack of calibration (and thus, consistency), and wonder why things are not the same between departments.

A “calibrated” leadership team shares a vision of the quality product they are producing and acts consistently while either recognizing or correcting value-based behaviors.

Let’s pause. Do you think your leadership teams are calibrated?

With all this talk of calibration it can be easy to think I am advocating for an almost-robotic approach to leadership.  I am not.  Any of these calibration discussions have to balanced with compassion and judgement.  That said, I think where the calibration discussion is a true benefit is that requires your actions be justified.  If you feel that a situation warrants an approach that is outside of the agreed upon calibration, fine.  But you better be able to make your case.  And your argument should not begin with, “we’ve always done it that way…”

If you can truly explain WHY your situation is different, I am sure the leaders around you will buy in.  It’s when we have no rhyme or reason, or we are acting out of insecurity rather than compassion that our actions could be questioned… and rightly so.

If you have a set of values or guiding principles, you CAN calibrate your teams to ensure those values or principles are being adhered to. Ultimately, calibration leads to consistency, and don’t all of your guests deserve a consistently HIGH QUALITY experience?

I thought so.

Thanks for reading!

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

If you are trying to calibrate your own leadership skills, might I suggest joining a mastermind group? I think it’s a pretty cool program, but don’t take my word for it, here is a recent graduate talking about the experience.

Time management versus adding staff

I’ve recently started working with a new client, and have been conducting “discovery” calls with some of their management team members to assess their challenges and how I can best help.

Out of the 7 people I spoke to, all but one mentioned the same challenge. Time.

Time in the day to balance all of their tasks.  Somedays it would be great to have another “me”, they said.

I’m sure we’ve all been there, but what struck me was the consistency of this feedback among the people I spoke to.  6 out of 7.  Too much to do and not enough time. And they said that this was one of the things they all complained about when they got together, so it goes deeper than just this 6.  Hmmm…

So as I am hearing this I am noticing a trend.  This isn’t just one person that is feeling overwhelmed, it’s looking like the majority.  So my curiosity is piqued.

Do they need better time or action management skills, or is it time to expand the staff?  How do you know?

No, I’m asking.  How do YOU know?  We’re all trying to do more with less, but when does that reach the point where you are no longer effective because the demands of the job become unreasonable?  What measures do you look at to determine if spending more time or money up front would actually SAVE you money or allow you to MAKE more money as a result?

How many of you have felt this way… you’re just glad you made it through the day and that the facility didn’t burn down?  Many of us consider ourselves firefighters, putting out one fire as you wait for another one to flare up. We tolerate lower guest service levels because we just don’t have the time, staff tor resources to properly train and coach our frontline employees.  Something has to give. Budgets?  Nope.  Ordering supplies? Nope. Dealing with angry guests? No, but…

Couldn’t we reduce the number of angry guests if we had more time to train and coach our frontline employees?  And don’t angry guests impact our reviews which drive repeat and new visitors?

I think this is where we get into a bit of a catch-22. You know, “a dilemma or difficult circumstance from which there is no escape because of mutually conflicting or dependent conditions.”

Are we not CAUSING the angry guests (or at least lack-luster service) in some cases because we have cut our staff or training budget?

Speaking of your staff, have you noticed that they need and crave more of our time than ever? This is not a condemnation of the younger generation, it’s a fact across all levels of employees.  Yet, with tighter budgets and fewer resources, many managers find themselves with less and less time to spend with their team, having to dedicate a huge chunk of their day to meetings and admin work.  When I talk to people about coaching their employees, they are all for it, but then ask, “when am I supposed to do that?  I barely have time to walk by and say hi, let alone spend time actually observing their performance.”

I’ve always said that eventually we would hit a tipping point… where the more-with-less mantra would cease to be effective because employee performance would dip to the point of unacceptable.  Funny thing is, in many areas it has (how many times have YOU complained about the state of customer service today?), but no one wants to blame the more-with-less initiatives.  It’s got to be the employees fault, right?

If I had a nickel for every time a manager complained to me about their employees not interacting with guests, I’d need a few semi trailers to hold all those coins.  Here’s the catch-22.  So much of our training has either gone online, on a mobile device, or we’ve cut back the hours because we don’t think our employees have the attention span. So when are we teaching them guest service and interaction skills?  Oh right, their manager is supposed to teach them when they get to their jobs but wait, they’re in a meeting or putting out another fire.

SOAPBOX MOMENT: Regarding shorter training times… if someone is falling asleep in your session or it appears their mind is wandering, it couldn’t be because you’re delivering the material in a lackluster, boring way, could it?  No, it has to be their nano-second attention span.  If they aren’t engaging, change up what you are doing so they WILL engage.  Getting through it faster won’t help.

This is precisely why I made the decision to not make the Myth of Employee Burnout Supervisor Training program available as an app or an online course.  To learn to lead you have to get in there, mix it up, talk to people, make some mistakes, put your ideas out there…. and this takes TIME!  Leadership is a full contact sport… one that you cannot learn by looking at your phone. But I digress…

So I’ll get back to the original question… how do YOU know when it’s appropriate to polish up your time management skills or add more staff or resources?  Would love to hear your comments below!

Thanks for reading!!

www.performanceoptimist.com

No catch-22 here! :o)

 

Why you should remove the word “millennial” from your vocabulary in 2018

I’ll admit, 10-15 years ago, I was kind of naive about how business worked.  I am happy to say I’ve learned a lot over the years, and while still optimistic, the naïveté has tapered off.

In 2003, I picked up a book called “Employing Generation Why” by Eric Chester.  At the time, I thought it contained some really helpful and insightful information about dealing with the new generation of younger employees entering the workforce. And here’s where the naïveté comes in… I thought people would read this book (or ones like it), figure out the “generations” quagmire, develop some best practices and move on. I really thought once we figured this out we wouldn’t have to talk about it any more.

Boy, was I wrong.

Fast forward to 2018, and we are still having the same conversation about ‘millennials’ that we were having in 2003 (and even before). If history, and the lessons I’ve learned over the last 15 years are any guide, I think the reason were still have the SAME conversation is that it is the WRONG conversation.

We keep talking about the differences between generations.  Gen X does this, milennials do that. We study the years people where born and the significant world events that likely shaped their way of thinking.

Unfortunately, while this type of conversation makes us feel better about our own generation, it does nothing to help build relationships.  It allows us to be stuck in the mindset of “my generation is better than yours” . Na, na, nah boo-boo!

We also then start to stereotype.  Once we put a label on someone, we feel like we know something about them and how they behave, so we adjust our behavior accordingly. Problem is, when you stereotype (based on ANY label) you risk alienating people based on your biases and assumptions.

Don’t get me wrong, there are differences in how people of different ages behave and view the world, but those differences exist with people of the same age, too.  Putting people into generational boxes is NOT HELPING.  That’s why I implore you to remove not only the word “millennial” from your vocab in 2018, but all the useless generational labels that are currently in vogue.

Baby Boomer.  Generation X. Tranditionalists. The Greatest Generation. Generation Y. iGen.

They are all equally useless. And, by the way, made up.

There is no official entity that tracks generations. The categorization of generations was made up by authors, management gurus and consultants as way to sell books, management practices and training programs. And it worked, too, because people inherently wanted to make sense of something they couldn’t understand. But we went about it in completely the wrong way, which is why we’re still talking about this today.

My mantra when it comes to exploring differences in generations in the workplace is two fold.

  1. Get over it. 
  2. Deal with it.

Get over your preconceived notion that there are these massive gaps in understanding among people of different ages.  We all want to be loved, cared for, and to provide value.  We also all want to be connected to the outside world, and phones are not the only culprit.

Once you make the emotional decision to get over it, to stop dwelling on it, to realize that you just have to deal with reality, then you can do something about it… you can DEAL WITH IT!

How do you deal with? By getting to know your employees.  By being diligent about teaching them how to be good employees. By understanding that young people (no matter when they walked the Earth) need guidance and encouragement, not a lecture about how you walked up hill to school with no shoes.

By the way, I’d like to know exactly when we started thinking that a 15-year old was going to come into the work place with the same skills and work ethic as a 30-year old?  That’s what it seems like we are expecting when we complain about “kids these days” always being on the phone and not wanting to work.

As I said above, we all want to be connected to something, so why not get your employees connected to your business? Instead of complaining about the phone, give them a reason to not be on it (and it’s not just a policy).  Provide a compelling reason for them to concentrate on the work you need them to do and they will stay off their phone.  They go to the phone because they are bored, and that’s because WE haven’t given them a reason to care about what they are doing.

That’s part of dealing with it… by not just accepting the status quo. Maybe the positions and jobs you have someone doing are outdated? Maybe you need to provide more options for input and self expression?  That has to be monitored, and is more difficult than assigning a script, but maybe that’s what needs to happen to engage your employees and keep them off their phones?

My friend Josh Liebman tells the story of when he worked at Cedar Point, and most of the attractions had automated spiels.  Great for consistency, not so great for encouraging the employees to have fun.  They then decided to allow employees to make the spiels live and put their own spin on it… they had fun, added in some coaster trivia and other fun facts, and the guests loved it.

That’s probably why a fews years ago I heard an attendant at Gemini doing the safety spiels as Cartman from South Park. It was hilarious.

I don’t think that kind of service or experience happens when we put each other into generational boxes. I don’t think it happens when we stereotype and treat the majority based on the actions of the minority. I also don’t think it happens if we don’t get to know your employees and find out what their particular strengths and struggles are.

That’s your job as a leader. And if you want to know what your employees want or need, ask them. You won’t find a better resource for what will make them outstanding employees.

Related: Adam Conover – Millennials Don’t Exist

Thanks for reading!

Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK – “ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available NOW!

“Hey Matt! I wanted to let you know I loved your book (ALL CLEAR!)!! There are a few things in there I have experienced myself, and others I haven’t even thought about! Very good read! You’ve given me my goal for this next season of helping to develop more leadership skills and mindsets in my team!”

Adam Woodall – Holiday World and Splashin’ Safari, IAAPA Show Ambassador

3 Questions Live – Episode 3

Here we are again, with another episode of 3 Questions Live!  This is where I will answer 3 questions from you and ASK 3 questions that I would like for you to answer.

In this episode, I answer the following questions:

  1. How do you convey to a new leader that their role is not just about wearing a different colored shirt?
  2. How do you get respect from your leaders when they discount your ideas for being a “millennial”?
  3. How do you get respect from peers after a promotion, especially when one of them was up for the same promotion you got?

If you have thoughts or comments on any of these topics, I would love to hear your perspective as well!

My 3 questions for you are:

  1. How often should we do formal evaluations?
  2. What are the best ways to teach leadership skills?
  3. What are some of your favorite books, podcasts or resources that provide great insight?

Please enter your answers to the above questions, or your questions for a future episode in the comments below, or email me at matt@performanceoptimist.com.

Looking forward to your input!

Thanks for watching!

Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK – “ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available NOW! (and makes a great gift!)

Use the coupon code POC10 for 10% off! Valid through Dec. 31, 2017!

Big time service in a small town

Since moving to the mountains of North Carolina, we have encountered many “small-town” pleasures… being surrounded by caring neighbors, greatly reduced traffic-induced anxiety, and knowing both our mail carrier and UPS driver by name.

Before we even moved in, we happened to run into a local UPS guy who told us that Eric would be our driver.  Based on our businesses, we knew that UPS would be making lots of trips up and down “The Beast” (our neighbors unofficial name of our steep and curvy driveway).

And Eric has proven to be a reliable, pleasant, personable and considerate deliverer of goods. He is always smiling and ready to offer a friendly greeting or comment.  It’s been fun getting to know him, and we especially appreciated the over-and-above service he provided the other day.

First, a little context: while in Orlando recently, my laptop bag was stolen. And yes, my laptop was in it at the time. Upon returning home, I trucked off to the Apple store to get a replacement.  They didn’t have the exact configuration I wanted, so I had to order it and have it shipped to my house. I had already been without my main laptop for about a week, so what’s a few more days?

I knew I was going to have to sign for the box when the laptop was delivered, so I watched the tracking carefully to make sure either my wife or I would be home.  On the day it was to arrive, it said the earliest it would be delivered was 1 pm.  My wife and I had some errands to run, so we got in the car and headed down “The Beast” at about 10 am.  We would be back in plenty of time.

As we headed down the driveway, a very familiar brown truck made it’s way past our driveway and up the road. I wondered if it was Eric just as the truck started to slow down.  It stopped right in the middle of the road, and I knew what was happening.

Eric saw our car coming down the driveway, and because he knew we were going to have to sign for the package, he decided to stop and make sure we got it right then to avoid missing us on his way back through the neighborhood.

To me, that was amazing. 

He didn’t have to do that. He could have kept driving, knowing that he would have gotten back around to our house eventually and maybe someone would have been there to sign for the package, maybe not. In the grand scheme of things, what difference did it make to him?

Thankfully for me, it made at least a little difference to him, and his actions made a BIG difference to me.

And quite frankly, I don’t know if this scenario plays out the same way in a different municipality, if a different driver was on the route that day or if we hadn’t gotten to know Eric before this point. My guess is that it wouldn’t have.

So first and foremost, I am thankful to Eric and his efforts to make sure I got my new laptop in a timely manner.  Secondly, I think there is a business lesson to explore.

Not knowing a ton about the UPS culture, I would imagine that as an experienced driver, Eric has the freedom to make these kinds of decisions… to alter his route or delivery schedule to better serve his customers.  What’s another way to say “freedom to make decisions”?

Empowerment.

Yes, I said it. And yes, I know that this was an over-used business cliche a number of years ago.  But here’s the thing… when it’s done right, it actually works.

I think empowerment has gotten a bad rap because of the lazy managers who let the process fail.  You can’t simply say to an employee, “you’re empowered” and expect them to all-of-a-sudden know what they are empowered to actually do.  It just doesn’t work that way.

But that’s what we did back in the day. We told people they were empowered and left it at that. We then scratched our heads when this great empowerment initiative didn’t work.

Once you say, “you’re empowered”, thats when the work actually STARTS!  Now you have to set parameters, provide guidance, seek out suggestions, give feedback, equip with resources, observe behaviors, rinse and repeat.

And maybe lazy is too harsh a word for those managers… maybe forgetful is more accurate?  How often do we forget what it’s like on the frontline, or to be a new employee?  How often do we forget that the things we know BY HEART are things that others may just be learning or may be struggling with?  How often do we forget that not everyone has had the same experiences that we have, which means they could be on a totally difference planet when it comes to appropriate empowerment.

Empowerment is like delegation… it takes a truckload (no UPS pun intended) of work upfront to make it work, but the results can be outstanding!

So whether UPS got empowerment right, or Eric just took it upon himself to help me out, the result was the same, and I am thankful.

Thanks for reading!

Share on Facebook Share on Twitter 

Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK – “ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available NOW!

Trying something new!

Many of you have seen my #3Questions video series. If you haven’t, it’s an interview series I did where I would ask 3 questions of a guest and they would ask 3 questions of me. The guests I had were INCREDIBLE, and I want to thank them again for their time and willingness to share.

For the fun of it, decided to change up the format a little to challenge myself and to get even more people involved.

So… #3Questions LIVE was born.  I’ll explain more in the episode below, but long story short, YOU are now the guest.

Here are the questions I answered in Episode 1:

  1. Was Renegade really the best coaster on CNC 17?
  2. What advice do I have for someone who wants to write and speak?
  3. How do I get a job with Universal or Disney?

And here are the questions I have for you:

  1. How do you deal with “difficult” employees?
  2. What is your best advice for new leaders?
  3. What is your favorite coaster, attraction, exhibit, or haunt?

You can respond in the comments here, on YouTube, or email me: matt@performanceoptimist.comYou can also submit YOUR questions for me to address in another episode.  

Thanks for watching, listening, and participating!!!

Founder – Performance Optimist Consulting

www.performanceoptimist.com

matt@performanceoptimist.com

407-435-8084

Share on Facebook Share on Twitter 

Want to SLEEP BETTER?  Ensure your Supervisors are ready to LEAD with these two resources:

The Myth of Employee Burnout Supervisor Training Program – takes the worry and stress out of supervisor development!

NEW BOOK“ALL CLEAR! A Practical Guide For First Time Leaders and The People Who Support Them”.  Available for PRE-ORDER through Nov. 10!

 

 

 

Bad service – who gets a pass?

My wife and I just spent a few wonderful days with friends in the Black Hills of South Dakota.  Mount Rushmore, Deadwood, Crazy Horse, Wall Drug… it was a GREAT time!  We even got to stop and see my friends Cameron, Vivian and Mark at Rushmore Tramway Adventures (with a bonus ride in the Mammoth)! 

And of course, with great times come great guest service lessons! 

Because it was October, the area was in the wind-down phase of their busy season.  We caught our friends at Rushmore Tramway Adventures on the very last day of operation, and other establishments were closing up soon or were at skeleton staffing levels.

Unfortunately, two experiences stood out with underperforming/unprepared staff members, but they were received very differently.  Here they are – would love to hear your take.

  • Server 1 – mentioned multiple times that she was normally the bartender and was not used to waiting tables. The service at this restaurant was slow and inconsistent.  There seemed to be one ketchup bottle being shared by all tables (5 out 30 were occupied), and 4 out of 6 of our orders were delivered incorrectly.  When service recovery was performed, it was with an air of frustration.
  • Server 2 (different restaurant)- When asked what beers were on draught, the waiter said, “I’m not sure, it’s only my 4th day.”  He was young and timid, hoping against hope to make it to his 5th day. “Could you find out, please?”, we asked. “Sure”, he said, and disappeared.  He came back with a written list. His confidence grew throughout the meal, and when service recovery was needed this time, there was a sincere apology AND a 10% discount on the bill.  In fact, one of our pizza’s came without the pepperoni we ordered.  We were too hungry to wait for another pizza to be made, so he brought out some cooked pepperoni to add to the pizza that had been delivered.

When analyzing the groups’ reaction, it confirmed something I have believed for a long time about service… people don’t necessarily want service perfection, but they do want effort and don’t want to hear excuses.  To me, the bartender telling us she wasn’t normally a server felt like an excuse.

I think it felt like an excuse because she didn’t put forth any effort to overcome the deficit.  We joked that she was probably also responsible for housekeeping, maintenance and renting kayaks at the lake during the summer… and she would have rather been doing any of those activities at that time.

It may be a fine line, but server 2, after announcing that it was his fourth day, never returned to the scene of the crime.  He didn’t use his lack of experience as a crutch. He smiled, answered our questions, apologized for errors, made efforts to improve, and actually did improve, right before our eyes.

Here’s what I find interesting… server 1 was probably in her late 30’s or early 40’s (I am a terrible judge of age), and had a worn name tag, like she had been working at this establishment for some time. She’s the experienced one who fell back on the “this isn’t my normal job” excuse. You would think, hope and maybe even expect that with her level of experience at that hotel/restaurant, that she would be able to jump in to many different positions and perhaps not excel, but at least not act like a fish out of water, either.

By contrast, server 2 was probably in his early 20’s, admittedly in his 4th day of employment at that restaurant, and didn’t seem to possess a TON of worldly work experience.  He was the one who busted his hump to make things right.

And who knows, maybe server 1 was like server 2 on her 4th day on the job?  Maybe she LEARNED how to shirk responsibility and play the victim from the people around her and her – GASP – leaders! Since we know that leaders have a tremendous impact on employee morale, engagement and productivity, she could just be reacting to her environment.

What are the lessons?

  • Cross train early and often – to combat the “not my job” syndrome at the end of a long season, prepare those who will be with you to the very end.  Create a plan to have them ready to take on the new role BEFORE others vacate the job.  Just because it’s the end of the season, it doesn’t mean that training is automatically easier or less time consuming (if you do it right).  When cross training is done at the 11th hour, it can be viewed as a desperation move, and people will be less likely to see it as an opportunity.  Doing it early gives you a chance to reframe the conversation from “oh crap, we have to do this” to “this is what we planned all along.”
  • Encourage effort, even if not perfect – server 2 wasn’t perfect, but he did display a good amount of effort.  That effort needs to be encouraged so he will put forth the effort again. That effort might show up as learning the draught beers by heart or reaffirming the order with the kitchen.
  • Discourage the “victim voice” – Even as you reframe the conversation with early cross training, you may still hear people saying “it’s not my job”, or “I normally don’t do this”. If they say it, they believe it.  If they believe it, their actions will reflect it. There is no need to beat them over the head with “it IS your job!  Your job description says ‘and other duties as assigned!'” Instead, talk to them about their objections… maybe learning a new area brings them back to new hire fears… maybe they have gotten so comfortable (and it’s taken awhile) that they don’t feel they can achieve that level of skill in such a short time.  They need to SEE for themselves that it IS their job (and that it will be okay) before they start telling themselves that.

What do you think? What do you do to prepare your team for the end of the season?

And oh… would you have given a “pass” to server 1 or 2?  Neither?  Both?  Let me know.

Server 2 gets a pass from me.  Server 1?  Not so much.

Thanks for reading!

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