Would you like to dance?

I’ve already written about the GREAT service we received while dining one day on our recent trip to California, and my overall impressions of the guest service at all of the parks we visited.  Today though, I want to explore an experience we had while waiting in lines that had nothing to do with how the employees treated us.

CNC Superman

Over the course of a week, we stood in lots of lines and waited for lots of rides.  What happened over and over again was the “dance” of large parties trying to get onto a ride at the same time.

Picture the “corral” set-up of most roller coaster loading stations.  There are chutes that guests get into that align them with the seat they are about to take.  This is where the dance happens, when people count the other guests in front of them and realize they may not be on the same ride as their friends.

So then this conversation ensues, “Would you like to go ahead of us so we can go with our friends?”

Let’s look at that.  So a guest is letting, in fact suggesting, that another group GO AHEAD of them in line.  At any other point in the line this would be considered “cutting” and not tolerated by the masses.  Yet, here it is encouraged.

And we saw this from guests of all ages and cultural backgrounds. It seemed that just about everyone was willing to wait a little longer for the chance to experience the ride their friends.

There is a special dynamic at an amusement park about sharing the experiences you have.  Even if you go on the exact same ride one cycle later, it’s not the same as going on on the ride WITH your friends.

Does this give us any insight into how people behave in the workplace?  I think it actually does.

The question about why people stay in a job, or what keeps them coming back, or what makes all the ups and downs worth it generally comes back to one thing: the people.

Of course we can’t overlook things like pay, benefits and working conditions, but so often people are driven by being around others that care about them, that support them and that THEY can have a positive influence on.  The more I am around people and get to study them, the more I truly believe that at their core, people want to GIVE as much as they GET.  That may not always be easy to do or articulate, but I do see it as a genuine human need.

As funny as it sounds, I think we sometimes marginalize what we allow our employees to GIVE us while they are working.  Yes, we get their time and usually their attention, but are we allowing them to give us their talents?

When people are unsatisfied in a job, is it because they haven’t worked enough hours, or is it because they haven’t been able to show what they are really capable of?

I’ve been a fan of Zappos for years.  Not necessarily as a retailer (although I have had good experiences) but as a company who has been able to sustain an amazing culture.  Look at their core values and tell me what you see.

  1. Deliver WOW Through Service
  2. Embrace and Drive Change
  3. Create Fun and A Little Weirdness
  4. Be Adventurous, Creative, and Open-Minded
  5. Pursue Growth and Learning
  6. Build Open and Honest Relationships With Communication
  7. Build a Positive Team and Family Spirit
  8. Do More With Less
  9. Be Passionate and Determined
  10. Be Humble

I see that the majority of items are centered around how people work together.  They tap into the deep need we have to connect with others on a meaningful level and use that to propel their business forward. It doesn’t say so explicitly in their values, but they are also very good at placing people where their talents are best utilized, which makes upholding their values a bit easier.

If experiencing the “dance” while waiting in line has taught me anything, it’s that the need to connect and be human is so powerful for some that it trumps some of our shorter-sighted goals, such as being first in line on a roller coaster.  It sometimes causes us to sacrifice what we’ve worked (or waited) for, but in the end we know it will be worth it because of the deepened connections we’ve made.

Is it a stretch then to say that being part of a strong, cohesive team is more important than making a lot of money?

To some, it just might be.

Thanks for reading!


About the author: This is always the toughest part of the post to write – trying to tell you a little about who I am and what I do, all while not sounding pompous.  How about this? If you liked what you read and would like to talk about working together to improve leadership, customer service or team dynamics at your company, please contact me in the manner you see fit. The end.

Teamwork starts with common bonds

First, I will apologize to those living in northern climates who have been buried in a mountain of snow this winter.  Why apologize? Because this is a story about riding through town in a convertible.  With the top down.  In February. (I live in Florida, in case you didn’t know).

Anyway, a about a month ago, while driving around with the top down, I noticed another car approaching me with its top down.  As it so happened, it was also a VW Beetle of about the same year as mine.  Only difference was the color.

Not my Beetle, but you get the idea.

Not my Beetle, but you get the idea.

As we got closer, an instinct hit both of us at the same time.

We waved.

Did we know each other?  No.  Are Beetle drivers just overly friendly?  Perhaps.

I think we were struck with the instinct to greet each other because we were both driving similar cars and had both chosen to ride with the top down. We didn’t know each other (and I would not recognize the driver again if seeing them outside of their car), but we had something in common.  In a split second, we bonded over top-down, open-road, VW Beetle-ness. It was a special moment.

Ever have trouble getting your employees or management team to work together?  To see eye to eye, to give the benefit-of-the-doubt, to embrace an idea as an idea, not a threat to their employment?

What do they have in common?  Sure, they may work for the same company, wear the same uniform, even have the same boss.  But are those things that really BOND people together?

In the case above, the top-down Beetle said something about us.  It was a reflection of who we are, the choices we make and what’s important to us.  Simply putting on a uniform doesn’t automatically instill pride.  What does the uniform (and the company it represents) stand for?  Does the employee buy into that?  If not, matching shirts will not be enough to bind people together.

Think of any enthusiast group, whether is the American Coaster Enthusiasts, the Honda Element Owners Club or The Polar Bear Club, the love of the product, sport or ideal comes first.  The wardrobe comes second.

While there are MANY different programs and exercises out there to help build your team, here are a few points to keep in mind.

  • Hiring matters – if the above story is any lesson, finding common bonds is as much (if not more) about bringing people together with the same ideals as it is about finding people who can do a certain job.
  • Commonality matters – even if you’ve hired people with similar outlooks and ideals, they still have to get to know what they have in common as individuals.  This only happens by working together and communicating.  There is no such thing as an automatic team.
  • Firing matters – if you find someone that isn’t supportive of the culture or can’t cut the mustard, it’s okay to let them pursue other opportunities (in other words, set them free). If you have done your due diligence to get them up to speed and on board, and they still provide a negative influence, cut your losses. Don’t keep people on the team who are detrimental to the team.  Your committed employees will thank you.

What opportunities have you created for your employees to find out what they have in common with each other?  What have you found that works really well?

Thanks for having something in common with me!


About the author:  If you are like Matt, you are passionate about helping others achieve their maximum potential.  Is it always easy?  No.  But that’s why there are people like Matt.  He shares your passion, and has the skill to help you help others.

The Ceiling Fan Saga

The other day, my friend Vince told me a story that I like to call, “The Ceiling Fan Saga”.  To get you up to speed quickly, here is the Cliff’s Notes version:

Vince and his wife Brenda acquired a ceiling fan from a friend who was moving.  In the process of the taking the fan down, the glass around the lights broke.  After trips and calls and online ordering from Home Depot, Vince and Brenda still didn’t have the right piece of replacement glass for the fan.  Vince finally gets the name of someone who he thinks can help him.  He is told that “Anne” will call in a few days and all will be resolved.

A few days go by.  No call.  A few more, still no call.  Vince calls the person who told him that Anne would call (because they wouldn’t give him Anne’s number).  He said there had been no call from Anne, no messages, and not even a missed call recorded on the caller ID.

“Yeah”, Anne’s colleague said, “Anne doesn’t really like to leave messages.”

Seriously? Someone who has a job of communicating and helping people OVER THE PHONE won’t leave a message?  Interesting.

Unfortunately, this saga is still ongoing, so I don’t have a resolution for you, but I do have a question.

How many of your employees are good at most parts of their job, but not the entire job? And is their deficiency the most important part of their job?

I would say that Anne’s willingness to leave a message is a pretty critical part of her job.  It’s like when I hear leaders talking about their employees saying, “Well, they are a really good cashier, they balance and know the promotions, but they are not good at talking with the guests.”

Isn’t that as much a part of their job as everything else?  Maybe it is on paper, but that’s not what is being enforced.  We are allowing that employee to not be good (or even passable) at a critical part of the job because they are competent at one that is easier to measure.

How about this: an employee that is loyal, willing to work any time, will jump in to clean and do the dirty work, yet is borderline rude with the guests and says very inappropriate things that require immediate damage control (true story)?

Reading that, you would probably say “get rid of him”, yet those scenarios seem to happen all the time.  We stop short of expecting some of our employees to actually rise to ALL of the expectations we have.

So here is your challenge: The next time you start to utter the phrase, “They may not be good at X, but it’s okay because they are really good at Y”, think about the implications of that person not being good at X.  They could impacting customer service, employee morale and teamwork. Then identify what it would take to make them better at X, and help them get there.

You can also think about this way… if, as a leader, you are not helping your employees improve their skills, someone might say about you, “Well, they are really good with numbers but they can’t coach their employees.”

In that case you wouldn’t be doing all of your job, either.

Thanks for reading!


About the author:  Did you know that Matt is writing a book about employee burnout?  You can read more about it (including a sample chapter) by clicking here, or hear him talk about it on a recent appearance on Blog Talk Radio.

Are WE making our employees lazy?

I wrote in a previous post that I recently had the opportunity to go to Fiji. One of the concepts, besides BULA, that we all became very familiar with, was the concept of Fiji time.

Fiji Time_edited-1To say things run at a slower pace in Fiji is an understatement. Because of this, if you allow yourself to be taken over by Fiji time, you can have a truly relaxing vacation. It took a few days to unwind, but once Fiji time set in, it was tough to argue against its merits.

As we toured around the island, we noticed some construction projects taking place… An addition to a hotel restaurant, replacing some directional signs in the resort area, and houses being built. From our observations, each of the workers were applying the Fiji time standard, which would drive most people in America crazy.

In fact, if these workers were working at this pace in America, some might say they were sandbagging, or working slowly to avoid extra work.

We joked that if some people put as much effort into looking busy as they do actually being busy, they would actually be productive.

I then thought, “what if this is our fault?”

What if we are actually encouraging someone to spend the energy to look busy rather than completing a task and proactively seeking out another?

“No way!”, you say? Way.

Think about it. How many times have you been assigned a task or project but were given limited or incomplete information, then made to feel as if you were bothering your boss if you asked questions? What did that make you do?

Think about your employees… Are they young, maybe with limited work experience? Are they self conscious, trying to fit in, and navigating their way through a new environment? How do you think they respond to something like this?

“Go do X. See John over at the shop and get Y. Meet up with Bob and he’ll help you. Let me know if you have any questions and come see me when you’re done.”

There are a truckload of variables and questions that could arise, and many chances for an “inexperienced” worker to stall, avoid embarrassing situations and drag their feet. When we call John at the shop about something else and find out that our employee never went there, we may think they are lazy, be no work ethic, or don’t understand simple instructions.

The reality? Maybe they didn’t know where in the shop John would be, or even who he was to look for him. So, they decided to try to figure things out on their own, rather than put them in a potentially embarrassing position. In fact, they probably wanted to do the right thing (just like when you were in that situation) but for whatever reason they were afraid, they didn’t know what to do or just felt unsupported and on there own.

I called them an “inexperienced” worker not because of their ability to do the job, but because of their lack of experience in terms of managing workplace relationships. This can have a huge impact on productivity, sometimes more than actual skill.

So, the next time you complain about lazy employees, consider your role in that scenario. Have you contributed to an environment where a perfectly capable employee is choosing to sandbag out of self preservation?

Thanks for reading!


Believe it or not, I’m walking on air, I never thought I could feel so free-ee-ee!

The Culture of BULA!


BULA means ‘hello’ in Fijian. I had the great fortune of visiting Fiji recently, and not only did I learn how to say hello in their language, I also learned a thing or two about culture.

As we boarded the plane to Fiji, we were greeted with a very warm and welcoming, BULA! from the flight attendants. When we arrived in Fiji, the people who greeted us in the airport belted out a heart-felt BULA! When we got on the bus to the hotel… BULA! At the hotel… BULA! The gardener, housekeeper, and waitstaff… all greeted us warmly and enthusiastically with BULA! It wasn’t long before we started saying BULA as well. To our friends, to the staff, to strangers… it didn’t matter. When in Fiji, you say BULA!

BulaAfter a day or so, we could quickly tell who had just arrived on the island. They hadn’t quite got the hang of BULA yet. They might greet you with a polite head nod or eyebrow raise when you passed them in the hall, and some looked a little scared when a non-Fijian said BULA.  Eventually they reciprocated with the appropriate BULA response.

If you have ever struggled to get your employees to greet your guests, you might read this and think the answer is to give them a fun phrase or word to say, like BULA. Unfortunately, if that’s all you do, they might say BULA once or twice, but it won’t last.

BULA is not just a word, it’s a way of life. It’s the Fijian’s way of saying hello, and welcoming you to their home. And by home, they don’t mean a building or structure. They mean Fiji, and Fiji is their family.

No one exemplified this more than Kit Kat, the humorous, knowledgeable and generous taxi driver we hired to take us around the island – to see the “real” Fiji.

Fiji - 12It was amazing to see how many people he knew, and knew well.  At the local attractions, restaurants, in the villages, along the side of the road, Kit Kat seemed to know every inch of the island, and just about every person on the island.  A skeptic might say he has a specific route and that he only knows the people on that route.  But, once you see how genuine the people of Fiji are, you’d drop that skepticism in a New York minute and bask in the happiness and positivity around you.

Okay, so that was a little sappy, but it’s not an over-exaggeration.  Their welcoming and giving nature is a part of their daily life, their way of life… their culture.

If you are a Star Wars fan, it’s sort of like the Force.  “It surrounds us, penetrates us, and binds the galaxy together.”  In this case, the Fijian galaxy.

And this is why many companies efforts to change or redefine their culture takes so long or is unsuccessful – because they try to address and control the surface behaviors of their staff.  However, that’s not really where the culture is defined.  It’s much more about who you are than what you do.

And who you are, or your personal culture, doesn’t change overnight.  It doesn’t change when you start a new job or get a promotion.  Who you really are, what drives you, and what matters to you comes from your upbringing and family culture. If you find employees whose personal culture lines up with what you want your company culture to be, you are in luck.

This is certainly the case in Fiji.  Many Fijians are genuinely very nice people.  They are hired in hospitality roles to be nice people.  Win-win.

So if you are trying to change or alter your team or company culture, a lesson we can take from Fiji and BULA is that you get what you give.

  • You give BULA first, you get BULA back.
  • You give people a warm and inviting welcome, you get a warm and inviting response.
  • You give people a reason to be loyal, and they will repay you with loyalty.
  • You must do these things early, often, and consistently.

The Fijian people give in terms of their time, compassion and hospitality.  Don’t your employees deserve the same, especially if that is the type of culture you are trying to create?

Thanks for reading!


If you like my blog posts, you’ll love my FREE monthly newsletter.  Not signed up?  You can fix that by clicking here to sign up!

Turn that team around!

The other day I was lucky enough to have lunch with a friend and former colleague, Dallas Hobbs. For the last few years, Dallas has been working at a local resort, and over lunch was telling me about the team he inherited a few years ago. There was drama, in-fighting and lots of “under-the-bus” throwing. He said it took awhile, but finally he had the team firing on all cylinders and willing to bend over backwards for each other.

You know me… I had to ask him how he did it.

Here’s what he said:

  • Got rid of the wrong people – Dallas quickly assessed who the trouble makers were and gave them a chance to follow his rules and vision.  When they didn’t, it was time for them to seek employment elsewhere.  How many of us have bad apples on our teams that are doing nothing but bringing morale and productivity down?  And why are they still working for you?
  • Was willing to be short staffed – when you remove people from your staff, you need to replace them, just maybe not right away.  Dallas was willing (even though it was difficult) to run with a skeleton crew while he took the time to find the right people to build up his team.  He had to really figure out what the team needed, and the only way to do that is to observe them over time. Which leads us to…
  • Hire for what the team needs – Dallas went beyond the basic job description of a position he was hiring for, and looked at what strengths and weaknesses the current team possessed. He realized that to simply hire more of what he already had would be a mistake.  He needed balance.  He needed people that could interact with guests AND take care of the paperwork, setting-up equipment and all the other nitty gritty, less glamorous stuff.
  • Hire the person, not the resume – In his quest to find balance, Dallas didn’t necessarily look for people who already had experience in his exact field.  He looked for people who liked to do the “type” of work he had for them to do, so he hired based on personality and skill, rather than simply looking at experience. One of his most successful employees had never worked in this type of environment before, where as one of his least successful hires had tons of relevant experience.  The latter was so stuck in her old ways that she couldn’t adapt to the new environment.

And the kicker…

  • Change supervisor mentality from reactive to proactive – Many supervisors pride themselves on being good at putting out fires.  Unfortunately, if all you are doing is reacting to the daily issues, you will never have a chance to look forward to be able to make things better and actually LEAD your team.  Dallas got them to identify what was causing the fires in the first place so they could eliminate them from happening.  That way they would have more time to be proactive and look to the future, rather than always looking toward the past.

So clearly this was not an overnight process.  It was painful at times, and it probably took a lot of effort to get people to come around and work as a team.

But eventually they did.  And now Dallas can focus on moving forward, instead of worrying about which way the bus is going.

Are you having issues with your team?  How could some of these suggestions work for you?

Thanks for reading!

About the author: Matt Heller is always looking for great stories about teamwork and leadership in order to give his readers and clients as many different perspectives as possible.  If you have a compelling story you are willing to share, let’s hear it!  Either leave a comment or email Matt directly.

Lessons from Colombia (and even before!)

As some of you know, I recently had the very good fortune of traveling to Medellin, Colombia to do a presentation for the Colombian Association of Amusement Parks.  It probably goes without saying that I learned a thing or two while there… like about how gracious and polite the people are, how beautiful the country is, and what a lifesaver Google Translate is. All of these are true, but that’s not what I want to talk about here.  Instead, I would like to share something that I learned while I was getting ready for my trip. (For a few pictures from the trip, click here).

Medellin, Colombia

My presentation was titled “Beyond the Smile, Building a Winning Customer Service Culture.”  For reference, I did some research on Zappos.com, as they have built a reputation for great customer service, and it all starts with their culture.  I wanted to see if there were things that they were doing that we could adopt in the theme park business – and there were.  I started with the Zappos Family Core Values, which are listed below.

  1. Deliver WOW Through Service
  2. Embrace and Drive Change
  3. Create Fun and A Little Weirdness
  4. Be Adventurous, Creative, and Open-Minded
  5. Pursue Growth and Learning
  6. Build Open and Honest Relationships With Communication
  7. Build a Positive Team and Family Spirit
  8. Do More With Less
  9. Be Passionate and Determined
  10. Be Humble

Here’s what I found to be tremendously interesting about these values, especially when they are lined up against some of the things we typically associate with customer service.  I would say that 7, maybe 8 of the values fall under one heading – teamwork.  Maybe some have more of an indirect impact on teamwork, but even that is important.

I found this fascinating because I think sometimes the relationship we have with others is often overlooked in the pursuit of customer service.  Sure we think about how the employee relates to the guest, but how about how the employees relate to each other? But of course it makes sense… everything, and I do mean everything, works better when people openly communicate, respect each other, feel like they can be themselves, and have the confidence that they can tackle any hurdle that is put in front of them. Together.

Once I realized this, I made sure this was a key point in my presentation.  I often say that there is no magic pill, no secret sauce, no “one thing” that will improve customer service or your ability to lead others. This may be as close as we get.

Focus on better teamwork, and other successes (including better customer service) will follow.

Thanks for reading!

Sobre el autor: Matt Heller escribió esto en el Traductor de Google para ver si se trataría de traducir de nuevo. ¿Lo hiciste?

More from Pat Koch and Holiday World’s Legacy of Friendliness

For many people, visiting a Disney park or property has a magical quality. Because of this, just as many companies around the world have been trying to emulate the Disney experience in their own facility, attempting to tap into their own brand of magic. But here’s the problem: there is no such thing as magic.

As much as I wish it weren’t true, I cannot wave a wand or snap my fingers and transport myself to Hawaii anytime I would like.

Except for magicians, most people can’t explain how a magic trick works (and magicians really aren’t supposed to tell, either). We know there has to some logical explanation about the lady that gets cut in half, but we are too busy being entertained to really question it. That’s what Disney is counting on for the guest experience, and what makes emulating them so difficult.

So I say don’t bother. Especially when there is a little park in Indiana that has been named the friendliest park in the world 13 times, positioning themselves as the new gold standard for hospitality in the hospitality industry.

And here’s what’s cool. If you were at the Pat Koch Lunch and Learn at IAAPA, she told you exactly how Holiday World has done it. If you weren’t, I’ll recap a few points here.

1.  They train. They commit to making sure everyone knows what they are supposed to do and has the skill to do it. Even as Mrs. Koch says, “it takes time and it’s expensive, but it is vital.”  And it’s not just for the front line, either.  Folks in management ranks are also required to keep up with industry trends and certifications.

Speaking of training, it was something she said about the timing of their training that was very intriguing as well. She said they let people get comfortable their tasks for a little while, then bring them back in for hospitality training. That way they aren’t trying to cover too much at once.  Seems to be working. :o)

2. They have “high standards and strict rules”. Many people seem to think that young folks need to be coddled or they have no work ethic. Not so. Holiday World proves that you can have high standards and people will rise up and meet them IF you are clear about the expectations and you enforce them fairly and consistently.

3. They “mentor, teach and care for” their employees. People need to know how they measure up to the standards, that they belong, and that there is someone looking out for them.  As a brief aside, my wife and I have been watching the show “Gold Rush” about the new gold boom in Alaska.  One of the characters, 16 year-old Parker Schnabel, recently enlisted the help of his father and grandfather to build a road on his claim.  Parker shows a tremendous amount of respect for these two, not just because they are good at what they do, but likely because they have been there to encourage, guide, mentor and care for Parker throughout his life.  Our employees at work need that, too.

4. They listen to the front line. Mrs. Koch stated that, “maybe the cashier or sweeper has a better idea of how things should be than we do.” It takes a strong leadership team to admit they don’t know everything, and that the people in the trenches probably have some good ideas, too. We just have to listen to them.

There was one last thing that Mrs. Koch said in her presentation that stuck with me, something that applies to business, relationships and how you lead your teams. She said, “Be number 1 to somebody, not number 2 to everyone.”

To me that means be the best you can for YOUR audience (ie. clients, guests, employees, friends, family, co-workers). Don’t worry about being everything to everyone.

Who are you number 1 to?

More lessons from a rock band

I’ve always liked the song “Closer to the Heart” by Rush. (I like a lot of songs by Rush, but that’s a different post for a different time). In the past when I’ve thought of this song it was about the music, the performance or the lyrics (what else is there, right?).  How about the message.

I heard it again this morning and was really struck by the message behind the lyrics. It’s a lesson in leadership, teamwork and communication.  If you’ve never heard the song before, check this out.

Here are the lyrics, in case you missed them:

“And the men who hold high places
Must be the ones to start
To mold a new reality
Closer to the Heart

The blacksmith and the artist
Reflect it in their art
Forge their creativity
Closer to the Heart

Philosophers and ploughmen
Each must know his part
To sow a new mentality
Closer to the Heart

You can be the captain
I will draw the chart
Sailing into destiny
Closer to the Heart”

Having heard the song a bazillion times, I have my own interpretations about the message.  Leave a comment and let me what you think this says about leadership.


Be careful what you reward for…

There is a movement afoot to increase the amount of positive recognition that takes place within organizations. While I fully support this effort, I believe we have to be careful about what it is that gets rewarded or recognized.

The other day I was chatting with a few managers who were telling me that they had just launched a perfect attendance recognition program because they were having trouble getting people to show up for their shifts. They said it was typically when it was raining (the job is outside) or when the employees had to work late one night and be back early the next morning.

Hmmm… So we’ve got some data, let’s look at that more closely.

The question that has to be asked and answered is why. Why are they choosing to call out when it’s raining?  My guess is that they know the job still needs to be done, so we can rule out that they don’t think there would be anything to do. Maybe they don’t understand how important their job is (even in the rain) and feel that it’s not worth it to them to endure some slightly adverse conditions to do that job.

And why would that be?

Maybe as a leadership team we haven’t explained (or better yet, shown) them how valuable they are and what an impact it is to the team and the company when they are not there.

If this is the case, is a perfect attendance reward going to change this behavior? Likely not, but you might just get exactly what you are rewarding for: people showing up just to show up, bringing their poor attitude with them.

The other issue mentioned was the working-late-coming-in-early scenario. We’ve all been there from time to time. But if an employee doesn’t see the value they bring, they certainly won’t go out of their way to help when asked.

So we go back to the question of why.  Why do we need to be scheduling people for late shifts and early shifts back-to-back (especially if it’s a consistent thing)?  Are we short staffed? Do we not have enough people with the right availability?  Are either of these situations solved with an incentive program? I’ll let you answer that.

By asking why enough times we can get to the root cause of the problem, and by doing that we can actually solve the right problem rather than spinning our wheels.  (Some of you may have heard of a problem solving technique called the 5 Whys.  Above, I demonstrated how that could work by asking why until you get to the real cause of the problem.  If you would like to know more about the 5 Whys, click here.)

Similarly, we need to be rewarding for the right things. You want great guest service? Recognize that. You want high productivity? Recognize that. Be specific and explicit about what you are looking for, and the reasons behind why you are looking for it.

Then you’ll be happy to get the behavior you are rewarding for.

Until next time – stay optimistic!