In 1994, Umpqua Bank began charting a new course for banking, reimagining every part of the experience. They pioneered the first bank store—an inviting, engaging space designed for customers and the community’s active use. And they staffed it differently, replacing traditional bank tellers with Universal Associates cross-trained to help customers with virtually any transaction. As part of this new model, Umpqua also recognized the need to train associates differently. Umpqua Holdings Corporation CEO Ray Davis didn’t go the normal route of hiring a special bank consultant. Instead, he began by choosing seven Umpqua Bank associates to visit The Ritz-Carlton, San Francisco to study the experience and level of hospitality, and bring back and implement what they learned from their stay. What was his strategy? Mr. Davis knew that by experiencing first-hand The Ritz-Carlton’s unparalleled customer service, its uncompromising attention to detail, and its more elusive "mystique," these associates would come back energized, inspired and motivated to integrate key Ritz-Carlton concepts into the bank’s customer service delivery. His strategy paid off. Two of the many service elements these associates brought back were incorporated immediately into the company’s experience: creating an emotional bond with customers through the frequent use of their names; and the fundamental understanding that everyone — the front line, the manager, the back office associates, the administration staff as well as the top executives, is responsible for providing customers with a unique "experience." The Ritz-Carlton experience contributed to a discernible emotional difference in associates’ interactions with their customers, elevating the level of service to new dimensions. A Customer Service Curriculum After the success of that initial training, executive management decided all Umpqua Bank associates would benefit from The Ritz-Carlton Leadership Center courses. Umpqua engaged The Ritz-Carlton Leadership Center to create courses that would teach Umpqua associates how to be intuitive to customers’ needs—and how to surprise and delight customers in unexpected ways to create an extraordinary experience. The courses have since become part of Umpqua’s training curriculum—and a class required of every one of the bank’s associates. "Umpqua Bank’s mission is to create a unique and memorable banking experience. We consider Ritz-Carlton training an essential professional development component of our core curriculum, and a valuable investment in the delivery of an exceptional customer experience," states Michelle Van Allen, SVP/University Director. WGBU (World’s Greatest Bank University), Umpqua’s corporate university, weaves its service culture philosophy throughout all of its courses, including those presented by The Ritz-Carlton Leadership Center. "Ritz-Carlton training has made a positive impact on our customer service culture," says Van Allen. "Like The Ritz-Carlton, storytelling is important in our culture. Stories embedded in The Ritz-Carlton programs demonstrate how a commitment to clear standards, employee education, effective communication and empowerment contributes to best in class service. Each story showcases how The Ritz-Carlton Ladies and Gentlemen listen carefully and respond immediately to expressed and unexpressed needs. How they pay attention to the smallest detail, and think creatively about what they can personally do to make someone’s day better. These stories are the perfect example of empowerment in action and illustrate how it’s often the simple, thoughtful things that make the biggest difference. For Umpqua associates, this creates an instant connection to our cultural standards and inspires them to create new ways to serve our customers." Enthusiasm for Courses Feedback from Umpqua associates after class indicates a renewed motivation to create a unique and memorable service experience for their own internal and external customers. Van Allen notes that the courses from The Leadership Center typically fill up within hours after they’re open for registration. When space allows, bank customers and vendors are also invited to attend. The Leadership Center courses continue to garner rave reviews from Umpqua Bank associates. Here are a few of their comments: "I enjoyed this course because it really shines a light on the customer being an individual rather than just another customer—the part that stuck out to me the most was treating others the way THEY want to be treated—not you. I believe it is hard for most people to wrap their head around the idea that some people are different and I believe that was highlighted in this course very well. Thank you." "The topic is so simple, but relates to things we all forget with our daily duties. This class is a great reminder of what customer service can be and how to exceed expectations." "What a much-needed refresher! I took this class many years ago and remember how much I loved it and how motivated I felt after taking it. The same can be said about today’s class, it motivated me so much and made me think about a lot of the little things that I have not been doing to live up to our culture. We sometimes let our crazy workflow get in the way of living up to our culture and today was a great reminder that we just cannot do that! Thank you!" "I loved that our instructor was so passionate about her brand and service; it was very inspiring. It made me want to think of everyday things I could do to make a special moment." "I am very thankful to be allowed to attend such a training as this. It is not only important for us as a company as we strive to remain "the world’s greatest bank"… but important for us in our personal lives as well. I feel very privileged to have been allowed to attend such a class … and that Umpqua would make it available. I am thankful that Umpqua would desire to instill this attitude in us and make it a central part of our work culture. Thank You!" "It was phenomenal to have someone so energetic and passionate explain a philosophy of life that really should be inherent to our daily sense of being. With that being said, this course was an amazing way to shine the light on things that matter to us, the things that are right underneath our noses, that we don’t really appreciate and take care of every day. It’s fantastic to still feel encouraged to engage in philosophy in practical manners like helping out other people. I am incredibly grateful that I was able to attend this class and have my passion reignited." ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

Storytelling is an important part of The Ritz-Carlton culture. The employees of The Ritz-Carlton—known as The Ladies and Gentlemen—write up special moments and share them with the corporate office. These write-ups are called "Wow" stories, and several thousand stories are collected each year. "Wow" stories can happen when Ladies and Gentlemen interact with customers, residents, colleagues, and even during community service events. What transforms an ordinary moment into a "Wow" story is genuine care that fulfills a need. Some of the "Wow" stories are about simple, small gestures, and some of the stories are about grand and creative acts. Sharing Stories of Service Each week two "Wow" stories are communicated during Daily Line-Up—a meeting that includes every Lady and Gentleman around the world. "Wow" stories are shared for multiple reasons. The stories: illustrate how The Ritz-Carlton culture is enlivened reinforce our collective purpose demonstrate how colleagues are fulfilling the service value, "I am always responsive to the expressed and unexpressed wishes and needs of our guests." The stories also help to instill pride and passion. The "Wow" story below was recently shared at Daily Line-Up and is a great example of why our Ladies and Gentlemen are proud to say, "I am Ritz-Carlton." A Recent "Wow" Story A guest came for an extended stay at The Ritz-Carlton, Boston Common while he underwent a series of medical procedures at a local hospital. His wife had accompanied him to the hotel to care for him and assist him during his stay. Their stay lasted for several weeks and while the wife was clearly glad to be with her husband, the Ladies and Gentlemen could tell that she was exhausted. During one of the nights of their stay, the wife approached the front desk and spoke with the Front Desk Agent. The wife asked to book a second room for the following night so that she could watch the "71st Golden Globe Awards" without disturbing her husband’s rest. Creating a "Wow" Moment Knowing that the past few weeks had been difficult for the wife, the Front Desk Agent wanted to do something that would help her relax and enjoy the night. He planned to turn one of the deluxe rooms into a personal VIP Golden Globes viewing party. Luckily his fellow Front Desk Agent had worked at the Golden Globes awards ceremony in the past, and helped him create an authentic Golden Globes experience. Together, they created a gift bag similar to the ones given to the actors and actresses. They even took the time to create and send a special VIP invitation to the guest’s room. The Guest Relations Supervisor helped the Front Desk Agent decorate the room with flowers, Golden Globe magazines, gold and white balloons and a red carpet made of fresh red rose petals. For the final touches, they placed champagne, chocolate-covered strawberries and popcorn for her to enjoy while she watched the show. When the Front Desk Agent escorted the wife to her room, she was astonished. She tearfully told him that the past year had been very difficult with her husband’s health and other illnesses within her family. She repeatedly thanked the Front Desk Agent and told him that he had made her year. She could not believe the hotel would go to such lengths for her. Her husband even came to enjoy some of the party and was thrilled by the gesture the Ladies and Gentlemen had made for his wife. Throughout the night, the wife would call down to the front desk and update the Front Desk Agent on the results of the evening, each time thanking him again for everything he had done. The Impact of Storytelling Imagine starting your workday by hearing a "Wow" story like the above—a story that shows the dedication and authentic kindness of your colleagues. Organizations that commit to storytelling create positive work environments that stimulate employee engagement. Not only that—they help spread happiness, and doesn’t that make everyone’s life a little better? ∞ The Ritz-Carlton Leadership Center offers advisory services and  courses and presentations about customer service, employee engagement, leadership development, and sustainable culture transformation. 

The Ritz-Carlton Hotel Company, L.L.C. has launched a year-long Thought Leadership Series on LinkedIn. Anyone interested in the business practices of The Ritz-Carlton will want to follow the hotel company’s LinkedIn page. The Thought Leadership Series features 100-word, thought-provoking posts from 30 global leaders at The Ritz-Carlton. The series will profile operational, marketing, sales, human resources, social responsibility, digital, social media, legal and financial leaders throughout The Ritz-Carlton. One of the intended benefits of the series is to help a wide range of small businesses to better leverage and implement the thinking behind running a customer-centric organization. The series is tailored to communicate the thinking, best practices and successes behind the operational excellence and customer experiences for which the luxury hotel company is known. For the first week of The Thought Leadership Series, President & COO Herve Humler shared his insights. Here are his five posts: Herve Humler, Part 1: Luxury will always be a state of mind. Today’s luxury consumers travel near and far, connected to each other by what they love, in pursuit of the ultimate experience — one that builds memories with a location and with the brand. They desire service, personalization and authenticity, which is why we emphasize those traits in our hotels around the world. But it’s more than just creating a great bespoke experience that builds memories. We create a connection, between the consumer and our brand, which lasts a lifetime. Herve Humler, Part 2: Luxury consumers don’t measure the quality of an experience in distance traveled or time spent; it’s about connecting with what they love, creating new memories. Today’s travelers have it all at their fingertips — technology, variety and time. With an insurmountable number of destinations there are no limits to the type of personalized experiences we can create. Just having the tools and the training isn’t enough. We need to go deeper and emerge with an experience that fits each customer, at the exact moment they want it. Herve Humler, Part 3: It’s not enough to say you’re the biggest and the best in the business. Consumers want to align themselves with organizations that give back to the local communities. For over 30 years we have been dedicated to making a difference — in child well-being, in hunger & poverty relief, and in environmental responsibility. These are social commitments that not only align our resources and volunteer efforts, but connect our Ladies and Gentlemen to our guests and their communities. It inspires activism and builds lasting relationships. Herve Humler, Part 4: Luxury is in the details. We have to be present throughout the guest’s journey, providing them with seamless service and anticipating every need. That means personalization and authentic experiences that enrich the traveler. Luxury consumers see through hollow promises dressed up in the trappings of luxury, but without substance. We recognize that for today’s luxury consumer, time is their most treasured possession. Every element of the luxury travel experience must work seamlessly, from the planning process to returning home. Herve Humler, Part 5: Customers are much more educated and connected through technology, and in some cases, that makes them more demanding. But that’s also what makes us a better brand. We are always-on and always-anticipating our guests’ needs. These experiences are only amplified by the use of ever-advancing technology, and especially by the phenomenal growth of social media. It’s a matter of being authentic, and crafting real relationships that matter to our guests. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

Shakespeare’s Polonius advised, "…apparel oft proclaims the man…" Mark Twain’s version reads, "Clothes make the man." And in the ’70s, John Molloy’s bestseller, Dress for Success, drove home the point that clothing impacts a person’s success in their business and personal life. So why are the clothes we wear influential? Consider how an outfit can describe someone or his or her job. Flight attendants’ uniforms identify their role on an airplane and police officers’ uniforms communicate the safety they provide. Actors go further by letting costumes convey the attitude of their character. Studies indicate, what you choose to wear each day can have a significant impact on you as well as on those around you. Just as your mood is communicated through words and actions, your identity can be communicated through your appearance. Below are three ideas to help you think through how appearances can provoke a positive or negative response. First impressions You go to a nice restaurant, and the décor and ambiance are beautiful. However, when the waiter arrives at your table, his uniform is dirty and stained. What does his clothing suggest about the cleanliness standards of the eating establishment? Does his appearance raise concerns about the sanitary conditions of the restaurant? Relevance: Think about how your appearance is conveying a message to others. Shift perspectives and look at yourself in the mirror from an onlooker’s viewpoint. We shouldn’t try to suppress our individuality, but we should also remember that the public sees us as a representative of our organization. The Ritz-Carlton has a Service Value that states: "I am proud of my professional appearance, language, and behavior." The dress code at The Ritz-Carlton ensures that all the employees—the Ladies and Gentlemen of The Ritz-Carlton—maintain a professionalism and dignity in their appearance that is representative of the brand. The dress standards are updated to keep up with the times, but this is accomplished without sacrificing a respectful and appropriate style. One of the most important rules of service is you never want to be a distraction to your customer. If your attire is distracting it will detract/minimize the excellent service you are extending. Respect in the workplace Office environments have changed dramatically in the past 25 years. Home offices, "casual Fridays," and corporate campus’ offering workout facilities and cafés are becoming the norm. This shift in workspace has prompted a shift in attire too. We no longer require executives to dress in conservative business suits to close an important deal. But does that mean we should dress for business in jeans and tank tops every day? How does our attire contribute to or detract from respect among colleagues? Research conducted at the Kellogg School of Management at Northwestern University showed that what we wear influences how we think about ourselves, how we perform at work and what others think about us. Scientists observed that someone dressed in a white lab coat and associating the coat with the medical field, tested higher on a quiz than someone wearing the same lab coat, but thinking of the coat as an artist’s. Additionally, people who interacted with a medical professional respected and put more trust in the individual if the professional had a white lab coat on versus being dressed in street clothes and no lab coat. Relevance: Think about how you feel when you put on a business suit versus a sweat suit. Do you stand a little taller and feel more professional? No one should be evaluated purely on his or her attire but it’s important to understand the image you portray at work. Respect toward yourself and others shows up in numerous ways and how you present yourself is one way that has a definitive impact. Your image and social media Look at people’s profile pictures on LinkedIn, Facebook and Twitter. What does the picture conjure up? Perhaps it says, "I’m professional and intelligent but fun-loving too," or maybe there’s no photo at all. What does that say? Beyond the picture, what do the listed accomplishments, experiences and skills project about someone? More and more we’re connecting with people we may never meet face-to-face. In that case what good is a designer business suit in conveying, "I’m successful"? Our online presence then, becomes an "outfit," establishing our Web appearance. Relevance: Social media is today’s vehicle for creating a positive or negative impression. The key element is to ensure that your profile communicates an honest and accurate image; otherwise you’re deceiving yourself and others. Test these ideas for yourself and see what happens. If you’re used to dressing casually for business, try sprucing up your attire for a few days and see how it affects your work, your attitude about yourself and your co-workers’ impression of you. It might just reveal more than you think. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

When The Ritz-Carlton Leadership Center meets and presents to organizations, we often share a customer story in order to provide an example of legendary customer service. Most often these stories are met with enthusiasm by our customers, but every now and then, there is a person who asks, "Nice story, but why bother?" What this person is really saying is, "Why is it worth my time to cater to the customer? Show me the money!" To some, this may seem like a crass question—because it implies that an organization should only attempt to improve customer service if it is profitable. If excellent service is not profitable, then why pay attention to your customer? Why not offer the bare minimum to your customer and devote more time to focusing on other details of your business? Whether your primary business is making widgets, treating patients, or selling vacation homes—customers are the lifeblood of your organization. As Sam Walton so eloquently put it, "There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else." The truth is that focusing on the customer is profitable—and it is also the right thing to do. In the article "The Value of Customer Experience, Quantified" posted on Harvard Business Review, the author shares data that indicates the customer experience has a significant impact on the bottom line. The article states that "customers who had the best past experiences spend 140% more compared to those who had the poorest past experience." In addition, the article makes the case that "delivering great experiences actually reduces the cost to serve customers from what it was previously." Delivering an outstanding customer experience can also produce positive word-of-mouth, and in this day of social media and online reviews, word-of-mouth has never reached so many so quickly. Each day you can find articles, posts, and tweets about poor customer service and exceptional customer service. When an unfortunate customer service incident goes viral—like the cancellation phone call to Comcast—there’s little doubt that the negative publicity hurts the company. On the other hand, when Forbes publishes an article titled, "Heroic Customer Service by a Senior Executive at Warby Parker," what impact does that have? Does it generate goodwill toward the company? Does it give the company greater exposure? And what did this positive publicity cost Warby Parker? Simply a little time, effort, and the cost of new lenses and shipping. The credo of The Ritz-Carlton states that "the genuine care and comfort of our guests is our highest mission." The Ladies and Gentlemen—the employees—of The Ritz-Carlton know that service is highly valued—and that customers are our first priority. However, we also recognize what an honor it is to provide exceptional service. Valori Borland, Senior Manager, Customer Relationship & Training, explains it this way: "Creating unique, memorable, and personal experience for guests is rewarding. Not only do you have the opportunity to express creativity and kindness, but you’re also able to touch someone’s life and make that person’s experience more special." With the advent of the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS®) and Net Promoter Scores (NPS®)—more and more organizations are monitoring and evaluating the patient/customer experience. Perhaps over time this greater attention on measuring the customer experience will generate even more statistical evidence that proves happy customers impact profits. In the meantime, organizations with customer-centric cultures will have the ability to stand out from their competition and create headlines and stories by putting the customer first. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

"No matter how good you think you are as a leader, my goodness, the people around you will have all kinds of ideas for how you can get better. So for me, the most fundamental thing about leadership is to have the humility to continue to get feedback and to try to get better - because your job is to try to help everybody else get better." — Jim Yong Kim, President of the World Bank The Ritz-Carlton Leadership Center: Asking for feedback is easy, hearing and acting on that feedback is a necessity for leadership growth. Managers expect their teams to receive feedback, process it and improve. Shouldn’t senior leaders expect the same treatment? Leaders talk about building trust, engaging their workforce and empowering employees to do the right thing. Many leaders have a strong working foundation with their teams, but imagine how much stronger that relationship would be if their team knew they could share constructive feedback. Imagine the trust and respect leaders earn when they listen to feedback, act on it and implement changes to make themselves stronger leaders. The Ritz-Carlton taps into our employees—our Ladies and Gentlemen—through our open door policies as well as our Employee Engagement Surveys. We ask for the feedback, we focus on it and we grow together. Are you ready to ask and respond to the feedback from your workforce? ∞ The Blog Post Inspired Thinking: Leadership Feedback appeared first on The Ritz-Carlton Leadership Center.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee— also known as a Lady or Gentleman of The Ritz-Carlton—in order to share an insider’s view of the organization. This month’s interview is with Rajesh Khubchandani, General Manager at The Ritz-Carlton, Tysons Corner, the host property for many of our courses. RCLC: Please tell us about your career with The Ritz-Carlton. Mr. Khubchandani: When I graduated from hotel school in 1990, I knew that I was going to find a way to work for The Ritz-Carlton. I began my journey in Asia working at several high-end hotel companies. Then I then joined Marriott Hotels in Canada but still had the goal of working for The Ritz-Carlton. In 1997, I was finally able to join our brand as Director of Operations for The Ritz-Carlton, Boston Common. I was part of the opening team for the hotels of L.A. LIVE: The Ritz-Carlton, Los Angeles, JW Marriott, and The Ritz-Carlton Residences, Los Angeles. I then served as Hotel Manager for The Ritz-Carlton, Los Angeles within that multi-branded development. It was very exciting to be in the middle of the re-emergence of downtown L.A., and The Ritz-Carlton, Los Angeles was the red carpet hotel for events like the Emmys, the ESPYs, the VMAs and American Idol. I returned to Boston Common for my first General Manager position and I’ve been at The Ritz-Carlton, Tysons Corner for almost two years. RCLC: Why do you enjoy working here? Mr. Khubchandani:  I like the cross-functional relationships that one has with peers, direct reports and our corporate team. Our people are extremely bright, incredibly dynamic and very humble and that is a powerful combination. It keeps me grounded and motivated to come to work every day. RCLC: On that note, Ritz-Carlton is known for its employee retention. Is there a particular aspect of our culture you think drives that? Mr. Khubchandani: We truly walk our talk. We don’t just have Gold Standards. We live them. There are very few companies, even hotel companies, that empower their employees in the way that we do. Our employees, known as our Ladies and Gentlemen, have a voice in the work that affects them; they have a voice in the future of our business; and they know that their actions can directly impact the success of our business. Knowing that your opinion is valued helps with retention. RCLC: When you have a new Lady or Gentleman, how do you convey our culture to them? Mr. Khubchandani: For a hotel General Manager, sharing our culture is the biggest challenge and also the biggest opportunity. It all starts at orientation, and then you must convey culture by rewarding right behaviors. Recognition and positive reinforcement for actions Ladies and Gentlemen take—especially in their first year in the company—has to be a key priority. Behaviors can become habits if you nurture them, encourage them and reinforce them. RCLC: How do you engage your Ladies and Gentlemen in "less glamorous" positions? Mr. Khubchandani: "Less glamorous" is a really important way of saying "the most difficult jobs in the hotel." You have to explain to the heart-of-the-house departments—laundry, stewarding and housekeeping—that have a very large physical component in their day. Then you must help them understand how significant their work and individual action is to not only the overall success of the business, but beyond that to what The Ritz-Carlton experience is. Our Brand Promise gets broken if a housekeeper’s bad day affects 14 guests. You have to get employees to see the value and impact of what they do. If there’s a disconnect, then we haven’t done a good enough job in telling the story, engaging them and giving them the right tools and resources so they can be successful in their jobs. RCLC: What about engaging leaders, especially those who may be new to your property? Mr. Khubchandani: We talk about engaging our guests with experiences, and in our own small way, we try to engage our leaders through training, leadership recognition programs, some outings and meetings. For example, in our leadership meetings every two weeks, we have a variety of guest speakers from our corporate office, industry contacts and other properties. Ed Staros, Vice President and Managing Director of The Ritz-Carlton, Naples, talked to us about the history of The Ritz-Carlton, and recently, representatives of Marriott’s Digital eCommerce team spoke to us about how our new brand voice is going to pull through on digital and how we’re going to use social media in the future. We try to create fireside chats and levels of engagement for our leaders that are beyond the day-to-day hotel industry. RCLC: How do you see customer service evolving? Mr. Khubchandani: Today’s customer is changing. They’re not looking for predictive experiences; they’re looking for engaging experiences. They want a reason to come back to you besides the TV and the 400-thread count linens. Adaptive service is the way of the future. We talk to our Ladies and Gentlemen about picking up on cues and providing more intuitive service to our guests. RCLC: Tell us about mentorship in your role. Mr. Khubchandani: Mentorship is key. It separates good and great organizations. I’ve benefited from mentors that worked with me in a safe environment—allowing me to ask questions and make mistakes and even fail. I currently mentor a half a dozen employees, including a valet who parks cars for our guests. I’m mentoring him because he wants to learn how he can be a head valet, then a conference concierge, and then concierge in the club lounge. I’m helping him elevate his perspective in order for him to achieve those goals. Mentoring—providing opportunities to learn and develop—is key to talent retention and low turnover. RCLC: What other leadership practices are important to you? Mr. Khubchandani: Servant leadership is one of the guiding principles that has allowed me to be a General Manager. My primary goal is to serve 400 Ladies and Gentlemen who come to work each and every day at this hotel. So everything that I do, and plan to do, or endeavor to achieve, is driven around how I can add value to those stakeholders. I take that aspect of my job very seriously. I do everything I can to make an impactful difference for the Ladies and Gentlemen who work at this hotel. My job is to enable them.  ∞ The Ritz-Carlton Leadership Center offers advisory services, courses and presentations to organizations that wish to benchmark the award-winning business practices of The Ritz-Carlton. Your organization can learn about The Ritz-Carlton methodology for customer service, employee engagement and leadership development. We also guide organizations through a multi-step process in order to achieve sustainable culture transformation. The Blog Post Our Ladies and Gentlemen: Rajesh Khubchandani appeared first on The Ritz-Carlton Leadership Center.

Imagine if every person acted like a lady or gentleman….. Engagement Tip: Ladies and gentlemen are genuine when speaking with others. We all know what a fake smile looks like. "No! Smile for real," you might say when attempting to photograph someone. A lady or gentleman should never be "caught in an act." Their tone, word choice, body language and emotion should all be authentic. Even when you’re on the phone, your body language and posture should match the genuine care in your words. When your posture and facial expression are positive and engaged, it can be heard through the phone and enhance your voice. Just as you’re dissatisfied with someone’s forced smile, your customers will be unhappy with your service if it seems scripted, on autopilot or anything but genuine. This means you must actually actively listen, respond appropriately and truly care about your customers. Genuine interactions lead to engagement and trust. At The Ritz-Carlton, our Three Steps of Service provide the platform on which our employees—known as our Ladies and Gentlemen—can provide genuine care. As a result, when you see us smile and greet you by name, you can know that we truly are happy to see you. ∞ The motto of The Ritz-Carlton is "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto sets a tone of goodwill and grace for all. The Blog Post Etiquette & Engagement: Genuine appeared first on The Ritz-Carlton Leadership Center.

82% of consumers say the number one factor that leads to a great customer service experience is having their issues resolved quickly. (source) Advice from John Cashion, Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: Customers want to be heard, and they want their issues to be resolved quickly. This is why The Ritz-Carlton empowers our employees, known as our Ladies and Gentlemen. Empowerment not only helps create employee engagement which then leads to customer engagement, but empowerment also enables our Ladies and Gentlemen to resolve issues immediately—without having to track down a supervisor or manager. Customers tend to judge the quality of the institution by the first person they come to with their problem—the link between problem resolution and customer experience is undeniable. If that employee is powerless to help, your customers will be forced to repeat their tale of woe to another employee. Each time your customers have to repeat their story, their level of frustration will escalate as well. By empowering employees, your organization can reduce the number of times customers are redirected and consequently, solve problems faster. ∞ Join us for a one-day symposium on November 12th. The day includes a Ritz-Carlton executive panel with Herve Humler, president & chief operations officer of The Ritz-Carlton Hotel Company, L.L.C. The Blog Post Significant Stat: Problem Resolution and Customer Experience appeared first on The Ritz-Carlton Leadership Center.

If you accept the term "patient experience" at face value, it can imply that organizations should focus only on bedside manner or what happens in the hospital room. However, it’s important to take a much broader view of the term "patient experience." Patient experience includes what happens when patients call the hospital and how patients receive their bills. Even the décor and smells in the hallways are part of the patient experience. The Beryl Institute defines patient experience as "The sum of all interactions, shaped by an organization’s culture, that influence patient perceptions across the continuum of care." A patient’s perceptions can be greatly impacted by their family and loved ones. Hospitals should remember that they’re not just serving their patients, but also their families. The families are sometimes more alert than the patient, and family members are taking in everything around them—including how they and their loved one are being treated. Here are five ways that healthcare organizations should work on including family in the patient experience: 1) Recognition At The Ritz-Carlton, we practice the Three Steps of Service, which ensure that we use "a warm and sincere greeting," and "use the guest’s name." This shows our guests that they’re not just another transaction—they’re valued as individuals. When healthcare professionals recognize family members, then family members feel reassured that their loved one is receiving personalized care and attention as well. This doesn’t mean healthcare professionals need to memorize a patient’s family tree, but if a spouse visits daily, it’s important to remember who that spouse is—and even better, know the spouse’s name. 2) Cleanliness & Safety One of the Service Values at The Ritz-Carlton states: "I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment." Cleanliness is especially important in a healthcare facility because of the possibility of spreading infection. One family member walked into a patient’s hospital room and saw a small pile of dirt on the floor. The pile of dirt remained on the floor for several hours, and eventually, the patient—who was having trouble walking—was escorted by hospital personnel directly through the pile of dirt. While the pile of dirt may not have been a threat to the patient’s health, it indicated a lack of attention to details and that does not instill trust. 3) Timeliness Healthcare professionals are busy and strive to spend as much time with patients as possible. Unfortunately, patients often need to wait for test results, specialists and sometimes even for scheduled appointments. If patients are accompanied by family members, then all parties end up waiting. This can be very challenging for family members who have re-scheduled their day in order to support a loved one at a specific time. Waiting for care becomes even more frustrating when staff does not indicate how long the wait might be. Answers like "soon" and "momentarily" are too vague and not informative. Your staff should work together to manage the expectations of patients and family members by setting and communicating realistic time frames. At The Ritz-Carlton, we strive to "create a work environment of teamwork and lateral service so that the needs of our guests and each other are met." 4) Comfort Hospital visits are often accompanied by fear and concern, and anything hospitals can do to lessen anxiety will help everyone. The Credo at The Ritz-Carlton pledges that "the genuine care and comfort of our guests is our highest mission." If family members are visiting a loved one, they want to see that the staff is responding when the loved one is experiencing discomfort. Family members shouldn’t have to wander down hospital corridors looking for someone to assist their loved one. Family members often feel a sense of responsibility for loved ones, and they want to believe that their loved one is receiving the best care possible. It’s also important that family members feel comfortable. Providing a waiting room for families that is calm and peaceful can help alleviate tension. 5) Communication & Respect One of the Service Values at The Ritz-Carlton promises that "I am always responsive to the expressed and unexpressed wishes and needs of our guests." Providing good communication is one way to be responsive. Most of the patients in a hospital are looking for answers. What’s wrong with me? How can it be fixed? Family members typically have the same questions. In addition, family members may want to know possible risks and side effects. Even when loved ones are only facing a routine procedure, it’s not routine for the family. Their questions need to be treated with respect—even when their questions may seem silly. Family members should also be communicated with in a language they understand—free of acronyms and confusing medical terminology. Clear and consistent communication allows family members to feel that the needs of their loved ones are being met. ∞ Enroll in "Excellence in the Patient Experience" to benchmark the business practices of The Ritz-Carlton and discover how a service excellence culture results in engaged employees and legendary service. The Blog Post 5 Ways to Include Family in the Patient Experience appeared first on The Ritz-Carlton Leadership Center.