Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — a Lady or Gentleman of The Ritz-Carlton — in order to share an insider’s view of the organization. After completing her college studies in hotel and tourism management, Olivia Brown worked as an intern in the accounting department of a hotel. Proving to be a valuable employee, Ms. Brown was hired when the internship ended and a full-time position opened up. Today, having had experience in various departments throughout numerous hotels, Ms. Brown is the General Manager of The Ritz-Carlton, Boston Common. RCLC: Ritz-Carlton properties have a well-earned reputation of being first-class hotels. What makes someone’s stay at a Ritz-Carlton hotel so special? Ms. Brown: At Ritz-Carlton hotels it’s not just what we say, it’s what we do. Every one of the Ladies and Gentlemen of The Ritz-Carlton is focused on taking care of our guests. Our highest mission is to create, unique, memorable, and personal experiences for our guests. RCLC: How do you inspire your employees to have that same mind-set and create the "perfect" stay for a guest? Ms. Brown: I’ve had many years of working with other brands — other hotel companies — and from that experience what I value most about working at The Ritz-Carlton is that I can offer my employees total empowerment in their jobs, which helps them provide the highest level of service for each guest. RCLC: How do you empower employees? Ms. Brown: We give them examples of situations where something may go wrong for a guest, and we talk about how to correct and improve the moment. We role play. It gives employees the understanding that they can take control of a situation and not wait for someone else to step in. RCLC: Can you elaborate on the ways you help employees understand how and when to get involved in a situation? Ms. Brown: Something we do very well at The Ritz-Carlton is to train our Ladies and Gentlemen to have their radar on and their antenna up at all times. We know that every interaction creates an opportunity to do something special for a guest. Some guests are here for business, some for social reasons and some because something terrible has happened, such as a death in the family. We train our employees to pick up on cues and to anticipate guests’ needs. We also collect and share stories of how the ladies and gentlemen have found creative ways to meet the guests’ needs. By talking about these stories, we keep The Ritz-Carlton culture strong and encourage employees to say to themselves, "I can create an experience like that." RCLC: How do you continually reinforce that type of behavior for the 299 employees at The Ritz-Carlton, Boston Common? Ms. Brown: When I witness or hear about an employee delivering a "wow" moment to a guest, or when they make decisions on their own that positively affect a guest, I recognize them with a First Class Card — a hand-written note — or a small gift. And that happens between employees too. Anyone can write a First Class Card to another employee in recognition of the good work everyone is doing. We are aware of our guests and each other. RCLC: Ritz-Carlton employees apply 12 Service Values to their work. Which ones stand out to you the most and why? Ms. Brown: I appreciate numbers one through three. They’re my favorite. They talk about building strong relationships with our guests, making them a guest for life, not just one visit. It ties back to our Credo and our highest mission — to genuinely care for our guests. And I especially appreciate that our Service Values don’t say, "You must do…" They start with, "I" and end by stating what an employee can do. RCLC: What guest story, or "wow" moment, have you been part of that epitomizes how Ritz-Carlton encouraged you to fulfill a guest’s unexpressed wish and provide them with the ultimate guest experience? Ms. Brown: I was up on our Club Lounge level and saw a "mature" couple admiring the city below. I engaged in conversation with them and learned they came to the hotel to celebrate 25 years of marriage and to rekindle their love. As we looked out the window to the city below, they pointed to a number of buildings, recounting what types of businesses were there 25 years ago. They said The Ritz-Carlton used to be a bank building, and it also happened to be where they met. They told me the Club Lounge was the bank’s boardroom. Immediately, I thought to myself, "What can we do to create a special moment for these guests?" First, I looked at what was happening in the news 25 years ago and, along with my staff, we created a framed piece, noting historical facts from that era. We took photographs of them, sent a cake to their room and invited them to enjoy complimentary spa treatments. Later, when they dined at a restaurant across the street, we had champagne and dessert delivered to their table. It was a memorable experience for them. RCLC: What do your employees see in you, their boss, that helps them become better employees? Ms. Brown: I’m genuine, and they see that I’m approachable. I’m always thinking about them and getting to know them better. I want them to perform to their highest ability even when I’m not in the building. Trust is important; we’re one team all working for the same goal. The Ladies and Gentlemen of The Ritz-Carlton define how successful we are. ∞ 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. 

On her first day of work as the Executive Director of Marketing for Kingston HealthCare, Joanna Hunter attended an internal leadership seminar for Kingston’s top 30 executives. Having focused on leadership in her graduate work, Hunter was excited to hear what the speaker had to say. Little did she know how the information she gained would impact her work in the coming year. The guest facilitator was Diana Oreck, Vice President of The Ritz-Carlton Leadership Center. The topic of discussion was, "Culture Training." "The culture at Kingston had always been a strong one, but not everyone in the company knew much about it," Hunter explained. "Diana didn’t ask us to change the culture; instead, she helped us unveil and unearth it." Putting a Spotlight on Culture The Foundation of Kingston HealthCare’s culture is, "… shaped by the simple notion that outstanding people, gathered for a common good, can make a tremendous contribution by helping people age with dignity and respect." With that in mind, Oreck inspired Kingston executives to bring their culture statement to life. As Hunter puts it, "Oreck facilitated us through a process that catapulted our organization’s framework and helped us put our philosophy into practice." From there, Oreck and Hunter established a "culture team" made up of a cross-section of Kingston employees to ensure best practices were applicable in various disciplines throughout the organization. Hunter also worked with Oreck to create role play initiatives; pivotal in communicating the company philosophy — the "Kingston Approach" — to employees. "It helped them focus on ways to interact effectively with patients and their family members as well as with fellow employees," said Hunter. Talking through challenging scenarios and finding solutions based on Kingston’s goals and values allowed employees to recognize how the company culture supported their day-to-day efforts. Exercising Culture Daily In addition, Hunter created a "culture training" video developed by and for employees to communicate Kingston’s "15 principles of culture," which are based in their philosophy, mission and core beliefs. Now, when nurses, attendants and staff members serve residents and patients, they do it with an understanding of their company values rather than just because of policy and procedure. Another outcome of Oreck and Hunter’s culture work can be seen in Kingston’s "daily huddles," which Hunter describes as, "Employees engaging in team discussions and supporting one another’s efforts, which help us to exceed expectations." Kingston’s website puts it this way, "This daily gathering strengthens our commitment to those we serve and each other. We invest time and attention to our mission and culture to ensure that the compassionate environment we have created for our residents and patients continues to thrive." Patient and employee testimonials reveal the positive results of Kingston’s culture shift. "Kingston has a great team of people serving clients. Don’t let them get away!" "Kingston is a facility that values the individual and promotes from within. We work as a team and have lots of fun along the way. We celebrate our successes together and also work together when things are challenging. It is a great place to work and makes a difference in the lives of many." To communicate the value of their culture, social media is used as an integral tool in Kingston’s messaging. To effectively reach their audience, Hunter completely overhauled the company website and established a Facebook page which, she says, "Helps provide a better brand experience for visitors in terms of who we are and what we provide. We spent a great deal of time and attention on the design and the messaging to ensure that we aligned with our culture and outcomes." Investing in Organizational Culture Hunter sees her work with Oreck as "validating that our culture is our competitive edge" and proving "how important it is to continue to help our employees understand the importance of their role in making Kingston a community of choice." "In the past," Hunter added, "our culture was a just a document. Now, it’s a living and breathing part of our daily practice." ∞ 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. 

The Ritz-Carlton, Rancho Mirage opened its doors in May of this year, but long before the first guest arrived, the Ladies and Gentlemen—the employees of The Ritz-Carlton—were working hard to prepare the property. One of the key success factors of any Ritz-Carlton hotel is the culture of service excellence. The story below illustrates that before the hotel was even open for business, the values of The Ritz-Carlton were already being lived. Service Beyond Boundaries On a busy day in the Pre-Opening Offices, the Sales Administrative Assistant was returning from a brief trip to the post office when she noticed three puppies running down the road near the property. The puppies did not appear to have an owner and were running freely near a busy street that had heavy traffic and construction. Concerned for their well-being, the Sales Administrative Assistant stopped her vehicle. With some coaxing, she was able to round up all three of the puppies and get them safely into the back of her car. The Sales Administrative Assistant then continued, with the young dogs, on her way back to the property. With the help of the Executive Assistant and the Assistant Director of Finance, the dogs were corralled into an air-conditioned room where they were provided with cool, fresh water. After calming and refreshing the dogs, the Sales Administrative Assistant and the Assistant Director of Finance put the dogs back into the car and drove them to several of the communities surrounding the hotel to see if the puppies had escaped from one of the homes. After speaking with security at each community, no one had reported any missing dogs. Unsure what to do, the Sales Administrative Assistant reluctantly brought them to a nearby animal shelter. From Safe Shelter to Loving Homes The animal shelter took the dogs in, but after a search, the shelter was still unable to find their owner. Unfortunately, the shelter was already full, and the puppies would need to find another home if they were not claimed after 10 days. Back at the hotel, the State Fare Lounge & Air Pool Bar Manager heard the story about the lost dogs. As an avid animal lover, he decided to own and resolve the situation of the three puppies. Service Value 6 at The Ritz-Carlton is "I own and immediately resolve guest problems." And even though the puppies were not guests at the hotel, the State Fare Lounge & Air Pool Bar Manager wanted to provide them with genuine care. He did some research and after a number of phone calls, he was able to get in touch with Paws & Hearts, a local organization. The Paws & Hearts network was able to find comfortable, safe and loving homes for all three of the puppies. Even before the new hotel opened, the Ladies and Gentlemen displayed the core values of The Ritz-Carlton brand during an unusual situation. Service Value 7 states, "I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met." In this case, the puppies’ needs were met. Through lateral service and genuine care, the Ladies and Gentlemen of The Ritz-Carlton, Rancho Mirage demonstrated that service excellence exists—even before the customers arrive. ∞ 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 First-Class Service for Homeless Puppies appeared first on Ritz Carlton Leadership Center.

This week’s post was written by guest blogger Bill Brister. He is employed at The Ritz-Carlton, Half Moon Bay as a Guest Services Supervisor. Your workforce, the Ladies and Gentlemen at the frontlines of your business, are your most valuable resource when it comes to pleasing your customers. Our guests at The Ritz-Carlton don’t stay simply because of the nice amenities; they stay with us because of the engaged Ladies and Gentlemen who are committed to creating a memorable and personal customer experience. Employee engagement should be embedded in your organizational culture, and it should be passionately cultivated. A happy workforce is critical to your work environment, your customer experience and your bottom line. Here are three key factors that impact employee engagement: 1) Do your employees understand their purpose? Sharing a purpose is more than providing direction. It’s about engaging everyone on the team so they succeed together. At The Ritz-Carlton, Half Moon Bay, we’ve spent the last year working on internal communication. We have posters on the walls, we have updates at our department line-ups, we have WIG (Wildly Important Goals) huddles and Power Claps! We all know where to focus our efforts and why we are concentrating on those areas. The reason we are succeeding is because we believe in why we are here and what we are delivering. 2) Do managers treat employees with respect? Employees who feel valued try harder. They make the extra effort to succeed, and customers will see this. Our General Manager and our most senior leaders constantly walk the property asking questions and looking for suggestions. They engage with the Ladies and Gentlemen on the floor, in the break room and in our departments. They ask questions and, at the same time, they have answers. We succeed because our leaders are out there with us - Engaging! I have lost count how many times the General Manager has asked me "What do you think …" and "What would you do?" Showing respect to employees leads to improved engagement. Employees believe their contribution to the overall function of the business is crucial, and they hold themselves to a higher level of pride in their work. (Hat tip to author Simon Sinek and his TED talk titled "Why good leaders make you feel safe.") 3) Do employees have the tools to solve problems? When employees know that leaders are listening, they feel more assured. They become advocates for your customers, and they become your eyes and ears. The Ladies and Gentlemen at our property know they are heard because the input is often implemented, and when it’s not at least they feel their idea was considered. Gathering input from frontline staff will not only increase employee engagement, it can also improve your customer experience. An article by Mark Lukens notes that "Employees at the frontline collectively have the best knowledge of what customers want and what bothers them." Input from a passionate and engaged frontline workforce can be one of your best assets. Supporting and listening to employees is important, but you should consider taking it one step further and empowering your employees. Empowered employees feel trusted. They are able to recognize problems immediately, and if they are empowered by you, they can resolve incidents on the spot, answer questions confidently and accept feedback openly. The next time your senior leaders gather in search of improving your organization, try inviting a few of the people delivering the product, offering the service or handling your customer experience. Sincerely engage your frontline staff and include them in the solution. Do this ONE simple step and watch how behaviors will change to improve the overall engagement of your customers. ∞ 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 Engaged Employees Create Engaged & Loyal Customers appeared first on Ritz Carlton Leadership Center.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — 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 Chef Frederic Mornineau from The Ritz-Carlton, Grand Cayman. This year Chef Morineau was recognized with a Gold Standard Award from The Ritz-Carlton. This award is given to only seven associates each year and signifies exemplary service and a commitment to our company philosophy. Chef Morineau also received the J. Willard Marriott Award of Excellence this year. The award is presented to a select few who have demonstrated over a period of time the traits of achievement, character, dedication, effort and perseverance. "THIS IS WHERE I BELONG" Born in France and educated in both France and England, Frederic Morineau worked in prestigious European hotels and restaurants until an ad in a newspaper attracted him to a chef’s position at restaurant in Aspen, Colorado. After securing the job and moving to Colorado, a co-worker invited Mr. Morineau to check out a hotel, The Ritz-Carlton, which had just opened in town. When he walked in and looked around, Mr. Morineau thought to himself, "This is where I belong." From that day forward, Mr. Morineau’s goal was to work at a Ritz-Carlton Hotel. RCLC: YOU ACHIEVED YOUR GOAL OF WORKING FOR THE RITZ-CARLTON WHEN YOU JOINED THEIR FLAGSHIP HOTEL IN BUCKHEAD (ATLANTA), GA IN 1996. WAS IT WHAT YOU ANTICIPATED IT WOULD BE? Chef Morineau: Shortly after I arrived, the local newspaper printed a review of the Cafe saying it was a "lousy" place to eat. So I thought, "I guess this is my last day." I expected to be told, "Take your book and go home." But no. Xavier Salomon, who was the Executive Chef at the time, came to me and said, "Now we are at the bottom. Let’s move on. There’s only one way to go and that’s up." Together we made some changes in the restaurant, and it became successful. RCLC: WHAT DID THAT EXPERIENCE TELL YOU ABOUT THE LADIES AND GENTLEMEN WHO WORK AT RITZ-CARLTON PROPERTIES? Chef Morineau: I always had the feeling that if I set myself with the right type of leader, if they can teach me something and if I respect them, I can work for them. I can do anything for them. My work at The Ritz-Carlton, Buckhead with Xavier proved that to be true. RCLC: WHAT DO YOU APPRECIATE ABOUT WORKING FOR THE MARRIOTT ORGANIZATION (OWNERS OF THE RITZ-CARLTON BRAND)? Chef Morineau: The luxury environment. We have the tools and luxury ingredients to do a great job and that makes it a pleasure to come to work. When I worked in France, all I did was cook. No one asked me what I thought about the food. The only time a chef talked to me was to yell at me. The Ritz-Carlton cares about you, and they want to know what you think. RCLC: YOU WERE RECENTLY RECOGNIZED WITH THE COMPANY’S GOLD STANDARD AWARD AND THE J. WILLARD MARRIOTT AWARD OF EXCELLENCE. WHY DO YOU THINK YOU RECEIVED THOSE AWARDS? Chef Morineau: I have always understood that working in a hotel is not just about cooking. It involves all the departments and all the people who work there. When you work in a hotel you have to love people. You have to take time to train them. You can’t be "too busy." My Human Resources Director, Janette Goodman, who nominated me, appreciates that. Plus, I don’t have a lot of patience for "chit-chat," but I do enjoy talking with my staff to get to know them. I consider them part of my family. After all, we work on Christmas together! And we have to have fun. Humor is a very important ingredient in the kitchen. RCLC: BEING AN EXECUTIVE CHEF IN A BUSY HOTEL KITCHEN ISN’T ALWAYS EASY. HOW DO YOU MAINTAIN YOUR COOL? Chef Morineau: I used to get upset. It takes a while to be a good leader. The Ritz-Carlton training helps you a lot. Years ago I exploded when I saw someone ignore a safety rule in the kitchen. One of my line employees at the time witnessed it and came to me the next day. She was visibly upset. I realized I needed to change, and I did. When you get upset and scream at someone, it doesn’t solve the problem. If you actually sit down with the person and say you love them but explain how they didn’t follow the rules and that they might lose their job as a result, it’s 200 times more powerful than getting mad. RCLC: YOU’VE MENTORED MORE THAN TEN INDIVIDUALS WHO HAVE GONE ON TO BE EXECUTIVE CHEFS. HOW DO YOU MENTOR AND IMPART WISDOM TO THE LADIES AND GENTLEMEN WHO WORK FOR YOU? Chef Morineau: I tell my staff to be critical of themselves because it will help them constantly improve. I tell them to put themselves in the shoes of the guest and ask them, "If you were paying $1,000.00 a night to stay here, would you want to eat what you are serving?" That’s the difference between creating an okay experience and an amazing experience. Plus, you have to like to eat. You can’t be someone who is satisfied eating cold pizza from yesterday. You have to understand what your customer is looking for. RCLC: WHAT ARE SOME OF THE UNIQUE EVENTS YOU HOST AT YOUR PROPERTY? Chef Morineau: Since 2008, every January, on Martin Luther King weekend, we hold the Cayman Cookout…a beach BBQ. Celebrity chefs from around the world are invited to cook specialty dishes. As chefs we all have fun together! The guests enjoy meeting the chefs as they walk barefoot on the beach, going from station to station, enjoying gourmet meals. It’s small and intimate compared to similar events held in Miami or Aspen. We also host a community event called, "Out of the Kitchen." Whenever I start in a new hotel I visit the hotels and restaurants in town to meet the chefs. I recognize that we might need their help one day so I form friendships with them. Two of the local chefs I became friends with helped me start "Out of the Kitchen." The idea was to bring local chefs together to be recognized for their talent. It’s such an uplifting event. Family members come to see their relatives compete and receive awards. This year 25 restaurants participated. The chefs used to have to pay for their expenses, but now we raise funds to finance the event. We’ve created something very special for the community. RCLC: WOULD YOU SHARE A GUEST STORY THAT INDICATES HOW THE RITZ-CARLTON GOES BEYOND SOMEONE’S EXPECTATION? Chef Morineau: We have a residence owner whose teenage daughter was very ill. She visited us in the kitchen during one of her stays so we knew she especially enjoyed our West Cayman salad. She had to head home quickly and unexpectedly for more medical treatments, and we wanted to do something for her. There’s no Ritz-Carlton Hotel near where she lives so we contacted a nearby Marriott and had them make and deliver the salad to her. It’s all about the guests’ experience. We want to be part of their life. That’s why I’m proud to work for The Ritz-Carlton. ∞ 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: Chef Frederic Morineau appeared first on Ritz Carlton Leadership Center.

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 Banking 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 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 Umpqua: Banking on Customer Service appeared first on Ritz Carlton Leadership Center.

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, 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 The Ritz-Carlton: A Tradition of Storytelling appeared first on Ritz Carlton Leadership Center.

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 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 The Ritz-Carlton Thought Leadership Series appeared first on The Ritz-Carlton Leadership Center.

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 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 Is Looking Professional Old Fashioned? appeared first on The Ritz-Carlton Leadership Center.

When The Ritz-Carlton Leadership Center speaks 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." Value of Customer Experience 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. Delighting Customers is a Privilege 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 advisory services, courses and presentations to organizations that wish to benchmark the award-winning business practices of The Ritz-Carlton. Join us for Executive Education on October 7 in the Washington, DC area. Senior leaders will learn how to create a sustainable customer-centric culture in this intensive three-day program.  The Blog Post Why Should You Care About The Customer Experience? appeared first on The Ritz-Carlton Leadership Center.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — 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 Elizabeth Mullins, Vice President and Area General Manager of The Ritz-Carlton, Washington, D.C. RCLC: What attracted you to work in the hotel industry? Ms. Mullins: When I was five years old, my father brought me to The Ritz-Carlton hotel in Boston for Afternoon Tea. It was the first time I had been in a Ritz-Carlton hotel. From the moment the doorman welcomed my dad by name, to the smell of pine coming from the beautiful Christmas decorations; I remember everything about the experience. I can still recall the delicious scones and hot chocolate we ate, along with the harp music playing in the background. At one point I turned to my dad and said, "Daddy, this is what I want to do." In hindsight, I can see that I was saying, "This is what I want to feel, all the time." RCLC: How did that wish become reality? Ms. Mullins: Well, I was a stubborn child and followed through with my ambition. I graduated from the University of New Hampshire, receiving a degree in business and hospitality. Then, six days after graduation, I started as a management trainee in that same hotel, The Ritz-Carlton, Boston Common. I rotated through every department; front desk, payroll, and banquets. I shined shoes and even stomped divots when we catered meals at the polo fields. RCLC: Where did that experience take you? Ms. Mullins: In that first year I worked in Ritz-Carlton hotels in New York City and Washington, DC. Then I was sent to Asia to open our hotel in Hong Kong. I held several positions, including Rooms Executive Director and I participated in hotel openings in Shanghai, Singapore and Bali. I loved Asia and would have stayed forever, but my husband and I wanted to have a child so we decided to head back to the U.S. RCLC: How did you advance so rapidly within the company? Ms. Mullins: I raised my hand for every available job opportunity. I didn’t get each one but throughout my career I recognized that my success was "now." If you truly are the best today that’s how you’ll be recognized and that’s when the next position comes along. RCLC: What helps make someone a successful hotelier? Ms. Mullins: Bring a positive attitude and attention to detail to the work. It doesn’t hurt to have a sense of adventure, as well as a little bit of fearlessness, too. I jump in with two feet and when I fail, I brush myself off, try again and hit it the next time. Failure’s not a bad thing, it’s perseverance that’s important. RCLC: What do you most value about The Ritz-Carlton culture? Ms. Mullins: In The Employee Promise we talk about principles of trust, honesty and commitment. We value these qualities in employees and promise to nurture and maximize their talents. I’m a perfect example. I’ve had 26 years of progressive employment with The Ritz-Carlton! RCLC: How do you interact with employees to get them to do their best work? Ms. Mullins: Ritz-Carlton has a culture of working hand-in-hand with our Ladies and Gentlemen. Every day starts with "Line-Up" — a quick 10 - 15 minute meetings in each department — that set the tone and vision for everyone. I lead a Line-Up for 15 to 40 employees, making me visible and highly involved in the operation of the hotel. RCLC: The hotels where you’ve been General Manager have received numerous awards. What’s the key to gaining that type of prestigious recognition? Ms. Mullins: Our hotels don’t run by the efforts of one person. Selecting and working with a great team is the key. It’s not about me, it’s about recognizing the team’s achievements. We just received our AAA Fifth Diamond again. As a reward, we brought an ice cream truck to the hotel and the employees enjoyed ice cream throughout the day. For me, the recognition piece is the fun part. RCLC: Ritz-Carlton properties are known for excellent service. Can you share a story where an employee demonstrated outstanding service? Ms. Mullins: A guest who was at the airport suddenly realized he left his laptop at our hotel. He was about to miss his flight and return to the hotel when he contacted an employee to explain the situation. The laptop had an important presentation on it, which the guest needed for his next destination. Our employee got in his own car, drove to the airport and managed to get through security to deliver the computer to the guest … at the gate. I don’t know how he did all that, but he did! RCLC: You’re an Ambassador for The Ritz-Carlton Leadership Center. Describe what you do in that role. Ms. Mullins: As an Ambassador I get to speak on behalf of the brand and share elements of how we achieve success. We’ve perfected the art of hospitality through our service culture. We really are a remarkable company. ∞ 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: Elizabeth Mullins appeared first on The Ritz-Carlton Leadership Center.

Many successful organizations have values such as: "Caring about our communities and our environment" (Whole Foods), "Full Disclosure and Transparency" (Rackspace), "Welcome feedback and help us improve" (Toms Shoes), and "It’s better to do one thing really, really well" (Google). Core values not only shape the culture of your organization, but they also inform your employees about the expected standards of behavior. Establishing and sharing your organizational values is a good start. However, in order for these ethical standards to take root, they must be lived and modeled by your leadership. Modeling is a powerful leadership strategy that shows your employees—through your own words and actions—how you want them to behave. By demonstrating these desirable traits, your employees are more likely to emulate your behavior in their interactions with each other and with your customers. Leadership Ethics Have Impact In the article "Managing the Immoral Employee," the author states that, "leaders’ morality level determines the degree to which employees perceive the organization as ethical or unethical. For managers, the implication is clear: if you want your employees to act morally, start by acting morally yourself." Similarly, one of the principal findings of the Ethics Resource Center’s National Business Ethics Survey was that modeling of ethical behavior by leaders sets a good example of desired business behavior in others. When employees perceive leaders are ethical and acting with integrity, they themselves: Feel less pressure to compromise their own ethical standards Are less likely to engage in misconduct Are more satisfied with their organization overall Feel more valued as employees Here are a few key ways you can incorporate modeling ethics into your leadership style: Always treat all employees with the utmost respect. Avoid the appearance of favoritism. Regardless of differences, positions, titles, ages, or other types of distinctions, always treat your team with professional respect and courtesy. If you treat each employee differently, you will send mixed messages. Be clear about what your expectations are. As a leader, you need to spell out exactly what is expected of your employees when it comes to ethical behavior. Demonstrate your commitment to organizational standards by having meetings and open discussions where ethics and integrity are a focal point. Additionally, share the reasoning behind certain decisions with your employees, emphasizing the ethical criteria used to make the decision. Constant reinforcement and communication helps to drive the point home and keep it on the forefront. Recognize your employees for ethical conduct. There are lots of ways to recognize employees for above and beyond service, but look for ways to incorporate ethical behavior into your recognition programs. This will help reinforce desired behavior for everyone. Values Should Be Reinforced The article "How Unethical Behavior Becomes Habit" points out that "people often start their misconduct with small transgressions and then slide down a slippery slope." Employees will be more likely to continuously make right choices if management demonstrates its on-going commitment to ethics. Senior leaders at The Ritz-Carlton play a key role in modeling the Gold Standards and Values of The Ritz-Carton. The business ethics training program, "How We Do Business Is As Important As The Business We Do," is a required part of orientation for employees of The Ritz-Carlton. The discussion of ethics begins there, but it is sustained and reinforced through the words and actions of leadership. Values are discussed each day at Line-Up, a meeting held daily at Ritz-Carlton hotels around the world. When your employees witness managers acting with integrity and showing ethical responsibility, your organizational values will go from being noble ideas to accepted benchmarks that guide employees’ behavior. ∞ 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.  The Blog Post First-Class Leaders are Models of Ethics appeared first on The Ritz-Carlton Leadership Center.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — 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 Allison Sitch. A self-described, "straight shooter" who appreciates hard news stories over fluff, Ms. Sitch hasn’t always fit the mold of a corporate public relations executive. Yet she’s risen to the top of the PR industry while working for hotels in the United Arab Emirates, China, Europe and now as Vice President, Global Public Relations, based at The Ritz-Carlton headquarters in the United States. RCLC: How did you become involved in Public Relations for the hospitality industry? Ms. Sitch: In the early 1990s, I was a hotelier working in the food and beverage department of a hotel in the Middle East when the Gulf War broke out. As a result of the war, the hotel began to struggle financially, which meant personnel cuts. Fortunately I was spared as my General Manager asked me to transition to the Public Relations Department. It was there that I learned the business of promoting hotels through the media, and I found I had a passion for it! RCLC: When did you join The Ritz-Carlton, and what is it that you value most about their culture? Ms. Sitch: After I gained experience in public relations, I joined The Ritz-Carlton in 1999 as we opened our hotel in Dubai. Today, 15 years into my career with this brand, what I love about working for Ritz-Carlton is the sense of belonging to an organization that genuinely cares about its people and its guests. I truly enjoy working for an organization so focused on service excellence and always striving to do something better. RCLC: Please describe your work as a media specialist. Ms. Sitch: The most important part of my role is to protect the reputation of The Ritz-Carlton. Public Relations isn’t all about getting media hits and dealing with a crisis. It’s making sure people correctly translate what The Ritz-Carlton stands for and how it can be a part of your life. Secondly, the primary objective for The Ritz-Carlton in the social space is to strengthen the level of engagement for current guests and also to develop a love for our brand among aspirational consumers. To do that I focus the teams efforts on crafting the right messages, for the right people, on the right channels. We are an organization founded on the concept of individualized service — we pay attention to the details. Our communications strategy is no different. RCLC: What advancements has The Ritz-Carlton made within the digital landscape? Ms. Sitch:  In April 2009, we started working with social media — on Facebook and on Twitter. In fact, I remember a night that I anxiously sat up waiting until 2:30 AM for our fan count to click from 999 to 1000. Today The Ritz-Carlton has over 2.5 million fans on 12 channels, three of which are Mandarin. Our Facebook engagement is at 8.4%, which outperforms the industry average of 5.04%, and The Ritz-Carlton was ranked #1 by two independent studies on engagement in social platforms in the hotel category; Shareablee in January and Engagement Labs in August. RCLC: How do you ensure your connection with customers is of value to them as well as for the company? Ms. Sitch:  We have multiple social media platforms on which we connect with consumers. However each channel has been designed with a very different purpose - to participate in conversation and add value to multiple people with various interests. We measure the level of engagement that they have with our content to ensure they feel connected to what we are doing. In addition, we’ve deployed media specialists around the world to keep our finger on the pulse so we can understand consumers and the geographic and cultural sensitivities in various regions. That helps us with our positioning strategies and the ability to message and converse in-language and in relevant ways. RCLC: How do you incorporate The Ritz-Carlton customer service principles into social media messaging? Ms. Sitch: It’s all about connecting and engaging with consumers. The customer wants to know there’s a human on the other end of the digital line. The DNA of the company is centered around being of service and so the ability to interact through social media is a gift because it enables us to stay connected and converse the same way we would in person. RCLC: Can you share an example of how that plays out? Ms. Sitch: People are reaching out to us ahead of a visit to a hotel or destination asking our advice and recommendations, they share their photos during a stay and then their memories after they have departed. We take a real interest in the meaningful journeys they experience with us and the world of travel that we are able to help them experience. ∞ On Monday, April 13, 2015, Ms. Sitch will be a member of The Ritz-Carlton Executive Panel at the Symposium: Your Journey to Service Excellence in Dallas. Enroll before December 31, 2014, and take advantage of early bird pricing.   The Blog Post Our Ladies and Gentlemen: Allison Sitch appeared first on The Ritz-Carlton Leadership Center.

The following is a guest post reprinted with permission from the Chip Bell blog. Chip Bell is the author of six best-selling books and has written over 400 articles for business journals and magazines on customer loyalty and service innovation. He has also appeared live on CNN, CNBC, CNN, Fox, Bloomberg TV, and ABC. I arrived at The Ritz-Carlton, Buckhead in Atlanta late in the afternoon at the end of a week on the road. My dress pants needed pressing for an early morning keynote. Dialing the hotel housekeeping department, I was told that someone would be right up to get my trousers. Moments later, a tiny Asian women probably in her mid-fifties knocked on my door. When I gave her my pants, she informed me she would have them back to me in less than an hour. "If you have to leave," she told me, "your pants will be waiting for you in your closet." Forty-five minutes later, she was back. "Thank you for giving me the honor of pressing your beautiful pants," she said with excitement and a smile on her face. "They are some of the nicest pants I have ever pressed." I wondered about the source of her gracious style and passionate attitude. What made Nuriya so guest-centric? Then, I got the answer as she continued: "Here is my business card. Call me anytime and we will take care of your housekeeping needs." Her card revealed her title: "Laundry/Valet." But, there was more. "And, on behalf of the Ritz-Carlton, I would like to present you with this package of stays for your shirt collars." I was blown away. What kind of leadership must be fronting this refined and classy guest service? How many hotel laundry employees on the planet have their own business card plus a special surprise gift for their guest? Innovative service goes viral when it is echoed from a leader who treats associates exactly the way customers should be treated. And, a powerful, compelling leadership echo happens when leaders connect with employees instead of cocooning in their office in meetings. It fuels smart execution when employee affirmation is coupled with discipline; generous support is added to well-defined accountability. And, innovative service is displayed to customers in its purest form when leaders show frontline employees sincere respect and consideration. Customers get a peephole into the culture of an organization through their experience with the frontline. Indifferent, unengaged employees spell uncaring leadership. Bureaucratic systems and draconian policies telegraph bean counting, self-centered leaders who only care about immediate revenue and not long-term customer loyalty. What is the sound of your leadership if it is only heard as an echo through your employees? ∞ 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 The Leadership Echo appeared first on The Ritz-Carlton Leadership Center.

Answer these seven questions and find out if your customer service standards match the standards of The Ritz-Carlton. Take our quick quiz. The Blog Post Quiz: How Ritz-Carlton Are You? appeared first on The Ritz-Carlton Leadership Center.

In honor of National Customer Service Week, October 6-10, we are adding two new features to Gold Minds Blog. The Leadership Center receives many questions from customers attending our courses and presentations, and we thought it would be helpful to share answers to those questions each Monday in a new feature called "Dear Ritz-Carlton." On Friday, we will be launching another new weekly post called "Inspired Thinking." These shorter posts will include a thought-provoking quote and a brief description of how to apply the ideas. We hope you will enjoy these new features, and we thank you for reading and subscribing to Gold Minds Blog. Dear Ritz-Carlton: Does The Ritz-Carlton use scripts or teach employees specific phrases to use? Answer from Jeff Hargett, Senior Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: Using scripts can give new employees a starting point if they are unfamiliar with their new role or the industry they’ve joined. At The Ritz-Carlton, we often use scripts to "get them started" since they may never have worked in a luxury hospitality environment before. Our Motto states, "We are Ladies and Gentlemen serving Ladies and Gentlemen." These identifiers indicate a certain level of respect and refinement when speaking with our customers and each other. During their training, they become more comfortable in their surroundings, and we encourage our Ladies and Gentlemen to bring more of their personality to the experience, but always remember the respect and refinement they learned from their script. Scripts are often used as a crutch and can lead to stuffy, robotic behavior if not monitored and can cause the employee to "check out." It’s not always what you say but how you say it that matters. The Blog Post Dear Ritz-Carlton: Scripts appeared first on The Ritz-Carlton Leadership Center.

Anytime you eat at a restaurant, take a flight, go to the grocery store, mail a package, have a check-up, order merchandise online, or have your home repaired, you are having a customer service experience. Considering the number of customer service interactions we have each day, it’s not surprising that we all probably have examples of exceptional customer service and unfortunate customer service. We asked our colleagues and friends for real life customer service examples, and we’re sharing their stories below in order to learn from their experiences. 1) Real life customer service experience: I’d just boarded a plane when I heard a flight attendant berating a gentleman about his bag. She scolded him for several minutes about why the bag had to be checked and why it was for his own safety. Customer Service DON’T: Although it can be wearing for customer service professionals to review the rules over and over again, customers should always be treated respectfully. Embarrassing a customer in front of the whole airplane was uncomfortable for everyone. 2) Real life customer service experience: It was the lunch hour rush at a popular fast food restaurant, and the line of customers went out the door. I’d already made it through the line and found my table, but I decided to wait for my lunch companion by the cash registers. Even though I was trying to be inconspicuous, one of the cashiers noticed me, and asked if there was anything she could do to help me. Customer Service DO: The cashier had her radar on and antenna up! Even with the long line and quick pace, she was paying attention to all the customers and making sure needs were met. 3) Real life customer service experience: I had taken my car to be repaired … again. It’s a new car but has been having continual problems. The repair shop suggested putting a new battery in the car. I pointed out that they had put in a new battery just a year ago and that the new battery had not fixed the reoccurring problems. The repair shop agreed and decided to look for another solution. Customer Service DON’T: It’s unfortunate when customers are put in the position of solving their own problems. Organizations that want to build customer loyalty should be willing to use discretionary effort and go the extra mile for the customer. 4) Real life customer service experience: My spouse had to go to a medical office for a procedure, and I waited in the reception area. After the procedure, the receptionist was extremely kind to us. She not only explained everything thoroughly, but she blew us kisses as we left the office. Customer Service DO: A fond farewell is as important as your initial greeting. By ushering patients out the door with kindness, the receptionist is making a positive last impression. 5) Real life customer service experience: I had allotted two hours to get to the airport for my flight home. Unfortunately, I couldn’t find the rental car return. I spent almost half an hour trying to find the rental return, and then the shuttle took 20 minutes. I missed my flight. Customer Service DON’T: Signage is very important for a seamless customer experience. If county or building codes restrict proper signage, then consider providing detailed maps or directions to customers. 6) Real life customer service experience: I was stuck in holiday traffic on my way to the airport. As I pulled up to the rental car return, it seemed like there was no way I would make my flight. The car return attendant understood my panic. He streamlined the check-in process and called over a shuttle to take me directly to the terminal. I arrived at the gate five minutes before boarding. Customer Service DO: The car rental employee took immediate action and was willing and able to make special efforts in order to meet a customer’s needs. This was a true "wow" moment and a story that the customer will be sharing for years. 7) Real life customer service experience: I recently bought furniture and a rug. When the delivery date arrived, the movers explained that they didn’t have my rug and didn’t know when it would arrive. After waiting two weeks, I called the store for an update. They asked if I’d taken a photo of the purchased rug and then asked me to describe the rug because they could not tell from their paperwork which rug I had ordered. After sending me several photos — a rug line-up — and not finding my original purchase, they agreed to refund my order. Customer Service DON’T: When customers place an order, they want to have confidence in your organization. Customers shouldn’t have to take photos of purchased items just in case future identification is needed. 8) Real life customer service experience: I travel with two stuffed animals and after long days of meetings, I often return to my hotel room and discover that housekeeping has taken extra care with these animals. Sometimes they tuck them in bed. Once they placed a bag of chocolate under the rabbit’s arm. I’m often amused by the extra care given to these stuffed friends. Customer Service DO: A personal touch is often appreciated. Taking the time to arrange stuffed animals is a kind and thoughtful gesture. 9) Real life customer service experience: I arrived at the airport and jumped into a taxi. It takes about 12 minutes to go from the airport to my home, and the entire time the taxi driver complained that he had been waiting in the taxi line for three hours, and all he got was this $17 fare. Customer Service DON’T: Informing your customer that he/she is a disappointment is certainly not going to create customer loyalty, or in this case, earn you a higher tip. Customers want to feel valued, regardless of how much money they are spending. We would like to hear your customer service stories. If you would like to share one of your customer service success moments with us or a #CustomerServiceFail, please email us your story for a future blog post. ∞ 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 Real Life Customer Service DOs and DON’Ts appeared first on The Ritz-Carlton Leadership Center.

"We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better." - Jeff Bezos, founder and CEO of Amazon.com The Ritz-Carlton Leadership Center: When you’re the host of a party, you need to ensure that all of your guests are having a good time. You may have some guests who enjoy dancing, a few who want to mingle and chat, and maybe others who are happy sitting and munching hors d’oeuvres. Customer service needs to be approached in the same way. In order to improve the customer experience, you must engage your customers and discover their preferences. The Ladies and Gentlemen of The Ritz-Carlton create unique, memorable and personalized experiences by making each interaction with guests an opportunity to learn more about their lives, families and passions. When customer service is elevated to customer engagement, then you are better able to enhance the customer experience. The Blog Post Inspired Thinking - Hosts appeared first on The Ritz-Carlton Leadership Center.

Dear Ritz-Carlton: Do you have any tips for dealing with angry or upset customers? Answer from Alexandra Valentin, Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: Anger is an emotional response that happens when people perceive a threat. However, anger can be quite constructive if we look at it as a gift. When customers share the "gift" of anger with your organization, use this as an opportunity to understand where you need to improve. Discover where your system and/or process did not leave a customer feeling cared for and secure, and then use this insight to strengthen your organization. Viewing angry or upset customers as an opportunity for improvement can also help you to de-personalize the situation, remain calm, and focus on fixing the problem. The Blog Post Dear Ritz-Carlton: Upset Customers appeared first on The Ritz-Carlton Leadership Center.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — 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 Kelly A. Steward, General Manager of The Ritz-Carlton, Cleveland. RCLC: Why did you choose to work in the hotel industry? Ms. Steward: I have always loved taking care of people. As a young girl, I liked to help my grandmother cook and assisted my family when they would have get-togethers. My memories of my youth include watching The Love Boat on TV. My friends said I reminded them of the cruise director, Julie McCoy. I took this as a compliment as she was the character who assisted everyone and ensured guests had fun. RCLC: Tell me about your first job in a hotel. Ms. Steward: In college, I worked for a limited-service hotel as a front office agent, a bartender and an assistant manager, among other positions. I was fortunate to become a General Manager upon earning my Hospitality degree from The Ohio State University. As the General Manager of a limited service hotel, I always wanted to go above and beyond what was expected by welcoming guests into their "home away from home" and having special touches by leaving notes and chocolates. RCLC: Why did you join The Ritz-Carlton Hotel Company? Ms. Steward: When my friends and I were on vacation in Florida, we watched The Ritz-Carlton, Naples being constructed. Over time, I saw this magical hotel receive many accolades. I would read about the resort in Condé Nast Magazine and wanted to be part of this 5-Star, 5-Diamond hotel. I was at a point in my life where I wanted a new challenge and so I applied for a job at the hotel. I have always been someone who strives for excellence in my life and during the interview process, I met other professionals who had the same passion as mine. I wanted to work with them and learn from them. RCLC: What position did you have there? Ms. Steward: They created a new position — Guest Services Manager. My position was to welcome our guests into the beautiful resort and make them feel special. I loved this, as the team of doormen, bellmen, valet and concierge that I supported were the first and lasting impression of the hotel. It was so exhilarating. We were considered the "nerve center" of the resort. RCLC: Why have you continued to work for The Ritz-Carlton for almost 14 years? Ms. Steward: I cannot imagine being with any other company as this is an amazing organization to be a part of. I love the training the company provides and the attention to detail. As a General Manager, I enjoy being with our Ladies and Gentlemen and leading by example. A fundamental part of our culture is our philosophy, and I am very passionate about the service we provide our guests. RCLC: Do you have an example where an employee embodied what The Ritz-Carlton is known for in delivering service excellence? Ms. Steward: A few weeks ago, a room attendant was vacuuming a guest’s room when a phone charger was accidentally caught in the vacuum. The room attendant empowered herself to write a personal note of apology as well as purchase a new charger for the guest. The guest was so touched by this genuine gesture that he called me to say how impressed he was by this act of kindness. We recognize and celebrate our Ladies and Gentlemen who take it upon themselves to provide this level of service excellence. RCLC: What do you see as your main role as General Manager? Ms. Steward: My role is to be a multi-faceted ambassador of the brand. I relish my responsibility of representing The Ritz-Carlton in the most positive way to our guests, our team of Ladies and Gentlemen, our ownership and our community. RCLC: What do you value most about working within The Ritz-Carlton culture? Ms. Steward: I believe it is the positive culture that allows all to be empowered and to create exceptional experiences for our guests. The Ritz-Carlton culture also includes building strong relationships with internal and external guests. I am honored to work with a company that is so deeply rooted in our philosophy and values and fulfill its promises to its guests and employees. RCLC: As an Ambassador for The Ritz-Carlton Leadership Center you speak to other business leaders who want to deliver outstanding customer service. How do you help them achieve greatness in their companies? Ms. Steward: I am relentless in sharing our world-class culture and the pursuit of excellence. The message that I deliver is one that inspires others to think about how they make people feel and the difference they can make professionally and personally. RCLC: Similar to The Love Boat, it sounds like you are leading customers on a journey to service excellence. Ms. Steward: Yes, delivering on our philosophy ensures our success. It is all about the genuine care that we consistently deliver and how we provide remarkable memories for our guests. It is a meaningful journey.  ∞ 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: Kelly Steward appeared first on The Ritz-Carlton Leadership Center.

"It is so much easier to be nice, to be respectful, to put yourself in your customers’ shoes and try to understand how you might help them before they ask for help, than it is to try to mend a broken customer relationship." - Mark Cuban, American businessman and owner of NBA’s Dallas Mavericks The Ritz-Carlton Leadership Center: It is important for customer service professionals to express empathy—to see the customer’s perspective. The credo of The Ritz-Carlton states that we will fulfill "even the unexpressed wishes and needs of our guests." You can detect unexpressed needs by listening to your customer and also looking for clues. And if you empower your customer service agents, you give them the ability to not only recognize unexpressed needs, but to address them immediately. The Blog Post Inspired Thinking - Your Customers’ Shoes appeared first on The Ritz-Carlton Leadership Center.

Dear Ritz-Carlton: What’s the difference between The Ritz-Carlton Service Values and The Ritz-Carlton service standards? Answer from Joseph Quitoni, Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: The Ritz-Carlton service standards define not only what our guests are looking for, but also how service should be articulated in order to be maintained at the highest level. Service Values are a set of guidelines provided to the employees of The Ritz-Carlton—our Ladies and Gentlemen—that focus on the outcomes that are needed in an effort to produce legendary service for each and every one of our guests. Each of the 12 Service Values start with the letter "I" to demonstrate the personal power each employee has to bring them to life through our service interactions with guests. To view the difference through another lens, the service standards refer to the "what" while the Service Values refer to the "how" behind the legendary service of The Ritz-Carlton. The Blog Post Dear Ritz-Carlton: Service Values appeared first on The Ritz-Carlton Leadership Center.

Problem resolution is an art that requires grace, finesse, patience and practice — and the single best way to help customers when they experience a problem is to ensure that the issue is taken care of by the first point of contact. Even when a customer is really upset, the best action you can take is to personally handle the problem for the customer. Customers do not want to repeat their tale of woe over and over. When this happens, the original problem becomes magnified and a customer’s frustration level grows as well. At The Ritz-Carlton, Service Value 6 states, "I own and immediately resolve guest problems." Our research indicates that the number of people it takes to resolve a problem directly affects the level of customer engagement. The more people that have to get involved, the lower the engagement score. According to a survey cited by LivePerson, "getting an issue resolved quickly was by far the most critical factor (82%)" for a positive customer experience and "having the issue resolved in a single interaction is key (56%)" as well. In the Guest Story below, the Front Desk Agent not only detects the guest’s problem, but takes ownership and goes above and beyond to resolve the issue for the guest. Guest Story of Customer Service Problem Resolution  A frequent business guest of The Ritz-Carlton, Shanghai arrived to check in late at night. The Front Desk Agent had engaged with the guest many times before during his past visits and noticed right away that the guest seemed anxious and distressed. In addition, the guest — who was always impeccably dressed in a business suit — was wearing very casual Hawaiian-style shorts. The Front Desk Agent engaged the guest in conversation to see if he might be able to uncover the reason behind the surprising change in the guest’s attire. The guest told the Front Desk Agent that the pants to his business suit had been ripped by a chair in the airport, and he had to purchase something else to wear from one of the tourist shops. The guest was distressed because he did not have another pair of pants to match his suit, and he had an important meeting the next day at 10 a.m. Hearing of the guest’s problem, the Front Desk Agent immediately decided to help the guest, and offered to have the pants repaired that night. The Front Desk Agent took the pants to the night shift Ladies and Gentlemen in housekeeping, but despite their efforts, the tear could not be mended due to its size. At this point, it was already 1:30 in the morning, and The Front Desk Agent knew the nearby mall would not open until 10 the next morning — the exact time the guest’s meeting was set to begin. Applying Discretionary Effort With Service Value 6 in mind, the Front Desk Agent wanted to see this through and resolve the problem for the guest. He took the pants home with him that night, and after only a few hours’ sleep, woke up early and headed to an area in Shanghai that housed several small fashion markets. In the early morning, he searched through the many stores until he found a pair of pants in the guest’s size that matched almost exactly. After making the purchase, The Front Desk Agent rushed back to The Ritz-Carlton, Shanghai and delivered the new pants to the guest in time for his meeting. The guest was very impressed that The Front Desk Agent had been able find a replacement for his clothing in just the space of a few nighttime hours. In a thank you letter to The Front Desk Agent, the guest said that this was his "most memorable experience in the global hospitality industry." This guest story shows that when you own and immediately resolve problems, you can transform a disappointing customer experience into a moment where you delight and amaze your customer. And when you successfully turn a problematic situation around, you increase your level of customer engagement. ∞ 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 Customer Service Problem Resolution appeared first on The Ritz-Carlton Leadership Center.

"When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible." — Howard Schultz, Chairman and CEO of Starbucks The Ritz-Carlton Leadership Center: At the Ritz-Carlton we pride ourselves on delivering a personalized experience to each guest. The ability to provide world-class service comes from our engaged culture, and we do it because our Ladies and Gentlemen are passionate about serving our guests. As we grow and add new guests to our family and new team members to serve them, it’s important we share our commitment, common purpose and culture with all of them. We accomplish this by hiring the right people with the right mindset and encouraging our leaders to lead by example. This is how we create The Ritz-Carlton mystique and guests for life.   The Blog Post Inspired Thinking - Common Purpose appeared first on The Ritz-Carlton Leadership Center.