There are no short-cuts to building the skills to say exactly the right thing at the right time. The reliance on emoticons can hurt this.

Why do so many development plans sit around getting dusty rather than getting put into action? This blog helps answer what gets in the way.

When presenting analytics, tell a story. Your audience wants more than an ending; they want characters, conflict, and an engrossing plot.

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 executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

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

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

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

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

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

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

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

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

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

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

Imagine if every person acted like a lady or gentleman….. Etiquette Tip: Ladies and gentlemen are courteous when out in public. In today’s fast-paced world, courtesy seems less and less common. However, there are small ways that each of us can and should express courtesy each day. Whether you’re running errands or running for an airplane, a lady or gentleman still has time to say, "thank you," "please" or "excuse me." These simple niceties convey respect and recognition of others. Your waiter, your barista, your store check-out clerk are doing his or job—but that doesn’t mean you can’t express kindness and gratitude for their service. Courtesy is often neglected when there are crowds. An "every man for himself" attitude can prevail, and yet, the very fact that you are in a crowd shows that you are not operating alone. You are functioning within a group of people, and the nicer we are to each other, the better it is for all of us. At The Ritz-Carlton, the employees, referred to as Ladies and Gentlemen, make it their mission to meet "the expressed and unexpressed" needs of our guests as well as our colleagues. Our Ladies and Gentlemen are continually looking for ways to assist others—whether it’s providing lateral service for a colleague who needs to set up a banquet room or dressing up as the tooth fairy to surprise a young guest. When you make it your practice to be attentive to the needs of others, you naturally express courtesy—no matter where you are. ∞ The motto of The Ritz-Carlton is "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto sets a tone of goodwill and grace for all. The Blog Post Etiquette & Engagement: Courteous appeared first on The Ritz-Carlton Leadership Center.

By 2020, customer experience will overtake price and product as the key brand differentiator. (source) Advice from John Cashion, Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: There is something that everyone wants no matter where they are going, no matter what they are purchasing and no matter the location—an exceptional experience.  The caliber of customer experience is becoming increasingly more important than price or physical product.  You can replace a product, you can replace money, but you can never replace a great and lasting experience.  Our guests around the world have become accustomed to The Ritz-Carlton experience, and whether it be for business or pleasure, people and companies know that our employees—known as our Ladies and Gentlemen—will provide an exceptional experience. Our goal is for our guests’ experiences while at our hotels to stay with them through fond memories of their trip. ∞ Join us for a one-day symposium on November 12th. The day includes a Ritz-Carlton executive panel with Herve Humler, president & chief operations officer of The Ritz-Carlton Hotel Company, L.L.C. The Blog Post Significant Stat: The Growing Value of an Exceptional Experience appeared first on The Ritz-Carlton Leadership Center.

  The best gifts are the ones that are a delight for the giver as well as for the receiver. At The Ritz-Carlton, our employees—known as our Ladies and Gentlemen—are encouraged to look for ways to surprise and delight customers every day. The guest story below illustrates the reciprocal nature of giving. A Musical Gift A family went on vacation to The Ritz-Carlton, San Juan, and upon arrival they asked if the hotel’s piano was available for practice. Their son, a talented pianist, needed to prepare for an upcoming recital. The hotel was pleased to give the young musician access to their baby grand piano. The young pianist practiced world-renowned classical selections that amazed all the Ladies and Gentlemen who heard him. The In-Room Dining Server asked the young musician’s mother if her son could take some time to play a few selections on a Sunday afternoon for the Ladies and Gentlemen who would be on break at that time. His mother was delighted because she knew her son preferred to play for an audience. She told the In-Room Dining Server that she wanted the impromptu concert to be a surprise for her son. Mutual Appreciation In gratitude for the small concert, the In-Room Dining Server went to the Pastry Chef and asked him to prepare a special dessert. The Pastry Chef created a confection with musical notes to be presented to the pianist at the end of the concert. In addition, the Group Reservations Coordinator planned to present the young musician with a book of "Danzas Puertorriqueñas" that included a selection of island classical pieces. On the day of the concert, the young musician was overjoyed by his audience and appreciated all the thoughtful gifts. He played nine selections for the group of Ladies and Gentlemen, and everyone was delighted by this special concert. A Final Note After returning home, the musician’s mother wrote the following message to the hotel: "[The In-Room Dining Server] arranged for our son to give a performance on Sunday to some staff who were on break after lunch, and it was really nice to be able to see so many friendly faces and have this wonderful opportunity for him to practice before the charity event comes. "We are back at home safely, but we really miss all the fun we had at The Ritz-Carlton! We will cherish this experience forever and can’t wait to come back again next year if not earlier. My son is eager to practice the Danzas so he can play soon. I will upload the pieces on YouTube and send you the link once he is ready to record it. Please say Hi to everyone for us and thank them one more time!" The Kindness Kickback Ralph Waldo Emerson noted, "It is one of the beautiful compensations of life that no man can sincerely help another without helping himself." When you make the effort to be thoughtful to others, your actions seem to naturally boomerang back to you. In business, one may be concerned about the cost and efficiency of going out of the way to enrich the customer experience, but in truth this leads to an engaged customer who is loyal to your brand. The Ritz-Carlton hosted and delighted a young pianist and his family, but tomorrow our hotel may host him when he plays professionally. Or we may have the pleasure of hosting him when he’s raising his own young pianist. Either way, the value of showing genuine care to your customers will always benefit your customer and fulfill your employees as well as support your bottom line. ∞ 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 Guest Story: Giving and Receiving appeared first on The Ritz-Carlton Leadership Center.

Imagine if every person acted like a lady or gentleman….. Etiquette Tip: Ladies and gentlemen are concise when expressing themselves. There’s a famous quote that goes: "If I had more time, I would have written a shorter letter." This quote hints at a general tendency to go on longer than needed. A lady or gentleman should communicate clearly and concisely. Whether you’re talking to customers, writing an email to a colleague or speaking to a friend over the phone—you should be respectful of the other person’s time. Your colleague probably doesn’t need to know every detail of your project and certainly doesn’t have the time to read an email that rivals the word count of a Harry Potter novel. Your customer may be a dog lover, but that doesn’t mean your customer wants to hear about every Halloween costume you’ve sewn for your golden retrievers. Your goal may be to connect with your customer, but your customer’s goal may be to drop off a package before the post office closes. At The Ritz-Carlton, our employees, known as our Ladies and Gentlemen, listen for verbal clues and look for non-verbal cues. When you economize your speech and edit your writing, you become a more effective and concise communicator. ∞ The motto of The Ritz-Carlton is "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto sets a tone of goodwill and grace for all. The Blog Post Etiquette & Engagement: Concise appeared first on The Ritz-Carlton Leadership Center.

Only 35% of managers in the United States are engaged in their jobs. (source) Advice from Jeff Hargett, Senior Director, Culture Transformation at The Ritz-Carlton Leadership Center: If only 35% of your Managers are engaged in their job, what are the remaining 65% doing? 51% of those leaders are disengaged (lukewarm at best) and 14% are actively disengaged (giving your customers and employees the cold shoulder as they push them toward the exit). This study from Gallup as documented by Amy Adkins also shares how this affects companies financially. It is in the billions (that’s with a "B") each year. At The Ritz-Carlton Hotel Company, we are all about engagement, both customer and employee. It is imperative that leaders are engaged because part of their role is to engage their teams. When a manager has "checked out," it is much easier for an employee to follow suit. Oftentimes when we see leaders who are disengaged, we find there is confusion around their responsibilities, their purpose, the expectations of their leader and most importantly, a feeling that no one cares. Ms. Adkins shares some great insight as to how an organization can help a leader be more engaged: Clear and consistent communication around the progress of the company - what we’ve accomplished and where we are going; Focus on learning and growing - when we stop learning, we become stagnant and disengaged; and, Emphasize Strengths - going to work every day to do what you love and are passionate about allows a leader to find new ways to stay engaged. When customers become disengaged with a company, it is probably because they feel the company doesn’t care about them any longer. Interestingly, leaders have that same feeling, "If they don’t care, why should I?" ∞ 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 Significant Stat: Leaders are Disengaged appeared first on The Ritz-Carlton Leadership Center.

Did you know that bees are empowered workers? Dr. Michael O’Malley, author of The Wisdom of Bees, notes in his book that "The bees’ highly decentralized form of government allows the workers who are closest to the information to act upon it immediately and make the most informed decisions." When empowerment is done correctly—in nature as well as in business—it produces an organized, efficient colony of activity and results. The Ritz-Carlton empowers its employees—over 35,000 Ladies and Gentlemen—and this has resulted in a legacy of legendary service. The idea of empowerment may seem frightening at first, but here are seven clear advantages of employee empowerment: 1) Employees are more accountable When employees are empowered, they have to accept responsibility. They can no longer claim, "that’s not my job." They don’t have the luxury of shirking work because they’re autonomous. They have the resources and the authority to step up and take action. 2) Employees are more attentive Because employees are empowered, they cannot be asleep at their posts. They must be ready and reactive because they are able to make a difference. Empowered employees can even be proactive and recognize when there are small issues that need to be solved. This prevents small issues from turning into big problems. 3) Employees will feel more valued Empowering your employees shows that they are trusted. Employees who feel valued and trusted tend to be more engaged. Studies suggest that companies with engaged employees outperform those without by up to 202%. Engaged employees are more likely to use discretionary effort—to go above and beyond—to impact the customer experience. 4) Employees will be more invested in work Empowered employees recognize that their decisions are contributing to the organization’s success and consequently, they care more about their work. Additionally, they can express initiative and creativity without asking permission from a superior, and this allows them to feel a pride of ownership in their work. 5) Problems are resolved faster According to a survey commissioned by LivePerson, "82% of consumers say the number one factor that leads to a great customer service experience is having their issues resolved quickly." When employees are not empowered, customers must work their way up the chain of command in order to get their problems resolved. Often times they have to wait while someone in a position of higher authority is located, and sometimes your upset customers must repeat their sad story to several people. Waiting and repetition do not lead to happy customers. Empowered employees can resolve issues immediately—eliminating the need for repetition and waiting. 6) Customers experience better service As already noted, empowered employees tend to be more engaged, more proactive, more attentive to customers and more invested in their work. Is it any wonder that all of this leads to a better customer experience? When employees enjoy their work, they share that joy with their customers. 7) Organizations are more nimble Empowered employees are attuned to your organization’s culture and recognize their role as brand ambassadors. Therefore, they care about representing your organization correctly. When your organization needs to make a shift, your empowered employees can help ensure that the change actually happens. Dr. O’Malley explains it this way: "organizations that push decision-making out into the field are more agile and responsive to changing circumstances." Organizations that want to embrace employee empowerment may want to begin by creating written empowerment guidelines. It’s also important to offer employees ongoing training so that they’re prepared and capable of resolving any customer issues. Truly empowering employees is granting them freedom to build genuine customer relationships and to create memorable moments for your customers. ∞ Enroll in "Excellence in the Patient Experience" to benchmark the business practices of The Ritz-Carlton and discover how a service excellence culture results in engaged employees and legendary service. The Blog Post Seven Advantages of Employee Empowerment appeared first on The Ritz-Carlton Leadership Center.

Imagine if every person acted like a lady or gentleman….. Etiquette Tip: Ladies and gentlemen are generous when working as part of a team. Teamwork is an essential part of today’s workplace, regardless of where you work and what you do. Effective teams can make better decisions, generate more creative products and improve efficiency compared to the work of a single person. That said, all of your team members should be committed to the team’s goals and ready to fulfill its needs. This means that each individual must view his or her team members as internal customers—they deserve an excellent experience just like the customer who will ultimately enjoy the products and services generated by your team. A lady or gentleman therefore is always ready to anticipate and fulfill the needs and wishes of his or her team in order to support his or her team members as well as the goals of the group. At The Ritz-Carlton, we articulate our commitment to teamwork in the following way, "I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met." Not only does a Ritz-Carlton employee—known as a Lady or Gentleman—bring generosity to his or her own team, but he or she is equally committed to assisting other teams when it is needed. For example, a Gentleman who works in the restaurant may be able to leave his post for a few moments to assist in serving dinner at a banquet downstairs. Similarly, a hospital administrator typically seated at a desk may be able to assist in cleaning an area or engaging with patients in a waiting room. Showing generosity to your teammates demonstrates that you are engaged and entices your team members to do the same. With everyone personally invested in the team, your clients will experience a consistently excellent experience. ∞ The motto of The Ritz-Carlton is "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto sets a tone of goodwill and grace for all. The Blog Post Etiquette & Engagement: Generous appeared first on The Ritz-Carlton Leadership Center.

93% of employees who feel valued by their employer are motivated to do their very best for their employer. (source) Advice from Joseph Quitoni, Corporate Director, Culture Transformation at The Ritz-Carlton Leadership Center: At The Ritz-Carlton Hotel Company, there is a defined and deep-rooted culture of service excellence, referred to as our Gold Standards. One of the components of the Gold Standards is our 12 Service Values, which create engagement at both the employee and guest level. These were developed not only to underpin leadership’s commitment to driving a positive culture, but also to acknowledge a variety of important and unchangeable aspects of our company’s past and future success. An integral part of that success is our employees and allowing them to feel valued. One of our Service Value states, "I am in involved in the planning of the work that affects me." This Service Value comes from the Total Quality Management perspective of being involved in the work processes that directly affect us. It boosts employee motivation and prevents employees from becoming a "warm bodies" at work. It actively engages employees to volunteer ideas, approaches and solutions in those areas where a meaningful contribution can be made. When leadership involves employees, it shows that they respect the opinions and contributions of their employees. All of this contributes to a sense of value, pride and joy in the workplace. We all have a desire to learn, to grow and to contribute. We also like to know that others have noticed. When someone asks for your opinion, essentially they are confirming the respect they have for you—that your opinions count and that you are a valued asset of the organization. ∞ 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 Significant Stat: Employee Motivation appeared first on The Ritz-Carlton Leadership Center.

One of the biggest challenges managers face is communicating effectively with employees. Your employees most likely have different communication styles. One employee may be more assertive, another employee may be more emotional and another employee may be very quiet. Knowing how to interact and connect with each employee can take intuition, experience and practice, but there are some basic guidelines that typically work well for all employees. DO praise often and make it meaningful Your employees are working hard, and yes, they are being paid for their work. However, you should still take the time to recognize and praise your team for their efforts. According to research by Gallup, recognition and praise at work has many benefits including increased individual productivity, improved safety records, better employee retention and more motivated employees. Your employees will appreciate it even more if your compliments are specific and meaningful. "Good job" is not memorable feedback and is quickly forgotten. At The Ritz-Carlton, our employees—known as our Ladies and Gentlemen—write out "First Class" cards when they want to recognize colleagues and staff. DON’T criticize in public When an employee makes a mistake, you may want to correct the employee right away—even when colleagues and customers are in the room. Yet, when you criticize an employee in public, you potentially shame them. Being reprimanded in front of colleagues is embarrassing and awkward for all. In addition, when you admonish an employee in public, you damage team dynamics and erode trust. The employees who aren’t being reprimanded realize that they could be next, and consequently, your team will be less open and more guarded. DO make communication a conversation—not a monologue When you are speaking with employees, you shouldn’t just be talking at them. You want to give your employees a chance to communicate as well. You have to remember to be quiet and listen—and also to pay attention to their body language and tone. Bob Kharazmi, Global Officer, Worldwide Operations at The Ritz-Carlton Hotel Company, L.L.C. shared the following in an interview: "When people come to me with issues, I try to really truly understand by using good listening skills. I don’t jump in and ask questions too early. Once they are finished talking, if I’m not totally clear, then I will ask questions. After I completely understand the issue, I ask them what they think the best solution is—and only after listening to their solution will I provide my advice." DON’T avoid difficult communications The authors of Crucial Conversations note: "We’ve become masters at avoiding tough conversations. Coworkers send e-mail to each other when they should walk down the hall and talk turkey. Bosses leave voicemail in lieu of meeting with their direct reports….We use all kinds of tactics to dodge touchy issues." When you send an e-mail or leave a voicemail, you’re not only hiding behind technology, you’re not giving your employees a chance to have a conversation with you—to respond, to react, to ask questions and clarify. You’re also creating suspicion by hiding. Employees may wonder, "What else am I not being told?" Important communications should take place face-to-face and sending a follow-up e-mail will help ensure that everyone heard the same message. DO communicate frequently You may sit down with employees for performance reviews once or twice a year, but that doesn’t mean you should store up all your feedback for those meetings. It’s important to communicate any challenges in a timely fashion. If you wait three months to tell an employee about a mistake, the employee may not remember the incident, or worse—he or she has spent the last three months repeating this error. You should also try to communicate news about your department or your organization before your employees hear it from other sources. Frequent, honest and transparent communication puts a stop to the rumor mill. DON’T put employees on the defensive You want to talk to employees about their mistakes, without making them feel condemned. The words you choose will either make employees feel safe or defensive. This is particularly true when you’re talking to an employee about a problem. It’s important to focus on problem resolution rather than assigning blame. The Ritz-Carlton has a process known as MR. BIV (Mistakes, Rework, Breakdowns, Inefficiencies and Variations). Through this process, The Ritz-Carlton impersonalizes problems and shifts the focus from blame to solutions. The Ripple Effect Managers tend to play a large role in an organization’s success. They help move projects forward and ensure their team is operating efficiently. Communicating thoughtfully with employees may feel like one more thing on a manager’s ever-growing task list. It may even feel like a luxury item—since things will get done even if you are not kind. However, when you express kindness, consideration and gratitude to your employees, they will learn from your example—and then they will extend kindness, consideration and gratitude to each other and to your customers. If the benefits of effective employee communication are greater employee engagement and improved customer experience, isn’t effective employee communication worth prioritizing? ∞ 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 DOs and DON’Ts of Communicating with Employees appeared first on The Ritz-Carlton Leadership Center.

Imagine if every person acted like a lady or gentleman….. Etiquette Tip: Ladies and gentlemen are encouraging when in a leadership role. When leaders are absorbed in their own ambition, they can forget that part of their jobs as leaders is to bring out the talent of others. An encouraging leader mentors employees and supports their growth and development. Leaders should recognize their employees’ strengths, help them improve their weaknesses and prepare them for the next steps in their careers. Some leaders may wonder what’s in it for them. Why should they spend their time helping others succeed? Bob Kharazmi, Global Officer, Worldwide Operations at The Ritz-Carlton Hotel Company, L.L.C., answers this question when he notes: "When leaders look back on their careers, the biggest accomplishment they will see is how many lives they have impacted in a positive way. That is the best reward we can have." The Ritz-Carlton is dedicated to encouraging our employees—known as our Ladies and Gentlemen—to progress and grow. Our Employee Promise states "By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company." Encouraging leaders are true ladies and gentlemen when they support the career goals of others. ∞ The motto of The Ritz-Carlton is "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto sets a tone of goodwill and grace for all. The Blog Post Etiquette & Engagement: Encouraging appeared first on The Ritz-Carlton Leadership Center.