mission so they could fulfill it. Committed to “unique and memorable”
experiences that will turn guests into “customers for life,” the company wants to
create an experience that “enlivens the senses, instills well-being, and fulfills
even the unexpressed wishes and needs of our guests.”
What defines us?
What do we stand for?
How do we deliver on the promise?
At staff meetings and other gatherings, employees are asked about their ideas
and suggestions, their successes and failures. They’re encouraged to tell stories
—the good, the bad, and the unbelievable. They act out hypothetical scenarios to
see if they’re living up to the credo that’s been drilled into them. A young couple
comes to the restaurant with a toddler. What is the first thing you say, the first
thing you do? An older couple arrives at check-in and the woman appears
stressed and angry. What do you say?
Oreck calls it “radar on, antenna up,” driven by good questions, careful
listening, and thorough training. She explained that every employee who dealt
with guests had authority to unilaterally spend, credit, or discount up to $2,000
per day to “make it right or delight.” If you’re going to build a workforce that
buys into the culture, she explained, you have to empower and engage your
employees.
“As an employee, if I have to run to the manager every time I want to help a
guest, the company is telling me I’m too stupid to help, or I’m going to give too
much away, or you as the company were joking when you said you trusted me.”
Ritz-Carlton’s training teaches employees to use their own questions to
create relationships with the guests and deliver on the mission. A guest goes up
to the concierge and asks where the gift shop is. Rather than simply directing the
customer down the hall, the concierge will, when possible, accompany the guest
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