Customer Service Made Simple

Are your employees proud to work at your company?

I was reading an article about the legendary service at the Ritz-Carlton and thinking that the company makes the strongest case for a direct correlation between customer service that goes beyond satisfying customers to truly connecting with them, and having an engaged and empowered work force.

If you look at the Ritz-Carlton's gold standard service values, a copy of which is in each employee's pocket, it's easy to see why. From the company's Web site:

1. I build strong relationships and create Ritz-Carlton guests for life.
2. I am always responsive to the expressed and unexpressed wishes and needs of our guests.
3. I am empowered to create unique, memorable and personal experiences for our guests.
4. I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton Mystique.
5. I continuously seek opportunities to innovate and improve The Ritz-Carlton experience.
6. I own and immediately resolve guest problems.
7. I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
8. I have the opportunity to continuously learn and grow.
9. I am involved in the planning of the work that affects me.
10. I am proud of my professional appearance, language and behavior.
11. I protect the privacy and security of our guests, my fellow employees and the company's confidential information and assets.
12. I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.

What do all these statements have in common?

They are personal affirmations. Not about how "we" do this or that. It's about "I". What else? They are written in plain English. None of the "premier", "cutting-edge", "leading" language in there to suggest that they were cooked up in a management meeting over cold pizza. These are deliberate statements.

They are statements designed to reinforce a sense of purpose. Which in turn is an indication of a strong company culture. Make no mistake, culture is not a small part of the game. Being in a connected company, having a strong sense of purpose is the game.

Organizations that want to make customer service simple adopt this kind of mindset. From management, the CEO and all the way throughout the organization. There's no taking employees for granted here. And therefore, no employees take customers for granted.

I've been lucky enough to stay at The Ritz-Carlton a couple of times. There are a few restaurants and businesses where I experienced the same kind of proactive service -- when staff anticipated guests needs. It's about noticing what would make an experience even better and taking the step to make it happen.

Are there any reasons why organizations should want to think differently?

[image of the interior of The Ritz-Carlton, Philadelphia]

 

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Comments

[Mike Masin]

The "unexpressed wishes" terminology in value 2 is interesting. Customers have expectations that they don't verbalize. If we don't meet those unconscious expectations there will be an undercurrent of disappointment and our customer service fails.

Thanks!

[Raul Colon]

I agree with you the key point here is empowering and giving ownership to employees on there actions. On many occasions you see many how an Employee manual was handed to the person when they got hired and posted on a website but the content stays there (on the website and the manual).

This is very similar to what the military does with their creeds and how they recite them over and over again to give simple reminders of what is expected. I remember being in the U.S. Army and when I went to Drill Sergeant school they made you learn the Drill Sergeant Creed to give you an overall idea of what you where expected to do at that position. It is the same for every other training I went they made you memorize it and recite at least once day to refresh your mind on your duties. I don't think companies need to go to the Army's level but at least making it easier to get an understanding of what is expected sometimes is missing in many companies.

I think more companies need to focus on simplifying what they expect of there employees and communicate it in a way where the key overall duties that an employee should is assigned are easily memorized.

If employees know what is expected of them eventually they will be happier and will pass on that happiness to your customers and other employees.

[Anne LIbby]

I've had another "hotel" stay where service was as good as the wonderful service I've experienced at Ritz Carlton properties: in the White Mountain huts owned by the Appalachian Mountain Club. More rugged than the Ritz, guests stay in gender-segregated, shared bunk rooms. The employees are outdoorsmen and women in their late teens and early 20s.

It's tough to make the cut to join the AMC "croo." Young people who work there pack food and supplies up to the vehicle inaccessible huts in 100 pound packs, cook delicious meals for guests, offer outdoors expertise and history. (Among other things.)

My sister and I stayed in one of the huts in the late 1990s. We talked at length about how the AMC could train young staffers to deliver service similar to that of high end hotels.

My sister put her finger on it: these young people loved their jobs. When you love your job, you don't dial it in.

And like the Ritz Carlton, AMC gives their "croo" members a culture with history (and even mystique). Given the ability to step into this culture -- as Raul Colon suggests -- offers them the opportunity to do a good job. And know it.

My guess is that love is part of the Ritz Carlton brand, too. Both by design and by consequence.

[Ricardo Bueno]

Re: "I own and immediately resolve guest problems."

We deal with technology. We sell website designs and IDX technologies to real estate agents. As is the case with technology, users at one time or another might experience a problem. Being able to live up to the above referenced statement makes all the difference between having happy clients that are readily willing to refer you and having a dissatisfied customer.

Even if you don't have a solution for a client, a simple "I'm looking into this for you" goes a long way. It shows the client that you care.

Anyway, love the list and everyone in our office should have something similar (and in plain English of course).

[Valeria Maltoni]

@Mike - I was reflecting that unexpressed can be bridged with communication and with non verbals, by doing, acting upon...

@Raul - the manual without the application, and, more importantly, the belief, is checking the box, theater (or bureaucracy). Leading by example would be a good start in many organizations. Setting expectations as part of that, of course.

@Anne - I'm not an outdoors (in that way) kind of person, and you just inspired me to want to learn more about AMC. Love and respect are very powerful motivators, they start from the very core of what makes us human. What a great example. Thank you.

@Ricardo - showing that you care communicates attention and regard, and connects. Plain language does help.

[Gabriele Maidecchi]

It's incredible to witness the power of a business making feel its employees comfortable enough to put all the best they got to improve the customer experience and the business itself.
I agree that only people *happy* about their job and their working environment can truly express this attitude towards the customer, especially due to the fact that those guidelines aren't unreasonable at all, but meaningful and logic.

[Patrick Prothe]

Year after year I come back to the Ritz Carlton's model of customer service. They get it right by empowering their employees. Hopefully Josh's Empowered will help other companies finally figure this secret out and implement it successfully.

There are few examples as strong as the Ritz. And does it not say a bit about companies' lack of focus on such service levels that virtually no company has been able to up the ante? (Zappos aside). You'd think after all this time more companies would realize the power of delivering service that creates such wow and delight - and move beyond merely talking about it.

[Raul Colon]

@Valeria - I do agree leading by example is always a great motivator.

@Anne - thanks for mentioning me in your comment.

@Gabriele - I think every company that genuinely empowers their employees is most of the time on the winning end.

[Valeria Maltoni]

@Gabriele - to me this says "we think about you, and we care", which is the best thing you can communicate through action in a service business. I bet they hire for attitude, too.

@Patrick - I'm thinking I should be rereading the part about "not invented here" in Dan Ariely's The Upside of Irrationality (reviewed it here, too, see recommended books). It must be that psychological stumbling block. Otherwise, why not do what works, to spite customers?

@Raul - thank you for following the conversation with us.