Tag Archives: manager

Leadership Mantra for New Managers: Connect. Inspire. Empower.

Leader and teamwork“How long employees stay at a company, and how productive they are there, is determined by the relationship they have with their immediate supervisor.” Jim Kouzes and Barry Posner, The Leadership Challenge

When I served as a hotel GM, I had the opportunity to promote many front-line employees to their first management position. My commitment to them did not end at giving them a new title. That’s the easy part. More importantly, I needed to make sure they succeeded in their first leadership role. According to Kouzes and Posner, these managers supervising the staff who were directly interacting with our guests had as much, if not more, impact than I did on employee engagement and subsequent customer satisfaction. And while each new manager displayed strong interpersonal skills that served them well to earn the promotion, managing people requires a different set of skills. We all know of an all-star employee who failed as a manager. So my advice to any first-time manager is to live this leadership mantra: Connect. Inspire. Empower.

Connect.

“People do not care how much you know until they know how much you care.” John C. Maxwell

Before making any major changes as a new manager, take the time to get to know your direct reports. Find out their personal and career aspirations. Then work hard to help them achieve their goals.  Talk to each member every day. Visit the break area regularly just to chat. Get to know what they like to do outside of work. Given the opportunity, meet their significant others and family. Celebrate your employees’ birthdays and anniversaries. They know when they are scheduled on their birthdays and the date they started working at your business. You should, too. Remember that without involvement there is no commitment. If you are not involved with them, then they simply won’t be committed to you.

Inspire.

“Yesterday’s idea of the boss, who became the boss because he or she knew more than the person working for them, is yesterday’s manager. Tomorrow’s person leads through a vision, a shared set of values, a shared objective.” Jack Welch

If you want to build a ship, don’t drum up people together to collect wood and don’t assign them tasks and work, but rather give them to long for the endless immensity of the sea.”  Antoine de Saint-Exupery

“Communicate everything you can to your associates. The more they know, the more they care. Once they care, there is no stopping them.”  Sam Walton

Your business has a mission statement. As a leader, you should have a passion statement. The best managers are passionate about what they do. Frankly, if you are not passionate about what you do, you have no right to manage others. That said, be sure to express your passion to your people. What do you envision for the business? The owner or senior manager has a vision for the business. What is yours? Let your people know. Once they see and share your “big picture”, then every step your people take will be in that direction.

Keep your passion statement short. Say it often. Make it stick. Your message cannot be mentioned only at new hire orientation. You must continually and consistently express your vision.

Empower

“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”  Theodore Roosevelt

Create a work environment where everyone has the necessary tools and are encouraged to take care of the customer. Ritz-Carlton permits every employee to spend up to $2000 making any single guest satisfied. It is no wonder that the brand is perceived by its guests as simply one of the best. For your team to embrace the idea that you are empowering them to do whatever it takes to satisfy the customer, you must establish and explain any guidelines. It could be as simple as the Nordstrom Rules:

Rule #1: Use best judgment in all situations. There will be no additional rules.

Most likely your guidelines will be a little more conditional, but whatever you decide, make sure you define and cite examples for your team. And continue to monitor, recognize and reward those employees who do take action.

Connect with your people. Inspire them. Then empower them.  This is not a one-time thing. It is an everyday thing. And when you live this mantra, you will be an involved leader with an engaged team, all intent on delivering the very best experience for your customer.

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When It Comes to Service Training, Once Is Never Enough

A wife sits on the sofa next to her husband who is reading his laptop. She says, “I love you.” No response. She says a little louder, “I love you.” Complete silence. She then questions directly, “You know, I say ‘I love you’ a lot to you, but you never say it back to me. Why is that?”  The husband looks up from his computer and declares “Look, I said I loved you when we got married. If that should change, I’ll let you know.”

Now, really, do you think that is enough to sustain the love? Of course not. If you want to be recognized for your commitment to personal values like trust, honesty, or respect, you must practice, not simply preach. It is no different for your business values when you are leading others. Too often, the value of service excellence is communicated only at new employee orientation and the on-the-job training during the first week with no reinforcement thereafter. That is simply not enough to drive consistent customer care performance. And while I enjoy presenting my customer experience seminars to clients, I always let them know that learning about customer service cannot be seen as an event, but must be seen as a process. If your intent is to drive customer service excellence, you need to say it and your team needs to hear it more than just one time.

One of my favorite quotes is from Samuel Johnson, “People need to be reminded more often than they need to be instructed.” You must periodically remind your team that when it comes to customer service, being consistently good is better than being occasionally great. Here are a few ideas:

  • Make sure customer service values and skills are included in the job description and reviewed at each performance evaluation.
  • Check out Successories.com, Baudville.com or SimpleTruths.com for ideas on creating and reinforcing a sustained customer focused message.
  • If your company has an intranet, use the screensaver feature to remind your team of your customer service values.
  • Post thank you letters from customers in a prominent area where your team can read them.
  • If you receive a compliment from a customer on your voice mail, broadcast it to the others on your team.
  • Write a letter of commendation recognizing a specific customer service act that can be placed in the associate’s personnel file. Send the letter to the associate’s home. What is your ratio of written thank you notes or commendations versus written corrective action notices? In order to create a culture of customer care, the ratio should be 3 to 1, and better still 5 to 1.
  • Recognize an individual’s act of kindness that was appreciated by a customer with a small token of acknowledgement. (movie tickets, free dry cleaning, a  day off with pay)
  • Start every meeting with an opportunity for attendees to thank someone in the group for their actions in support of internal or external customer care.
  • Periodically send out reminder messages via email, paycheck stuffer or company newsletter on the importance of the customer. If you are short of ideas, take a look at my Facebook page that offers customer service tips, quotes and insight from various sources.
  • Always serve as a role model by interacting and responding to each individual on your team with the intent to live the credo first used by Jan Carlzon, president of SAS Airlines, “If you’re not taking care of the customer, you better be taking care of the person who is.”

Commit to periodically reminding your team of the value of customer service excellence. Otherwise their delivery of exceptional service will be inconsistent. It’s up to you to commit to their lifelong learning because once is never enough.

What ways do you remind or recognize your team about the importance of customer service excellence?

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Thank you, Mr. Marriott.

You know you are getting older when, instead of attending birthday parties and weddings, you are attending funerals. I’ve come to realize that some of the greatest stories about individuals and their impact on others only seem to come out in the eulogies. Before I get any older, I wanted to express my admiration and appreciation for the example Mr. Marriott gave me as a leader and how it has formed by management style.

While still in college, I joined Marriott in 1976 as a charter member of Marriott’s Great America in Santa Clara. And just 5 years later, I was fortunate to serve as the opening director of services for Marriott’s 100th property, the Maui Marriott Resort, the first in the state of Hawaii. What I remember to this day was how Mr. Marriott would walk the backstage areas and greet everyone with a smile and a handshake. He didn’t wait for someone to approach him. He initiated the interaction. As managers, we all went through orientation where we learned the mantra of J.W. Marriott, Sr., “Take good care of your employees and they’ll take good care of the customers.” And in the gesture of Mr. Marriott, Jr. walking around to introduce himself to all of us, it was obvious the mantra wasn’t simply a slogan, but really something that drove the leadership philosophy of the company. While I left Marriott shortly thereafter I always remembered that example.

Eight years ago, while I was general manager, The Inn at BayHarbor became the first Renaissance franchise in Michigan. While Mr. Marriott was not able to attend the conversion ceremonies, the regional team, all of the same generation as Mr. Marriott, exhibited the same genuine warmth in greeting all our associates and welcoming them to the extended Marriott family. And every Marriott regional VP has done that with every subsequent visit. That gesture was very apparent to me because I had not seen that kind of management culture since leaving Marriott.

Thirty five years after my first day at Great America, I was the charter general manager of The Henry – Autograph Collection which for 21 years stood as the Ritz Carlton Dearborn. Mr. Marriott came through on a tour of the property. Since The Henry is a franchise, he did not have to do that during his two day tour as there are many Marriott managed properties in Detroit. But he did. Serving many years as a Board member of General Motors, he had visited often when it was a Ritz-Carlton. Many of the same associates were there to greet him on his first visit to The Henry. We had the line of associates upon his arrival and he took the time to shake everyone’s hand. But what I remember was that on our tour of the property, he made it a point to acknowledge every associate as he had done in Maui.

Between my days in Maui and my time at The Henry, I have worked for other corporate hotel companies and had the chance to meet very senior staff and had them visit my properties. I can tell you that the genuine appreciation that Mr. Marriott shows on every visit to every associate just doesn’t happen in other hotel companies. And there just doesn’t seem the sense of collaboration, that “we are in this together” feeling that Marriott leaders create. The lesson here: It all starts at the top. A handshake and a smile from the Chairman may seem like a very small thing, but it certainly made an impact on my leadership style. From day one, I understood you simply can’t lead from the corner office.

I am sure many Marriott current staff and alumni have stories on how Mr. Marriott and Marriott International have affected their lives. What’s yours?

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