them see how what they do matters. They thrive in an atmosphere of change—not because of change itself, but because they get to put their mark on the future.”4
This idea that “finding meaning” in work is important for this generation is also expressed by Lee Caraher in her book, Millennials & Management: The Essential Guide to Making It Work at Work. In it, she has prescriptive advice for managers who want to get the best work out of their millennial employees:
[Managers] should be able to answer these questions:
1. This job exists to:
2. My job is to make sure that:
3. If I wasn’t here, this is what wouldn’t happen:
That last step, the individual’s immediate picture—why “I” make a difference—is critical. It may seem excessive, I know, but if people understand their purpose within the bigger vision, if they can tie their day-to-day work to making a difference, then work goes a bit more smoother and more efficiently, with better output and good morale all the way around.5
Whether common characteristics of the millennial generation are labeled “core competencies” or “intrinsic values,” they significantly affect the workplace. Managers who want to engage this generation must recognize that giving clear, unambiguous instruction and feedback is as essential as realizing that the old “command and control” hierarchy is not a good fit for people who grew up Googling answers on a computer instead of asking an authority figure. Understanding that there truly are differences in the way this generation works and interacts compared to previous ones also means acknowledging that different techniques to teach, nurture, and manage them are required compared to earlier generations, whether they are working in a hospital or a hotel.
Let’s face it: for all the benefits technology brings, hospitality as we have defined it is not in the mix. This means ongoing, purposeful customer service training is required. Whether they’re working in an independent pizza parlor or an organization of eighty thousand employees, millennials have to learn to appreciate the value of hospitality without relying on the older practices of mentoring and apprenticeship, a change that is only going to become more pronounced as they rise to leadership positions throughout the service economy. This is a problem because the new workforce has less exposure to the customer’s need to be recognized, appreciated, and respected, especially given the challenges posed by technology when it comes to personal interactions.
Most best-in-class organizations in this book understand that younger employees are less likely to have an inherent understanding of how to manage direct relationships over time. This means that in addition to accepting the value of efficient product delivery, businesses must teach their employees communication and relationship-building. (As the businesses profiled in this book have done, and done well.)
Of course, many service sector organizations have a training program of some kind, but new employees do not necessarily have the same tools at their disposal to establish a culture of exceptional service that previous generations had. At the same time that there’s been an increase in formal customer service training programs in most companies, there has also been a decrease in what I’d call “informal” customer service training. In the past, experienced employees passed their knowledge to the next generation of workers, so even after the week or two of training ended, there was still plenty of on-the-job instruction. Although many factors have contributed to the decrease in informal training, the consequences will continue to be felt for years due to this large demographic switch.
All of which is to say, the organizations that can harness the energy of millennials and master this challenge will increase customer loyalty and profits.
Accountability: Where the Rubber Hits the Road
Throughout the examples in this book, we will see the motivations and associated habits of great leaders. Each of them has a unique story, but they all share certain common traits. In the end, there are five characteristics that seem to weave in and out of each story: authenticity, accountability, culture, community, and vision. These values manifest themselves in hiring practices, training routines, performance reviews, corporate communication, and beyond.
Not all of these traits are easily mastered, however, as Susan Salgado, the hospitality consultant, explains, “Leadership is where the rubber hits the road, and where we see the most clients struggling with it is in accountability. They’ve got a vision of what they want the customer experience to look and feel like, but they are not good at holding people accountable to that.” It’s not surprising to hear that accountability is important, but, as you will read throughout the book, these leaders seem to hold themselves to a higher standard of accountability than others I have met. They recognize that vision alone is not an adequate substitute for consistent behaviors that support their vision.
One story that comes to mind from the book is from Richard Coraine, chief of staff at Union Square Hospitality Group, one of the country’s largest and most acclaimed restaurant groups. He likens accountability to cleaning a kitchen. You tell an employee to clean the kitchen, and the dedicated employee thinks he’s done an excellent job. Then, you run your finger under the counter and find it dirty and wonder why the employee thought the kitchen was clean when it obviously wasn’t. But, you, the manager, did not explain to the employee what you meant by a “clean” kitchen at the outset. As a result, you are disappointed, the employee is frustrated, and the kitchen is not clean. Who is to blame?
Great leadership requires a consistent embrace of behavior that begins and ends with accountability. Especially in an age where younger employees are less likely to trust authority and are looking for a collaborative work environment, it is imperative that leaders consistently deliver authenticity and accountability in the workplace. As you will read in example after example, when employees feel like there is meaning and accountability throughout the organization, they will deliver exceptional service to customers.
You Need the Right Tools
Some businesses in the hospitality sector, including hotels, restaurants, and coffee shops, have developed a methodical, data-driven structure to the steps of service in order to retain customers and increase profits. You as the customer don’t realize any of this; all you know is that these businesses deliver memorable experiences not just occasionally but all the time. They’re the places you come back to again and again because you know you’ll experience excellence, no matter where or what time of day you arrive. Many of these tools have existed since the first days of the modern restaurant 250 years ago, when the first restaurants were called Maisons de Santé or “Houses of Health” in Paris. However they developed, they continue to play a large role in satisfying you as a customer.
I believe that harnessing the tools of the hospitality sector and applying them purposefully to other aspects of the service economy, such as medical and financial institutions, online retailers, and telecoms, will not only help companies develop formal training practices but also lead to a return on investment (ROI) with increased profits.
This book will begin by exploring the origins of customer service. It will then review some of the key components and models of quality service delivery, and then it will discuss the best practices with industry leaders throughout the service economy. You will read about how great organizations hire the right employees for their culture, motivate and train their staff, and set up structures to ensure great service, whether they employ thousands of people worldwide or a few hundred in suburban Chicago. You’ll see how investments in training have paid off with increased loyalty, revenue growth, and, ultimately, increased profitability.
As Susan Salgado puts it, “It’s not like it costs money to do this. We’re talking about how we treat people, and it’s not necessarily about throwing free stuff at them. It’s not going to decrease your productivity. In fact,
