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How do you Create an Incredible Guest Experience? It Starts with Your Employees’ Experience

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We know how important it is to create incredible guest or customer experience. But have you been looking at it first through the lens of your employees’ experience?

All too often, we put together training programs or launch initiatives or assign e-Learning modules to employees about what we expect from them, but never stopped to ask if in fact they are satisfied. If they are having a positive employee experience. If it is justified asking them to deliver a certain experience because it is in alignment with their values.

Sadly, all too often, we ask for a higher standard for our employees than we are delivering to them.

Please hear this: There is a connection between employee and guest or customer experience. You do not have one without the other. To try is an exercise in futility.

Recently, I hosted a live event at a five-star, beautiful resort. I wanted my family to benefit from my business so I decided to host it somewhere where they could come with me and most importantly, I wanted to serve my coaching clients by giving them an incredible place to learn and reflect that would bring ease, joy and abundance into their businesses.

Good in theory. Only one problem. The people at the resort were miserable.

From the minute anyone attempted to make a reservation, they were faced with broken links, coupons not activated, long waits on hold and short-tempered agents. Was it their fault? Nope. They didn’t break the systems or show up to do a bad job.

When everyone arrived, the wait in line at the front desk was long. The reservations were wrong. People had to be moved to different rooms. Requests to bring luggage up to rooms or sign up for shuttles weren’t booked. Was it their fault? Nope. We learned most were new, they were short staffed, and the hotel was booked above capacity.

It was not unusual to see a staff member there at 8:00 in the morning, and they’d still be there at 8:00 at night. We were there for one week, and some staff and managers we saw there every single day. Not only is that not possible or reasonable but it makes me wonder, what kind of retention problem exists that you need people working there that many days?

I won’t go on, but one thing became very clear. The individuals who were the face of the customer experience were overworked, unsupported, and undervalued. How can you profess to be a five-star hotel when you don’t deliver a five-star experience to guests? And how can you be a five-star hotel when you deliver a one-star employee experience to your front-line staff and middle managers?

I may have been frustrated, but at least I got to go home. Their only options were to put up with it or leave. Are you reflecting right now on if your employees experience the same two inferior choices? It doesn’t have to be that way.

How do you create an incredible guest or customer experience that represents your brand well aligns to the employee experience? Here are four secrets:

1.What You Expect for Customers You Must Deliver to Employees

Take a look at your customer service and guest experience training. Now take out the word “customer” and replace it with “employee”. Do you live that? If the answer is no, start there. Don’t ask something of someone that you can’t deliver yourself.

Last fall I had the pleasure of speaking for the senior management team for a hospitality organization on the list of Great Places to Work. In preparation for the talk, I took their Guest Experience e-Learning training and presented my recognition talk in alignment with those seven pillars of their guest experience. They connected the dots instantly, what aligned well between the guest and employee experience, and what they needed to work on for employees. And that’s why they’re a Great Place to Work. Because they’re committed to moving the needle on the experience for all.

2. Analyze Your Data

Consider your employee feedback and customer feedback side-by-side. All too often we look at each set of data in isolation, and at different points in time. Some of the call centre owners I spoke for in March sent out an employee experience survey every day because that’s what they do for customers. Keep the pulse on both, and you will begin to see connections; when one goes up, the other is up there too. Effect one, the other follows. It’s like a two for one deal!

3. Identify Your Priorities (A Wish Doesn’t Create Change)

If you have a target and an operational priority for your customer or guest experience, also have one for the employee experience. What project or initiative will help with both? What barriers will roadblock both? What is the most important thing you need to address immediately? What is going to require longer-term effort? For example, as a recognition expert, my advice is to start with recognizing your staff in small ways, and monitor customer satisfaction scores; I suspect you will see, the more recognition you give out to employees, the more your guests will say their experience was exceptional and ratings will be higher. How do I know? Because my clients do this and cannot believe how small gestures make such a huge impact so quickly.

And by the way, rather than try to fix all of those data points in your surveys, keep it simple with just a few allowing you to make sure they’re aligned.

4. Measure What Matters

With those priorities, you will need to measure success on both the customer and the employee side. Likely the measures are out of alignment, but you can make small tweaks to bring them into alignment for frequency and initiative. There is no point in measuring something that you aren’t sure what impact it will have, or so many things that you have no time left to make small tests of change. Measure a few things well – strategically and often – and once those numbers stabilize, move onto the next priority.

The bottom line is this: your front-facing customer is going to remember how they feel with your employees, and you may never get a chance to serve them again or the cost of losing them might be so high it’s worth the work I’ve outlined here. It’s hard enough to retain top talent without depriving them of an environment where they can thrive.

If you’ve been focusing on the guest experience, why don’t you share this information with other people on your team? What other ideas do you have? Share them in the comments below!

Moving from Problem Obsessed to Solution Focused: The 5 Most Important Questions You Need to Be Asking

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As a leader (formal or otherwise), do you sometimes feel your office is a revolving door?

One problem and one complaint after another? Do you feel your office is a dumping ground for problems? Do you feel you’re left to clean up other people’s messes (and you’re busy enough with your own core work?) That by the end of your day, you have no energy left, you feel deflated and you worry all your effort isn’t leading to lasting sustainable change.

If this describes your workday, and if feels like every day is Groundhog Day, I’ve got a fix for you.

I want to share with you an evidence-based tool that will allow you to respond in a way that people feel they’re incredibly well supported without you feeling you need to pick up the pieces for them. It’s a solution-focused approach that originally came from the therapy world, but moved into organizational development and coaching. As a professional coach, speaker and trainer having introduced this to thousands of leaders, I can share first hand the transformative effect just five questions has had for busy middle managers.

As one individual shared on a recent evaluation” “If I had only learned this 20 years ago when I became a manager, I would’ve saved myself a lot of time and enjoyed my job more.”

So what are these questions? I’ll share the below and you can download them here:

1.What do you want?

When you think about yourself in a problem-solving situation and you’re trying to find solutions, is the first thing that you discover the best idea? For most people, they need to ask or be asked that same question repeatedly because typically, the first thing that we think of comes out of our mouth first. Ask what else, what else, what else? Then you will truly understand what the person wants.

2.What is already working?

This can be a tricky question to ponder if people are in the middle of a negative vortex, but there’s always something that’s working and again, consider, what else, what else, what else? Soon you will see the many things that are working.

3.What is possible?

Helping people see what they most want and what is already working, the possibilities open up and expand so we begin to offer solutions and problem solve. If you’ve ever tried to talk to someone about something that you’re frustrated about, you will know how annoying it is to have them try to solve the problem when all you needed was a listening ear. Instead, if they asked you, ‘what’s possible’ and ‘what else’ they’re demonstrating that you are the most resourceful person in the room.

4.What resources and knowledge do you already have available?

In other words, you don’t have to reinvent the wheel. What could you tap into? It is incredible what people come up with…”what else, what else, what else?”

5.What is the one thing you’re going to do next?

This question helps the individual decide the most important next step to make progress. It’s a relief to not have to come up with the “strategy” but rather one step forward. Even the most overwhelmed person can decide one next step.

It’s incredible to me when I use this in coaching conversations or in front of an audience, how people get clear on the one next step and the hope and energy they feel as a result. They know it’s going to stop the revolving door of people complaining and negatively impacting your day.

And if you want to go one step deeper, understanding how to use this in the context of people who complain a lot, while you are over on my website downloading these questions in poster format, why don’t you also download the exercise “Complain, Complain, Complain”. All of these resources are designed to help you save time and enjoy your job more!

For more great tips and insights why not  subscribe to my YouTube Channel? We have a helpful VLOG for you to help magnify your greatness in work, family and life every week!

Three Secrets to Recognition: Making it Easy to Recognize your Peers, Staff and Clients

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When I was flying back from a recent speaking engagement, I happened to be sitting beside somebody who, I learned very quickly, was an incredibly motivated middle manager. He was on the way up in his career and very passionate about his people. When he asked me what I did, I shared I was a recognition expert, he excitedly peppered me with questions.

  • What is the value of recognition?
  • How could I do more of it?
  • Given I travel so much, how can I do it from another country?

That question inspired me to create this post, because he’s not the only one who has these and related questions. For busy professionals like him, here are three essential ingredients to successful recognition:

  1. Have the tools for recognition available.

Have a stack of “thank you” cards in your office or work bag. If you are really savvy, you’ll already have them stamped with your return address! All you need to do is fill out the card, write the person’s name, and pop it in the mail. If it goes to their home, think about the impact of that for the person receiving it! What a wonderful way for them to be able to share it with their family.

I have a product, called, “FROG Kudos Cards” that some of the folks that I know, they keep two in their pocket every single day. They put them in their pocket at the beginning of the day and they find somebody to give it to, whether personally handed over or placed in one of those envelopes. Whatever your ritual is, find recognition tools that you can have handy. You are so much more likely to recognize people when the resources and tools are at your disposal.

At a recent International Conference I spoke at, after the break, one of the business owners came back with a big smile on his face. I inquired if he had taken out my homework of recognizing a colleague over coffee with a compliment card. He replied, “I actually went down to the gift shop and bought enough postcards and stamps to write a thank-you card for every member of my team and I’m sending them before I go to bed tonight.” I was so impressed! Now that is a resourceful man! If he can do it in the middle of a conference in another country, think about how much easier you can continue recognition with the tools already available!

2. Intention

When you are engaging in a discussion with your team, “How are we going to use recognition?” be intentional. Knowing what you believe will be better as a result. And be ready to break down barriers and support the converted. Be intention about making it work.

I was recently doing some work with a group that wanted to make sure that the moms and kids in their facility were able to feel valued and appreciated. They were able to talk about all the ways in which they already do it as well as some very specific strategies. That led to a beautiful conversation about how they could do the same things in their team meetings. Thinking intentionally about how you can do this daily or on a weekly with each other meant that doing it for their clients would be that much easier and more natural! When you have your team doing it, you not only have accountability, you also have greater sustainability.

3. Experiment

If you notice somebody doing something that deserves acknowledgment, don’t lose that opportunity. For example, I carry little squishy frogs in my purse. My brand is FROG – Forever Recognize Others Greatness™. When I FROG a perfect stranger, of course, handing over a little squishy frog and saying, “Have you been frogged lately?”, which can sometimes get a strange reaction, of course. I will tell them what it means and then say, “And the greatness I want to recognize in you is…” That is something I don’t plan, I just spontaneously do it in the moment.

By catching people off guard and surprising them, that’s the exponential power of recognition. It means more, because you’re surprising people. It’s something they are not expecting. This kind of surprise factor will go farther than if somebody shows up, for example, to an annual award ceremony. Spontaneously acknowledge people in whatever way you are comfortable with. How can you experiment with different ways of recognizing individuals organically in the moment? How can you take recognition efforts that are going “stale” and mix them up? You don’t have to do it alone! Think it through with others and try some things! What is the worst that can happen? Believe me, it’s worst if folks thing you don’t care and aren’t noticing their greatness.

I hope you have found this really helpful. For more recognition tools and tips daily, why not check out my Flash Briefing on Amazon Alexa. You can have an app, you can have the device and you can also subscribe to Podbean, and every day you’ll get a new juicy insight to keep your recognition going, to retain your best people, delight your customers, and of course make sure you love your job.

Why Being a Visible Leader is Essential to Retain Top Talent (and It’s Worth Your Time)

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I recently got back from speaking at an International conference in Puerto Rico. As you may recall, Puerto Rico was devastated a year and a half ago by Hurricane Maria. The General Manager at the premium Hotel where the conference was being held was a speaker, sharing what it was like being one of the surviving hotels during the natural disaster. It’s a powerful story in and itself, and I’m excited to share with you the VLOG interview I did with him next week. But let me give you a teaser:  visible leadership and every leader pitching in was essential to get through the crisis. But did that stop once the hotel was back up and running? No. I saw him half a dozen times in the week that I was staying on the property. This man knew people by name, cared about the culture of the organization, and had his pulse on the hotel every day.

This is not the reality in most organizations. Nor is visible leadership a requirement in the hospitality industry alone. For those of you who read my book Forever Recognize Others’ Greatness, we stress how it is virtually impossible to authentically and sustainably recognize your top talent unless you get out of your office and meetings. In this blog, I’m going to tell you why.

And by the way, even if you are not yet a formal leader, this post will be helpful to shape your leadership philosophy and provide some insights to align with those you report to.

But first, a confession….

Visible leadership was not always a priority for me. When I took on my first management job 10 years ago, sure I got to know my team, but being visible outside my team was not a priority. I focused on my peers. I worked hard to maintain a “perfect presence” – professional suits, high heels, scarves, and the right jewelry. Looking back, I thought that coming across with the right image built credibility. Really, I was playing a role. It was about me. What I learned with time was that what I had been creating was an us and them impression.

So I changed that. I started dressing in fewer suits and stopped cramping my toes. I spent part or all of every Friday out of the office with direct service providers who knew the answers that we on senior team didn’t have a grasp on to fix.

I learned four valuable lessons that I’m excited to share with you here. And you know what? My job got easier. I became more effective. I was more confident. I was assertive because I knew what was really going on. And I was more respected (not always popular by my peers, but they respected me more for it as did the staff and supervisors).

4 Reasons Visible Leaders Are More Effective

  1. It makes you more accessible.

You probably already are an accessible leader. People can reach you by phone, text and perhaps you also have an open-door policy. But do people feel you are accessible? Do they want to approach you? Are you around on their “turf” levelling the playing field? Are you seeing for your own eyes what they are experiencing? When you are present, you have a different leadership presence.

And it makes you think about how you do all your work as a leader differently. Recently, I received an email from one of my clients. He’s a very successful, third generation business owner. At the end of the year, he often gives a bonus to staff. Instead of mailing a cheque, however, he personally delivers them to his staff. The point is, he went to them as opposed to everyone receiving them all at one time at their holiday lunch. He went to each person individually and he recognized their unique contribution. It was more than a cheque. It was a touchpoint, one that levelled the playing field.

2. It allows you to see what’s not working.

I had this incredible opportunity to speak with a senior leader, someone who used to be my boss’s boss many years ago. Given some of the challenges in the industry she works in, she said to me, “I’ve never spent more time out of my office, at the frontline, trying to help address issues and to be a support to people. If I say it once to staff, I say it 10 times a day, we can get through this.” She’s not micromanaging, let me be clear. She’s showing up to provide visible support, asking great questions and breaks down barriers. She has never known more staff or been known by them. Now, she cannot imagine it any other way.

What a difference it makes to see a senior leader at the frontline making that statement not just from her mouth, but by physically being there, and reassuring we can get through a crisis or just seeking to understand how staff feel work processes can be improved, made more efficient, delight customers more, or celebrate small improvements made every day.

3. It gives you a chance to celebrate in the moment.

When you see people doing good things and they are working well, it allows you to take that moment, to recognize and acknowledge it. If there’s one thing I know from working alongside, doing presentations for, and even doing training for professionals, they often undervalue their accomplishments. It becomes an expectation before long, that’s the new norm. When you personally see it and go into their work environment, it allows you to take a step back and celebrate it.

I spoke for a group of hospitality senior leaders, and subscribed to their internal newsletter for two months before speaking with them so I could weave in great examples and opportunities for improvement into my speech. It became very apparent some leaders who submitted recognition that they knew intimately the great work that was happening, people’s names and the pulse of the team. Not only did this come through with their written kudos, but also describing how they celebrated it with staff and supervisors in the moment when they were on-site. Others leaders’ submissions were very high level and didn’t come across as truly knowing their people. Which leader would you follow?

4. It allows you to get to know people as people.

Visible leadership enables you to recognize what your top talent most values. If you have somebody that’s super organized and efficient, you can recognize authentically and in a meaningful way how you appreciate their organizational skills. For somebody that you notice is always smiling and greeting people, whether it be their colleagues or your customers, you’re able to acknowledge how important that is in creating a welcome environment for all. It is more powerful to notice specifics in the moment than saying, “I heard,” or, “In this survey somebody told me.” Sure, you can do both, and it lasts longer and is generally received as more meaningful when they experienced it, and were able to zoom in on what they most value.

You may be thinking, “but I don’t have time for this!” Here is how I did it. I blocked time every Friday, the whole day or part of a day, and then got very discerning about how I spent the rest of my week. If a meeting didn’t have an agenda, if my attendance wasn’t absolutely necessary, if a project didn’t have a sponsor or budget, etc, I said no. Again, it didn’t always make me popular, but I was more effective in the end because I was making a profound impact from what I was learning and how I was recognizing folks doing the frontline work that mattered most in the organization.

Looking for more great ideas? Don’t miss a VLOG by subscribing to my YouTube channel. Every week we share resources, ideas and information to help you build strong, healthy cultures. You can also forward this along to your friends and colleagues to build the rock solid organizations that deserve you!

Are You An Employer of Choice for Today’s Employee-Driven Market?

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Being aware of some of the workforce trends allows you to be responsive. Many clients of mine are from the healthcare industry, so let’s start there. Healthcare and the tech industry are the two areas with the greatest shortage of talent, and this will only exponentially grow in the years ahead.

It doesn’t necessarily mean that we don’t have gaps elsewhere. Many of my hospitality clients also experience large turnover in staff and retaining your best people is an incredible challenge. Sure, you can replace people, but do you replace them easily with the right people? To speak nothing of the high costs of orientation and training.

Remaining an employer of choice is an essential focus for you in 2019.   there to be a dramatic shift in the abundance of talent and that this shortage will remain across industries, so being a great place to work is still your best way to retain and attract talent away from the competition.  It’s similar to real estate – there’s buyers’ markets and sellers’ markets. Right now, it’s an employees’ market, not an employers’ market.

Some of my clients don’t like this so don’t address it. Like it or not, you’re already experiencing the pain from it.

When you do, the talent shortage can actually good news for you. You’re the organization who cares, who works at being a great place to work, who values and recognizes your people every day. It is okay for it to be an employees’ market because, actually, it means that people are savvier. They’re more selective. And you’re more likely to recruit them away from the competition who don’t love up and care about their people. Who are still caught up in old notions that “you’re lucky to have a job”. True, and they can get a job elsewhere; it’s time to accept this reality.

Where the Biggest Talent Gaps Exist

So how worried should you be? Well, there are some key positions that are on the rise and if you need them in your organization, workforce planning needs to be a priority. The top shortages in 2018  with the steadiest increases include:

1.Fulfillment Associates.

As we continue to see more online shopping, this is not going to go away anytime soon. I’d love to have a fulfillment associate for every time somebody buys something from my store. I get how valuable these people are.

2.Machine Learning Engineer.

These are people who know artificial intelligence. It’s only getting more sophisticated, and we’re seeing it everywhere now. If you’ve got kids, direct them into one of these areas.

3.Family Doctors.

If you speak with physicians, some will tell you that there is a surplus of doctors and that there’s no shortage. But family physicians specifically, and in some parts of the country, are in short supply, and our aging demographic will only heighten the gap. Add to this that more recent grads work of hours of previous generations, it’s also a work-life balance that doctors are craving like everyone else.

4.Manufacturing Technician.

Given how many products and services continually need to be serviced, we are creating products that stay in the marketplace longer, and so we need people to be able to fix and repair those products.

5.Technical Recruiter.

In this tech field, given that there is such a shortage, one of the most coveted roles that we have is somebody who can be a recruiter finding some of those amazing tech people.

Responding to Talent Shortages and an Employee-Driven Job Market

So what do you do to remain an employer of choice and retain great people? Here are five things that I know will help to keep and attract top talent.

1.Compensation Strategy.

Do you simply pay people what you can get by, or do you, in fact, have the intention of being one of the top payers in your sector?

This is particularly important when people make under $50,000 a year. A fulfillment associate, for example, would likely make the leap from another organization to you if you are paying in the top 25% of your sector. As soon as people make over $50,000 a year, the culture, their colleagues, and other variables rise. If you are in the bottom percentage, people will feel frustrated, resentful, and may not take a promotion if it doesn’t seem like it’s going to make a big difference in their paycheck.

2.Long-term Career Options.

I was speaking with somebody just the other day about how he continues to put forward more and more discretionary effort because he knows there’s growth potential in his company. Are there opportunities for people to move around and do interesting, meaningful work?

3.Sense of Ownership.

How much are people able to have a sense of ownership? And ownership can be conceptual, as well as literal. When we talk about ownership, this is people feeling like they have a sense of control and that they can impact the work. For example, a product has a defect, and they bring forward ideas about how to make that better and that’s valued and heard. If people see there’s a piece of garbage on the floor, they pick it up, and they will put it away because they feel a sense of ownership.  They treat their workplace like it is their own family, their own clients, their own living room. There’s a sense of ownership.

If you’re in the for-profit sector and there is actually an opportunity for employees to own a part of the company, that makes a tremendous difference in their commitment to the long-term success of it.

4.Recognition.

Be sure your people feel valued and appreciated for their unique greatness. Are they able to bring their talents, passions, and virtues, and when they do, are they appreciated? It all comes back to people doing meaningful work, that they’re valued, they’re appreciated, and that they have options.

Looking to create your own strategy to address the shortages you’re seeing your workplace? Happy to share a few additional ideas. Jump into my calendar here for a 15-minute culture consult. 

Employees with a Side Hustle: Embrace It So It Benefits You Both

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I recently had a business owner reach out to me concerned about a growing trend; many of his best employees, he had come to learn, have side hustles (i.e., they work for themselves part-time). He needed some advice to prepare for the “brain drain” when they all leave. And, how to hire “smarter” in the future so he doesn’t run into this again with new hires.

He was shocked by my answer. “You’re seeing this as a problem. But what if it isn’t? What if this is a huge opportunity?”

Dead silence on the other end of the phone.

Upon further discussion, he had no reason to believe they were about to leave en mass. He worked hard to build a strong company culture (which is why we work together), so he saw evidence they were still satisfied at work. And, there was no indication their productivity, customer experience or continuous improvement had waned.

Quite the contrary. He was seeing more innovation, engagement and collaboration.

Let’s face it. You’re at risk of losing your best people all the time: to the competition, to retirement, to an around-the-world bucket list trip, to work for themselves. If you run your business out of fear, that scarcity mentality will chip away at your relationship with employees.

You don’t want to find yourself giving opportunities to people that are “safe” because they show less industry and innovation. You don’t want to hold back information from your top performers. You don’t want to pass over people who show interest in one-day working for themselves. Not only are you going to push them down that path faster, but you also won’t get the best from them when they’re there.

Plus, the reality is, it’s the gig economy that continues to grow in Canada with about 50% of Canadians having a side hustle. It’s not new and has been steadily increasing. Seeing your best people as the competition or a problem is no way to run a company.

These folks are motivated. They’re hungry to grow and develop. They’ve got mortgages and responsibilities and reasons to stay so they are motivated to work for you right now. Embrace all the genius and passion they can bring to their career and channel it into compelling, challenging and interesting work rather than let it go to waste.

When we shift from that scarcity mentality to considering how to leverage our best from our side hustlers, keep these three things in mind:

1. Don’t Assume

Dump the assumption your intellectual property (IP), client list or productivity is at risk. Assume you have nothing to worry about. Let go of the emotional energy and mindset attached to negative views of industrious employees, and instead give them a reason to stay. Many people will never go into business for themselves full-time for various reason including they don’t want to! Don’t worry that your best people, your rising stars and your top talent become your competition and continue to nurture the relationship with health and vitality.

2. Don’t Give Them a Reason to Go

If there is no reason to go, because the pay, security, interesting work, flexibility, team collaboration and the overall great place to work is so compelling, they may always keep their gig as a side hustle and that’s how it will stay. I know lots of professionals who dream of starting their own business one day but worry they’ll miss their colleagues, paycheque, and customers too much. Some try going out on their own and them come back as it wasn’t as good as they had it working full-time for their employer. Keep making it a great place to work and value your best people so they see more reasons to stay than to go.

3. Don’t Undervalue Them

Your recognition efforts matter. When people feel valued and appreciated, whether it be by you, their colleagues, or your customers, they are more likely to stay. Entrepreneurship can be a very lonely business, and even if you’ve never worked for yourself, you can imagine it being so. You don’t get confirmation you’re on the right track, let alone recognition, nearly as much as you do at a great place to work. Continue recognizing your people and make sure that they know how meaningful their contributions are. Give them opportunities to grow, develop and do meaningful work. Ensure they know how their work makes a difference in the customer experience, bottom line, and vitality of the business. The more they see how they fit and how the organization would be lost without them, the more likely they are to stay. And if they do go, the more likely they’ll help to find a great replacement for their role through their connections. Unhappy people aren’t recruiters, but ambitious, innovative hustlers have a network of people ready to fill their big shoes.

Are you facing some of these challenges in your workplace with a high flight risk of great people? Is retention a challenge? Are you unsure how to take your organizational culture to the next level where it’s too compelling for folks to leave? Let’s have a virtual coffee and a chat, to further explore solutions and opportunities.

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