I can’t tell you how often I have heard phrases such as:  “It’s not my job”,  “I have accountability without authority”, “my role is unclear”, “I am just doing what I was told I should do”.  

In today’s business climate I believe that the quality of customer service will make or break a business.  Many internet driven businesses have recognized the value of having a “live chat” or an individual on their staff to personally talk with. 

We, at Starquest, have been encouraging all of our clients to help each employee recognize, that regardless of their stated role, they can make a huge difference based upon how they relate to the role that they have rather than the role in and of itself.  So instead of thinking that you are “just the receptionist” consider the possibility that you are really the “Director of First Impressions” and that the spirit you bring to the job you do is far and above more important than how many papers you filed during the day.

Here are two questions you can ask yourself, as an employee, every single day:

1. What more is wanted or needed that I could give to help our organization move forward?
2. What spirit could I bring that would be memorable?

You are not always in control of the role that you have been given however the way you play your role is definitely within your command.   People who have internal thoughts about being underpaid will likely bring an obligatory or even a resentful spirit to carrying out their responsibilities.

Nike’s slogan is:  “Just do it”

Our slogan is:  “just bring it.

As we launch into a new year together let’s work together to upgrade our attitude about what it is we do on a day to day and even a moment to moment basis.  A minor role or a memorable role?  The choice is ours and in each moment.

As many of you know I have been a TEC/Vistage speaker for about 11 years.  After delivering about 425 presentations to groups of CEOs you would think I would have seen just about anything right?

 One of these presentations required my business partner and I to catch a seaplane from Seattle to Roach Harbor in the San Juan Islands.  Burton, when he joins me for these presentations, always brings a scientific approach to some of his demonstrations.  It’s like watching Mr. Wizzard a hold a group of CEOs spellbound for a few moments as he demonstrates the power of quantum physics or bound layer drag right before our very eyes.

 One such demonstration involves filling up a glass of water such that the water level is actually higher than the rim of the glass.  Well as I am sure you can imagine this leads to all sorts of interesting conversations about pushing beyond self imposed limits etc.

 One of the concepts we were exploring with this group involved the impact that our beliefs had on behavior and results.  One of the most illuminating experiences is when someone in the room actually demonstrates one of the concepts we are talking about.  Mid way through our discussion the chair person of this particular group, being worried about this glass of water filled beyond the brim possibly spilling all over papers nearby, quickly tried to reach for the glass and remove it.  The problem was that his movement was so jerky that he actually knocked the glass of water over and the thing he was afraid of actually occurred. 

 How often does this dynamic occur in our lives?  I am afraid of not making the green light about 300 yards away.  In response to my fear I take my foot off the gas pedal causing me to drive slower and actually get a red light by the time I reach the intersection.  Had I just maintained the same speed I would have caught the green light.

 Whatever we believe in structures how we interpret data from our environment.  We are further driven to act in a certain manner which produces a result all of which validate the underlying belief or assumption.

 Pay attention to any results that have been consistently occurring in your business that you are less than thrilled with.  Consider the possibility that there may be some underlying assumptions or beliefs involved that are driving your focus, thoughts, and action steps.

There is this very cool boutique hotel that I have stayed at monthly for the past year called the ZaZa.  The décor is very eclectic and I have developed some relationships with a few of the staff that make my visits extra special

There was, however, one aspect of the hotel that was less than satisfying:  the service at their restaurant.  I had, unsuccessfully, attempted to give input to various managers yet their demeanor was usually defensive so I gave up any hope that substantial change would occur.

During a recent visit a couple of months ago a gentleman with a commanding presence introduced himself to me, having overheard one of my “coaching conversations” with one of the hostesses whom I had befriended.  He was the new general manager of the property and asked me to go into greater depth with him regarding my concerns about the service.

We spent two hours together.  I felt truly received and had confidence that he would, indeed, cause a transformation to occur at the property.

During my visit to ZaZa last week we ran into each other and he encouraged me to have breakfast at the restaurant.  Previously, the service was so bad, I would call ahead and order my oatmeal so that it would be ready by the time I got downstairs.  Mathew, The new GM, knowing my strategy encouraged me to take a “risk” and try out the renewed service.

As you might suspect the wait staff had a better attitude, a kick in their step, the oatmeal was delivered in a timely manner and Mathew had delivered on his promise.

I had told Mathew that since I was planning on being a guest at his property for the next year that I would “partner” with him to support the process of transforming the hotel.  I offered to deliver a 3 hr. pilot program on Cultivating an Extraordinary Customer Service Culture and he made several generous offers in return.  He further requested that I give him timely and candid feedback during each visit.  He has since sent me an e mail thanking me for my input and letting me know the specific ways in which he has already implemented some of my suggestions.

I had finally decided to practice what I preach:  To turn complaints into opportunities for contributions.  It is fascinating what occurred the moment I declared that I wanted to be a conduit for improving the service at the hotel instead of just complaining -   Mathew appears.

I can now, without reservation, strongly recommend the ZaZa and look forward to each subsequent stay knowing that they are on a track for continuously improving.