In my time with Ritz Carlton, I had countless opportunities to offer service to our guests that was above and beyond. I always wanted to incorporate my philosophy of promoting what I call DNA into everything that I did. DNA to me is an acronym for Different New and Attractive. I will share many stories with you regarding such experiences.
One Saturday night I was working the front desk on a very busy night when a guest (I'll call Tom) who was already in the hotel approached the check in area. I greeted him and noticed he was only wearing a white shirt and well colored tie. Tom asked if his dry cleaning came back from the cleaners. I checked the log and then called housekeeping to check on why his sportscoat hadn't been delivered to his room as it was already well past 6pm. The attendant noted the item had not returned and that it was likely forgotten at our third party facility. Without hesitation I asked him what size his jacket was and Tom stated that he was a 40 Regular. I ran around the desk and before I got to him, I had my jacket off and in my hands. Tom was wearing navy slacks and I had one of my favorite navy suits on myself. I told Tom to try this on and that it was a 38 Short but since he was smaller than I was, he would likely fit just fine in this jacket. I helped him slip it on and was in disbelief... my jacket fit him better than it had me. (I won't tell my tailor of course. He's amazing!)
I told Tom that he should wear this and simply return it to the desk when he checked out the next morning. I would be there to ask him how the evening went of course. I saw him the next morning as everyone from the weekend was checking out and he and his wife were elated in how the Ritz Carlton performed for them this weekend. We dropped the ball on one front but picked it up and ran for a touchdown on the recovery side.
My manager asked me Saturday night at one point where my jacket was as I had only a white button down on and my big thick red tie. I responded that I didn't think twice as Tom was in distress and he and I were the same height and build so to speak. She quipped that perhaps a trip to the laundry and uniform room of all associates would have been better. Unfortunately the uniform room only had black suits (not navy). I knew that I made the right decision and that it cost the hotel almost nothing (just a cleaning for me) and they have a guest for life who likely did the same thing I am doing now-- sharing positive experiences that lead to long term loyalty and of course more revenue.
Wednesday, April 15, 2020
Wednesday, April 8, 2020
A New Common Problem
We have all been impacted in some shape or form by the #Covid19 pandemic in the last few weeks and it's hard not to know someone who has fallen ill or even passed from complications associated with the virus. My article today isn't to focus on the pandemic itself or share breakthrough medical science but more to focus on how the virus has impacted the business that I do.
In the initial weeks of the impact on US soil, I met with my business partner to analyze what was known of the virus and its impacts along with developing a strategy on how to move our operations through this unchartered territory. We discussed financial impacts by way of loss of hotel revenue, theaters and entertainment venues being closed, festivals being cancelled or rescheduled, and staffing models to adapt to these impending changes that were only weeks if not days away. We examined existing operations, future operations, processes, and even some down time improvement plans.
Overseeing operations at six hotels and other sources of revenue requires that I have a large support team of both onsite personnel as well as support team members and managers to cover a 24/7 business. I knew that if the #hotels closed that my operation would hit a standstill. The same would be said about the Saints if Sean Payton, Drew Brees, and Michael Thomas weren't on the Saints roster. Just like with my days of emergency management, a plan of action and response was needed for when the effects were felt. Most companies and corporations have a #HumanResources team to notify employees of the situation and further communicate furloughs and layoffs. My HR manager is phenomenal at what she does but I knew that I could handle this task of constant communication and dissemination of information specifically relating to my operations. She handled her end when it came time to company wide communication. Companies have other departments to share the load. In this business it's up to our small corporate team and often myself to get it done.
I've always been exposed to #coaching/ #counseling sessions to help struggling team members and have also been on the side of having to terminate when needed. Unfortunately in #hospitality this occurs more often than one would think. When I realized that we couldn't just downsize by 20% when one or two hotels closed and that we would need to shut down completely, my heart dropped. Most of my 45 team members are hard workers and give a lot to get the job done but to have to tell my entire team that we would be suspending operations for an undetermined amount of time, I initially struggled. This wasn't a time to motivate the middle and drop the bottom. I held as many 1 on 1 sessions as I could but then decided to invite the remainder in for a meeting. We were beyond slow for that day and the mood was somber. Some knew as they'd heard it from others but the rest thought it was business as usual with some small changes. When I opened the meeting, it was difficult to communicate the unknown about the virus and the future of the company. I stuttered and showed emotion (to a bunch of guys who would never reciprocate). I found that my spiel was compliant as far as business is concerned but I really had to relate to them. I had to explain what was happening in our business could very well happen to them at home. And then it hit them... like a ton of bricks. They grasped the reality of the situation. We were closing-- not for good but to PRESERVE our #assets so that when this "thing" passed, there would be a #company to return to. If we kept them "working" with little to no revenue coming in, then we would spend all of our #money and have nothing to come back to when it was over.
Since then, I wake up each day and work with our corporate team to strategize our current state, examine our future, and strategize knowing that anything could change and send us right back to the drawing board. I use this extra time each day to get some home improvement projects done, but also to analyze how I did business and brainstorm new processes and strategies to make us better than we were. We have room to grow as do all companies and operations. But to take a 4-6 week vacation and not seek ways to be better would be foolish and ignorant. I do not strive to be either and won't start now. We have provided resources to our team members to make sure they can do what they can to live their lives. I check in on them from time to time and some call me to see when we will come back. We make a plan each day, see effects that impact our plan, and then work towards new solutions to counter those effects. Great managers do this. You already knew that.
TripAdvisor and Travel & Leisure magazine designated New Orleans as a top travel destination two years in a row. We have this because we handle tourism, sports, events, and just about anything else better than anyone in the world. Our government leaders issued Stay at Home directives to get in front of the spread of this virus. These were tough decisions that had to be made to secure our way of life, our country, our economy and so on. I made hard decisions too because if I waited any longer, there may not have been anything to come back to. I am a #hospitalitier for my team, for my city, for my industry and WE WILL BE BACK AFTER THIS. Will you?
Photo Credit: Center of The American Experiment
In the initial weeks of the impact on US soil, I met with my business partner to analyze what was known of the virus and its impacts along with developing a strategy on how to move our operations through this unchartered territory. We discussed financial impacts by way of loss of hotel revenue, theaters and entertainment venues being closed, festivals being cancelled or rescheduled, and staffing models to adapt to these impending changes that were only weeks if not days away. We examined existing operations, future operations, processes, and even some down time improvement plans.
Overseeing operations at six hotels and other sources of revenue requires that I have a large support team of both onsite personnel as well as support team members and managers to cover a 24/7 business. I knew that if the #hotels closed that my operation would hit a standstill. The same would be said about the Saints if Sean Payton, Drew Brees, and Michael Thomas weren't on the Saints roster. Just like with my days of emergency management, a plan of action and response was needed for when the effects were felt. Most companies and corporations have a #HumanResources team to notify employees of the situation and further communicate furloughs and layoffs. My HR manager is phenomenal at what she does but I knew that I could handle this task of constant communication and dissemination of information specifically relating to my operations. She handled her end when it came time to company wide communication. Companies have other departments to share the load. In this business it's up to our small corporate team and often myself to get it done.
I've always been exposed to #coaching/ #counseling sessions to help struggling team members and have also been on the side of having to terminate when needed. Unfortunately in #hospitality this occurs more often than one would think. When I realized that we couldn't just downsize by 20% when one or two hotels closed and that we would need to shut down completely, my heart dropped. Most of my 45 team members are hard workers and give a lot to get the job done but to have to tell my entire team that we would be suspending operations for an undetermined amount of time, I initially struggled. This wasn't a time to motivate the middle and drop the bottom. I held as many 1 on 1 sessions as I could but then decided to invite the remainder in for a meeting. We were beyond slow for that day and the mood was somber. Some knew as they'd heard it from others but the rest thought it was business as usual with some small changes. When I opened the meeting, it was difficult to communicate the unknown about the virus and the future of the company. I stuttered and showed emotion (to a bunch of guys who would never reciprocate). I found that my spiel was compliant as far as business is concerned but I really had to relate to them. I had to explain what was happening in our business could very well happen to them at home. And then it hit them... like a ton of bricks. They grasped the reality of the situation. We were closing-- not for good but to PRESERVE our #assets so that when this "thing" passed, there would be a #company to return to. If we kept them "working" with little to no revenue coming in, then we would spend all of our #money and have nothing to come back to when it was over.
Since then, I wake up each day and work with our corporate team to strategize our current state, examine our future, and strategize knowing that anything could change and send us right back to the drawing board. I use this extra time each day to get some home improvement projects done, but also to analyze how I did business and brainstorm new processes and strategies to make us better than we were. We have room to grow as do all companies and operations. But to take a 4-6 week vacation and not seek ways to be better would be foolish and ignorant. I do not strive to be either and won't start now. We have provided resources to our team members to make sure they can do what they can to live their lives. I check in on them from time to time and some call me to see when we will come back. We make a plan each day, see effects that impact our plan, and then work towards new solutions to counter those effects. Great managers do this. You already knew that.
TripAdvisor and Travel & Leisure magazine designated New Orleans as a top travel destination two years in a row. We have this because we handle tourism, sports, events, and just about anything else better than anyone in the world. Our government leaders issued Stay at Home directives to get in front of the spread of this virus. These were tough decisions that had to be made to secure our way of life, our country, our economy and so on. I made hard decisions too because if I waited any longer, there may not have been anything to come back to. I am a #hospitalitier for my team, for my city, for my industry and WE WILL BE BACK AFTER THIS. Will you?
Photo Credit: Center of The American Experiment
Sunday, April 5, 2020
Back from Vacation
Welcome back to my page. For those who were following, I apologize for my absence. It's been a very productive and exciting year in New Orleans that pulled me away from social media and consulting. As business has completely stopped, I am making it a point to return back.
Thank you for following me and I look forward to sharing my experiences-- new and old-- and being active in the community again.
Thank you for following me and I look forward to sharing my experiences-- new and old-- and being active in the community again.
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