| Does your staff really know and understand what you | | | | enhance service, it just appears we are trying to push |
| are talking about? If the company directive is to | | | | things on the guest:"Would you like to upsize your |
| improve speed, does the staff understand doesn't that | | | | meal?""You don't want to upsize your meal, do |
| mean sacrifice quality? Often times as leaders, we | | | | you?""We have to mention the upsize, or it's yours |
| know what we mean, but the managers and staff | | | | free, so do you want it upsized?" |
| might have a very different idea. Did you know the | | | | As mentioned in previous columns, more effective |
| word 'set' has over 460 different definitions?While | | | | sales lines are:"We feature two [or three] sizes of |
| attending a CHART conference last year, guest | | | | value meals, which would you prefer?""You can have |
| speaker Shep Hyken had the group write down nine | | | | the meal with fries and a drink or a side salad and a |
| words they associated with the word 'run.' He then | | | | drink, which would you like?""We have the large size |
| had us compare lists with one other person. A simple | | | | meal for $5.49 or you can save 49 cents and get the |
| word we all know, but the majority of the group | | | | regular size meal-which would you like to order?" |
| matched either none or one word with the other | | | | The local specifics need to be given. Don't create |
| person. The point of the exercise? Be specific with | | | | robots-provide multiple options so your frontline |
| direction and guidance.For example, when the direction | | | | employees aren't spouting mechanical, scripted sayings. |
| is 'greet the guest,' the staff could interpret that as:"For | | | | Many of your staff members have personality-let it |
| here or to-go?""Next.""Can I take your order?""Delivery | | | | shine! Provide guidelines and boundaries similar to |
| or carry-out?" | | | | teachers who are in charge of the playground at |
| While it might appear to many that these phrases are | | | | elementary schools. Certain rules can't be broken, but |
| 'greetings,' they aren't the ones you want your people | | | | as long as they stay within the parameters, they can |
| using-not if you're trying to enhance service, anyway. | | | | have fun!Sound simple and logical? Sure. But is it |
| The staff, however, hears these at many of the | | | | commonly practiced? Think about tying your shoes. A |
| competitors and believes this is the way to properly | | | | very easy task we have done tens of thousands of |
| greet the guest. Similar scenarios happen for | | | | times in our lives. But those with children know how |
| suggestive selling ("Anything else?," "You don't want to | | | | hard is it to train someone how to tie their shoes. Quite |
| upsize that, do you?," "Is that all?"), delivering the food | | | | a daunting task. Additionally, people learned differently |
| ("Here's your food," "#54," "Burger with fries."), and | | | | as children so one parent might show them one way |
| thanking the guest ("Next," "Wait over there," and "..." | | | | they learned and the other parent another-another |
| silence).As leaders you must think globally and focus | | | | example of two right ways to achieve the same goal. |
| on the 10,000-feet view of operations-the higher up the | | | | The result? A confused child. If all else fails, buy the |
| corporate hierarchy, the bigger the picture and focus. | | | | shoes with Velcro.Same holds true in restaurants. |
| Don't forget, however about acting locally. Provide the | | | | Manager A directs the employee to do a process one |
| global direction (enhance service, increase speed, | | | | way while Manager B directs the employee to do the |
| lower costs) and follow up with local specifics so the | | | | process another way. If both ways are "right" (i.e. |
| front-line staff executing the direction understands | | | | acceptable), let the employee use the method they |
| specifically how it does be done.When trying to build | | | | prefer as long as the desired result is achieved. Think |
| speed, it is simple to put a timer facing the guest (either | | | | globally, but act locally-your employees and guests will |
| on the POS terminal, drive-thru) or have a delivery | | | | appreciate it.T.J. Schier is service professional, |
| guarantee to create a sense of urgency in the | | | | consultant and speaker with over 20 years experience |
| employees. If the employees hear "Deliver food | | | | in operations and training. Founder and president of |
| faster," they can certainly hit that goal, but if they don't | | | | Incentivize Solutions and podTraining, T.J. has helped |
| also understand the food has to look great, follow the | | | | numerous clients enhance their service and training |
| recipe, and meet the quality standard, you fixed one | | | | programs and spoken to tens of thousands of |
| problem but created another (one probably even more | | | | managers, franchisees and operators in various fields. |
| damaging to the guest).Putting a guarantee message | | | | Visit for more info motivating today's employees, |
| on the register ("If we forget to suggest to up-size | | | | training today's generation and delivering outstanding |
| your value meal, you receive it free") will certainly | | | | guest service; or a unique new system and the |
| ensure the cashier or drive-thru attendant suggests | | | | foundation of 'i-learning' - using the device of today's |
| items, but if they are saying the following, it doesn't | | | | generation, the iPod - to train your workforce. |