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