Archive for April, 2018

Make It Sparkle!

Sunday, April 29th, 2018

When one considers all of the things that go into making a your hospitality operation distinctive and appealing to its guests or members, one of the most visible is its cleanliness.  Whether a facility has its own housekeeping staff or contracts with a cleaning service, cleanliness is an essential element of a quality operation.  As with any other aspect of quality, standards must be defined and ensured.

The following list includes some of the essential areas that must be monitored for a high level of cleanliness:

Entryways are one of the most visible areas of the facility through which every member or guest will pass and often make the first impression of any visit.  Sidewalks and pavers must be constantly blown or swept.  Cigarette butts must be policed continually; trash or butt cans must be cleaned and emptied frequently.  The entry door must be appealing.  Smudges and handprints on glass doors or sidelight windows are unsightly and require constant wiping.  The doorsill or plate has edges and grooves that collect dirt and debris and is often overlooked.  Entry walk-off mats need to be removed and cleaned daily.

Restrooms are areas where members or guests expect the highest level of sanitation and cleanliness.  They are used constantly and need constant attention.  Sinks and counters need to be wiped down.  Mirrors get spattered and must be cleaned.  Trash cans, particularly on busy occasions, can overflow with hand towels and waste.  Supplies must be checked and replenished as usage levels dictate.

Dining Rooms and Bars, because of the food and beverages served, must be kept clean and “appetizing” at all times.  Trash cans must be emptied frequently, wiped down, and sanitized to avoid offensive odors.  Carpets around tables and chairs receive spills and dropped food items.  They must be vacuumed thoroughly on a daily basis and shampooed with some frequency.  The furniture itself must be cleaned daily to prevent food buildup.  Young children can make a mess of highchairs.  These must be cleaned and sanitized after each use.  Menu covers can quickly get smudged and grimy and should be cleaned or replaced often.

Lobby or Seating Areas often have large overstuffed furniture.  These should be vacuumed daily, particularly the cushions which collect dust and debris, under cushions, and along raised seams.  Tables and bookshelves need to be dusted daily.

Picture Frames, Paintings, and Window Molding need frequent dusting and are often overlooked, particularly if high on a wall.

Windows allow light to enter and Mirrors reflect that light.  Often one doesn’t notice how dirty they can get until light hits them in a certain way and this will most certainly to be noticed by members or guests.

High Ceilings, Chandeliers, and Ceiling Fans give dramatic effect, but are the perfect place for cobwebs and dust to collect.  Inspecting with a keen eye and the use of a telescoping duster should be a daily habit, particularly in food service areas.

Verandahs and Porches require the same discipline, but even greater vigilance given their exposure to the elements and outdoor bugs and spiders.

While not as visible, Sanitation is of even greater importance given the health and hygiene implications.  A recent television report claimed that tests had shown that the handles on grocery carts harbored more germs than toilet seats.  While hospitality operations don’t use grocery carts, the undeniable implication of this story is the near universal transmission of germs by people’s hands (and this takes on even greater importance in light of the recent flu season).  A further story had a doctor saying that the most effective habit in avoiding the flu was constant hand washing.

These two stories combined point out the necessity of using disinfectant cleaners on any surface touched by human hand.  Some surfaces that readily come to mind are door knobs and handles, banisters and railings, flush handles on toilets, sink handles, armrests on chairs, bar and table surfaces, water fountains, ice machines, dish or glass washers, or any other surface or place frequented by members or guests, and employees – particularly those employees who handle food and drink.

Paying attention to these issues of cleanliness and sanitation will go a long way in creating the very real impression of a quality operation.  While the housekeeping staff or contractor is charged with the tasks of cleanliness and sanitation, it is still the managers’ responsibility to establish the standard and to ensure it is met.  Making all employees aware of the need for a clean and sanitized operation, and providing the necessary tools and training for each department to clean whenever there is spare or down time, will ensure that everyone recognizes the shared responsibility of keeping your facility clean.

And giving it that extra sparkle will help your operation and reputation shine!

Thanks and have a great day!

Ed Rehkopf

This blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking hospitality managers throughout the country and around the world.

Guiding Principles and Operating Standards

Sunday, April 15th, 2018

Some time ago I blogged about a Culture of Service and the need for constantly reinforced organizational values.  Among those values I suggested the need for principles and standards to guide the enterprise.  Here’s one attempt to define the underlying values of an organization:

GUIDING PRINCIPLES: Principles that guide the conduct of our business!

  • Proactive leadership with service-based philosophy. Our leadership is active and engaged, while strictly adhering to service-based leadership principles (per Leadership on the Line).
  • Forward-thinking, professional expertise. Our professional knowledge should not only be up-to-date, but should be constantly looking ahead for cutting edge concepts and practices.
  • Proven management and operating systems. We utilize proven management practices and operating systems to efficiently organize and operate our club.
  • Sound planning and effective implementation. All of our projects and tasks must be planned thoroughly and implemented completely.
  • Innovative programs, continually reviewed. We offer innovative programs and we continually review them to make improvements.
  • A commitment to staff development and empowerment through formal, ongoing training. We operate in a detail intensive business and can only achieve excellence by thorough training and retraining.  Employees must be empowered to succeed and to solve member/guest issues whenever encountered.

OPERATING STANDARDS: Standards that form the basis for our operations!

  • Our vision and goals are articulated.  Our Club Strategic Plan lays out the long term goals for the operation.  Club Annual Goals are prepared as guides and targets for accomplishment.  We put them in writing to formally commit ourselves to their accomplishment.
  • We are uncompromising in our commitment to excellence, quality, and service.  To serve the highest echelons of our community, we have to set and commit to the highest standards.
  • Authority and responsibility are assigned and accountability assured.  Managers are assigned both the authority and the responsibility to direct their areas of the operation according to our highest standards.  These individuals are held accountable for their results.
  • We embrace innovation, initiative, and change while rejecting the status quo.  We seek continual improvement in all aspects of our operations.
  • Standards are defined, operations are detailed in written policy and procedure, and we seek continual improvement of products, services, programs, and operating systems.  Written standards (or the expected outcome of our “moments of truth”) for our products and services are detailed in written policies and procedures.  We seek continual improvement in these.
  • Member/guest issues are resolved politely and promptly to their complete satisfaction by our empowered employees.  No explanation needed.
  • Constant communications and feedback enhances operations and service, while problems and complaints are viewed as opportunities to improve.  We can never communicate too much or too well.  Informed employees are better employees.  Problems brought to our attention allow us to focus on solutions.
  • We benchmark revenues and sales mixes to evaluate members’ response to products, services, and programs, and we benchmark expenses, inventories, and processes to ensure efficiency and cost effectiveness.  We must pay close attention to what our members are telling us by their spending habits.  Benchmarking and analyzing expenses, inventories, and processes help us be more efficient.
  • We ensure clean, safe, well-maintained facilities and equipment while safeguarding club assets.  A good bottom line is only one measure of our effectiveness; we must also take care of all club facilities and safeguard their assets.
  • We acknowledge each operation as a team of dedicated individuals working toward common goals and we recognize the ultimate value of people in everything we do.  While each employee has his or her own duties and responsibilities, every member of our staff is important and works toward the common goal of understanding and exceeding the expectations of our members and guests.  Ultimately our business is about people and they must be valued and respected wherever and whenever encountered.

By themselves such statements have little value.  But by the  consistent example of management and the constant reinforcement to all employees these values are elevated to an animating spirit that permeates the organization.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.

Service-Based Leadership – It’s Just Common Sense

Sunday, April 1st, 2018

I recently read an Internet-posted news article entitled, “Disney Offers Customer Service Training.”  Written by Adrian Sainz, the article talked about Miami International Airport employees taking customer service training from the Disney Institute, a division of Walt Disney Company set up to teach its principles and practices to other companies.  Let’s pick up on the story.

“Now the Institute has taken another client: Miami International Airport, which many travelers will tell you needs customer service training like an airplane needs wings. Surveys rank its service among the nation’s worst. The airport’s terminal operations employees are taking classes taught by Institute instructors, learning leadership practices, team building, staff relations and communication skills-many formulated by Walt Disney himself.

“Disney takes great pride in ensuring a fun time and repeat business, mainly by emphasizing customer service and attention to detail while trying not to appear too sterile or robotic.

“Early in the training, a handful of Miami airport managers visited the Magic Kingdom, where they were shown examples on how paying attention to detail and removing barriers were integral in making guests happy and keeping them informed.”

The article went on discussing various techniques used by Disney to enhance customer service.  While I found this discussion somewhat interesting, it was the reader comments posted below the article that caught my attention.  Here they are (emphasis added is mine):

1st Posted Comment:  “I work for a medical practice in Georgia that sends a few of their employees to Disney for training each year. Our patients (guests) really responded well to our new customer service guidelines. However, management really needed to attend the training as well as the regular employees. They became complacent in their ‘ivory tower’ and expected all of us to treat the patients well (and of course we did); however, management needed to extend the same courtesy and good manners to their employees. In the past 3 months the company has had record turnover and still harbors a large disgruntled employee pool. No idle words …. ‘Treat others the way you would want to be treated.'”

2nd Posted Comment:  “When we returned, all 1st level management (the ones dealing with the customers) were asked to implement the Disney experience in our daily activities. To this day we have weekly meetings with our senior management to report how our teams are embracing the changes. Unfortunately many of the associates treat it as ‘the flavor of the month’ program to improve customer satisfaction. We are still trying to make a culture change with our staff.  The most unfortunate part of the Disney experience was that although our senior management went along on the trip, I am yet to witness the impact it had on them when dealing with us 1st level managers.”

ed-jpeg-43rd Posted Comment:  “I agree with the posters who feel that senior management should lead by example and treat their subordinates with dignity and respect. It just seems like common sense, that when employees are happy and feel well treated, this will filter down to the way they treat the customers. Everyone in an organization deserves to be treated well and this makes for optimum performance.”

Three of the four postings by readers made the same point about management.  This suggests the obvious:  that without the active involvement and example of leadership (and Service-Based Leadership at that), improvements in employee morale, dedication, empowerment, and ultimately in customer service will not happen.

Thanks and have a great day!

Ed Rehkopf

This blog comments on and discusses the hospitality industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking managers throughout the country and around the world.