The Art of Asking Sales Questions to Engage Prospects "If you fail to plan, you are planning to fail." — Benjamin Franklin Salespeople who call on prospects or clients without well-researched, well-prepared sales questions are likely to walk away knowing little more than when they began. The four main objectives in any initial sales dialogue should be these: To establish yourself as a credible professional and partner by being prepared and thoughtful in the sales questions that you ask To seek to understand the prospect’s current situation, which includes an effort to validate what you’ve researched or the assumptions that you’ve made To uncover a broader and deeper range of information, from strategic objectives to immediate business needs To seed new ideas to either influence or disrupt the prospect’s current thinking With those four objectives firmly in mind, your next step is to develop a series of open-ended questions that you will ask to engage clients in a meaningful dialogue. Sequence your sales questions to create a flow. Forget about yes-or-no sales questions. Don’t provide multiple-choice answers. You want each question to elicit a thoughtful answer from the prospect’s or client’s point of view. What is the initiative we’re here to talk about today? What is the driving force behind this initiative? Why is now the right time for this initiative? How will you recognize or define success? Just as important as specific sales questions are the skills of listening and pacing. It can be tempting to fire off questions, one after another. But for the prospect facing a barrage of questions, the conversation can seem more like an interrogation. The best approach is a conversational one. Ask a question. Listen for the answer. Acknowledge what the prospect says, and check your understanding of the answer. Then, ask a follow-up question. You want the discussion to be free-flowing and enjoyable, not a checklist to march through until each question is asked and answered. Another element to consider is structure. You want to start with a high-level perspective of the situation and then drill down into various aspects: 30,000-ft. view: Tell me about the initiative that we’re here to talk about today. Current strategy: How have you been addressing this issue? Cultural aspects: What changes do you want to see in your organization? What do you want your people to be doing differently? Influencing ideas: Have you thought about this aspect? It’s something we’ve helped other clients address with XYZ. Decision criteria: What is your time frame for getting started? What does your decision-making process look like and who will be involved? Special circumstances: What sensitivities do I need to be aware of? Must-ask question: What have I not asked that I need to know? Whenever a prospect or client agrees to take your call or a meeting, go in prepared. You need a developed questioning strategy with supportive, engaging, and open-ended questions. At Richardson, we believe that the sale is made in the dialogue and that you want to start a dialogue that uncovers the information you need while positioning yourself as a partner and value-added resource in the process. The most important thing to remember about sales questions is this: Don’t wing it. The other party will quickly see through your lack of preparation and feel less valued as a client. If the sales opportunity is one you want to win (and aren’t they all?), then don’t waste the prospect’s time or your own. Go into each meeting prepared to engage the other party, and then begin the very human task of establishing a meaningful relationship. Learn more about Richardson’s Consultative Selling Sales Training Solutions. The post The Art of Asking Sales Questions to Engage Prospects appeared first on Richardson Sales Enablement Blog.

Steve Bruce, Delivery Manager I'm Steve Bruce, one of the Delivery Managers in the DWP Transformation Hub in Leeds. I joined DWP in September last year as a delivery manager and, with my background in managing a digital portfolio, I soon found myself being given responsibility for managing the delivery of the Personal Independence Payment (PIP) digital service. As I’d previously been a project manager overseeing a suite of digital projects, I was excited by having the chance to make a real difference with the PIP service and a little hesitant about getting my hands dirty in a new way of working. One of the Delivery Manager's roles is to keep the team agile. I thought I’d be fine with that. I’d done the training, got my qualification as scrum master. I was even fortunate enough to be part of DWP's Digital Academy which gives its graduates a thorough grounding in various aspects of agile digital delivery. What I soon learnt was that being a Delivery Manager didn’t just mean turning up and facilitating a bunch of ceremonies and monitoring velocity, it is also about good team dynamics and a commitment to learning and improving. My role as Delivery Manager As Delivery Manager it’s my job to set the pace and keep it going. I am the interface with the business and act as something of a buffer - keeping the demands of the department off the shoulders of the team, so they can continue to work unhindered. I provide transparency to senior managers and a lengthy list of stakeholders, keeping them abreast of the latest progress in terms of the critical path, the finance picture, management of risks and issues, and escalating blockers where necessary. Our show and tells are used to demonstrate how our designs have been led by user research and iterated accordingly. Discovery: we secured the right skills and direction The PIP digital service was just about to enter discovery so as well as making sure we were making all the necessary research and really understanding  user needs, I had to look ahead, commission the team that would get us  successfully through alpha and ideally into beta. Although I was familiar with a devops arrangement, I was a bit of a newbie when it came to figuring out what skills and expertise I’d need. Java devs? Sure. WebOps? Yep. Need ‘em. Business analysts and researchers? Certainly. But when it came to technical architects, quality assurers, content designers and front end designers and developers, I needed some help. Thankfully some of the people from the Government Digital Service (GDS) had my back. Some sound advice and a certain degree of pragmatism saw me working with our HR department to bring in the right level of expertise at the right time, and we were right back on track. I worked with our business analysts and researchers to get under the skin of why the user would need such a digital service - one of the key outputs of discovery - and worked to challenge the current offline process. Taking a two-step offline model and looking to develop a seamless, intuitive online service from the start throws up opportunities to remove duplication in process steps which would annoy and frustrate our users. Alpha: we proved that the concept would work With the right level of support we moved into our alpha phase - which probably turned out to be the trickiest period of all. As Delivery Manager, I planned and facilitated a two-week inception. What’s inception? Well it’s no good if your partners, senior managers and stakeholders each have a different perception of what you’re trying to do and why. What’s the scope of the service? What’s the Minimum Viable Product? What is most important? Quality? Budget? Security? What are the legitimate policy constraints? Do we really need to meet those security standards? Inception brings all the right people into the room and gives you the opportunity to gain a common understanding and answer all those questions once and for all. The alpha phase is all about proving that the concept will work. And that’s what we set out to do. As Delivery Manager this is where I really started to earn my crust. The team was forming, but it hadn’t yet gelled. Working with the product manager we started to get the team really focused on what we wanted to learn, what outcomes we wanted, and how we were going to get there. For me, the role was to keep the team agile and keep the user at the centre of everything we did. User research and testing assumptions The key of course is regular user research and testing what we built with users. Within a couple of sprints of the alpha we had a prototype which we had put in front of users. And insight is dynamite. We were able to find out if users understood what we looking for with the level of questions. Did they understand what would be asked of them to complete the user journey? Could the users tell their story to us? Could they complete an end to end journey? Meeting with your users regularly is key, as our user researcher Simon Hurst’s blog illustrates. Our first sprints The first few sprints were a learning experience. How would we know how much work the team could handle? How much effort would it take to get the technical environments set up and working? How would I get the sprint rhythm right given we needed to act upon the user insight and iterate the prototype and get it back out in front of users as quickly as possible? The answer of course is that you learn through doing. The first few sprints needed patience and a steady nerve to discard what wasn’t working and try new things. This includes how we work together and, as we got to know each other, our planning sessions have become more valuable, we get better results and we are able to get through them quicker. Agile ceremonies brought the team together The agile ceremonies were soon bedding in, but more importantly everyone knew why we were doing them. The morning stand ups have become crucial. Even with a large team they rarely go over 15 minutes and now each team member can see how they’re contributing towards our sprint goals. Our business analyst, developer and quality assurer get together regularly throughout a sprint as a "3 Amigos" session to flesh out the next set of user stories, so our backlog is sufficiently refined to take into sprint planning for it to run like clockwork. The retrospectives aren’t seen as a chore, but rather an opportunity to speak out in a safe environment and discuss with the team what’s working well, what isn’t and what we should do more of, or stop entirely. It’s my job to not only facilitate these ceremonies, but to make sure that they continue to add value for the team. From alpha to beta The PIP digital service recently passed the GDS alpha service assessment. Moving into beta brought a greater sense of urgency and desire to develop a digital service that puts the user at its heart. After all we’re in full production mode now. The gloves are off. The user is waiting and expecting. There’s a growing community of Delivery Managers in DWP, and we meet weekly to share good practice and help each other out - whether it’s sharing resources or overcoming shared obstacles. We’re all in it together. Some may have more experience than others. But everyone’s view is respected and valued. I may know the priorities for the following day, but I can guarantee that a new challenge will rise to test me. And that’s why I love being a Delivery Manager in DWP.

If you’ve read "Blink: The Power of Thinking Without Thinking" by Malcolm Gladwell, then you know his research indicates first impressions are intuitive, powerful, and made in a matter of seconds. There are many books and articles that share how to make a memorable and positive first impression. Yet, when it comes to customer service, first impressions are only half of the story. A good first impression can be completely undone by a bad last impression. YOUR SERVICE SHOULD NOT EVAPORATE Let’s say you go to your favorite restaurant, and they greet you warmly and seat you right away at your preferred table. The wait staff is attentive. The food tastes great. But when it comes time to pay your check, you can’t find your server anywhere. You try to catch the eye of any employee, and you still can’t get service. Although you may feel compassion for your poor waiter or waitress—who you imagine must be trapped under a boulder somewhere struggling to break free—you begin to consider billing the restaurant for your sitter’s overtime. In this scenario, even though your meal was good, your last impression—the interminable wait for your check—will probably color your whole dining experience. You will also most likely hesitate to give the restaurant your business in the future. In customer service, a last impression is equally as memorable as a first impression. THE IMPORTANCE OF A GOOD GOODBYE The Three Steps of Service— a warm and sincere greeting, meeting the guest’s needs, and a fond farewell—are part of the Gold Standards at The Ritz-Carlton. Diana Oreck, vice president of The Ritz-Carlton Leadership Center points out that, "The arrival and the departure bookend a customer’s experience. The last few moments can reinforce everything that went before—good or bad." If your customer had any challenges with your service or product, a bad good-bye only compounds the problem. For example, if your customer experienced several defects, and then receives a bill that is inaccurate, you’ve verified his or her belief that your organization is substandard from beginning to end. On the other hand, if your client has experienced short-comings in your products or services, a fond farewell can help save the entire experience. It can also redeem a marginal customer experience and elevate it into something memorable. You can achieve this by recognizing the customers’ past difficulties, resolving any outstanding issues, and by expressing sincerity, kindness and gratitude to your customers. Your clients have many choices,, and just because they did business with you today, does not mean that they will return tomorrow. The fond farewell is an opportunity to let your customers know how much you appreciate their business. THINK RELATIONSHIP—NOT TRANSACTION Often, companies and organizations neglect making a sense of departure special because they already have their money, and their transaction is complete. Customer experience transcends transactions. Your relationship—your genuine care for your customer—shouldn’t stop when money has changed hands. The way to cultivate customer loyalty is to continually embrace the customer relationship. When you express sincere and genuine care for your customers—that extends from a warm greeting to a fond farewell—you’re not only making lasting impressions, but also creating positive ambassadors for your brand. ∞ The Ritz-Carlton Leadership Center is offering "Legendary Service at The Ritz-Carlton" on Monday, November 4 in Atlanta, GA. This one-day class shares the basics of how to create a service culture that not only improves your customer experience, but also plays a role in the foundation of your company.

You don’t have to be a superhero to provide a great customer experience. It’s not about leaping over buildings and making huge gestures. As you’ll see in the story below, service becomes legendary as you listen to your customers and look for creative ways to meet their needs. A large group was staying at the The Ritz-Carlton Beijing, Financial Street on the Club Lounge. For many of these guests, this was their first visit to China. They were curious about Chinese culture and seemed particularly intrigued by some of the food offerings in the Club Lounge. One morning, while eating breakfast, they kept commenting on the fried dumplings, asking questions like "How do you make Chinese dumplings?" and "What’s the filling inside these dumplings?" TURNING CURIOSITY INTO A CLASS The Guest Recognition Manager answered their questions, but then came up with a unique idea. She thought it would be fun to organize a home-style dumpling class. The Club team could take the guests through the entire process step-by-step, from kneading the dough, to preparing the filling, to sautéing the dumplings, and of course, to sampling them! The Guest Recognition Manager shared her idea with her team, and they immediately got to work to make it happen. The Guest Recognition Manager sent out invitations to all the guests, and the next day nearly a dozen guests sent their confirmations. The Chinese kitchen also provided support by supplying the equipment and preparing the dumpling filling and dough. A lady and gentleman from The Ritz-Carlton Sales team also volunteered to assist with the dumpling class. A TEAM EFFORT On Friday, the day of the big event, the Club team set up a special cocktail reception for the guests with a presentation of wine, champagne, beer and soft drinks. Then, at 6 p.m., all of the ingredients were ready for the class. The Guest Recognition Manager and a member of the Sales team walked the guests through the process, and the guests all got to work making their own special dumplings. Other Ladies and Gentlemen stepped in to serve the guests, take photos and make the evening a success. The group guests had a fantastic time. One of them commented that it was not only a fun evening, but also a successful team builder for her group: "I’m very appreciative of what you did. It’s amazing, and it helped me to build my team." Others mentioned that they’d now be able to make a dumpling at home. ∞ The Ritz-Carlton Leadership Center offers a one day class called: "‘Radar On-Antenna Up’: The Ritz-Carlton Way of Fulfilling Unexpressed Wishes and Needs." There is no greater experience in service delivery than to surprise and delight a customer, and this program shows how the Ladies and Gentlemen of The Ritz-Carlton take service excellence to the highest levels every day.

In the article, "Praise is Fleeting, but Brickbats We Recall," Clifford Nass, professor of communication at Stanford University, points out that "almost everyone remembers negative things more strongly and in more detail." If you work in a service industry, you’ve probably experienced a customer’s long-term memory when it comes to mistakes or deficiencies. This is why it’s important not only to rectify any problems, but to make sure your client doesn’t have lingering feelings towards your brand. Debi Howard, Manager of Corporate Guest Relations at The Ritz-Carlton, shares that her primary objective, as well as that of her customer care team, is to restore brand loyalty and "create guests for life." Ms. Howard views each situation as an opportunity to turn "Lemons into Lemonade" and most importantly "WOW" the guest. Despite managing all customer complaints worldwide, Ms. Howard has a very positive outlook on her role. ENGAGEMENT, ENGAGEMENT, ENGAGEMENT She feels that customer engagement is one of the most important defenses and offenses when it comes to problem resolution. If the staff is communicating with customers and showing genuine care, then customers are more likely to be understanding about any breakdowns. For example, if guests arrive at The Ritz-Carlton and discover their room isn’t ready yet, this can be an unfortunate beginning to their customer experience. However, if the staff immediately engages with the guests, keeps the guests informed, and treats the guests with genuine care, this can mitigate the guests’ frustrations. One of the service values at The Ritz-Carlton is: Service Value #6 "I own and immediately resolve guests problems." It’s important to handle all challenges as quickly as possible. Unresolved customer issues can be like weeds in a garden—they grow, spread rapidly, and become even more difficult to extinguish. GENUINE LISTENING AND CONNECTION Ms. Howard believes that true service comes from the heart. When handling customer issues, she advises her staff to keep an open mind and never to judge. She also counsels that feelings are facts, and you should always be respectful of the customers’ feelings. Customers should feel heard and cared for, but this doesn’t mean that you should try to rectify a problem by giving away the entire store. Ms. Howard suggests that your resolution should mirror the problem. One of the many keys to successful problem solving is to identify the problem, listen, and build a strong relationship with the customer. Ms. Howard’s customer care team is spread out across the world, but they keep in close contact. These close-knit relationships enable a high-level of teamwork and camaraderie. Ms. Howard is not just solving customer issues; she’s fostering personalized service, building strong relationships and creating exceptional memories. Most importantly, she—along with her team—are achieving the ultimate goal of preserving and cultivating brand loyalty. ∞ The Ritz-Carlton Leadership Center is offering a one day class called: "Legendary Service at The Ritz-Carlton" on Monday, November 4 at The Ritz-Carlton, Buckhead in Atlanta, GA. Learn the basics of how to create a service culture that not only improves your customer experience, but also plays a role in the foundation of your company.

With Thanksgiving around the corner, it seems like a good time to start handing out some thank-you notes. Do you have a co-worker who helped you with a project? Or perhaps you’ve noticed your boss burning the midnight oil? Why not take a moment to show a little appreciation to your colleagues and supervisors? According to the article "New Employee Study Shows Recognition Matters More Than Money," 83% of respondents felt recognition for their efforts was more fulfilling than any rewards or gifts. When employees are praised for their good work, they are inspired to keep up the good work and often try even harder. RECOGNITION AS PART OF YOUR CULTURE The ladies and gentlemen at The Ritz-Carlton—also known as the employees—give "First Class" cards to each other to recognize good work. "First Class" cards are immediate, specific, individualized recognition. They are typically given from any employee to any other employee, group of employees or department for exemplary or outstanding actions that go above and beyond expectations and standards. "First Class" cards are blank 4 x 5 cards with "First Class" and the company logo printed at the top. Employees can then add a handwritten note expressing gratitude. The cards are often decorated with stickers and colorful designs to make them more festive and fun. But what makes "First Class" cards truly special is the personal, genuine recognition. A former manager at The Ritz-Carlton had an employee who kept all of her "First Class" cards. The cards covered two walls in her office area. The manager explained that when you walked into her office, you knew right away that you were talking to an exceptional employee. You also knew that this employee valued her "First Class" cards. Her two walls of recognition were a constant visual reminder that when she performed at her very best, her good work was noticed and appreciated. MAKE IT PERSONAL Thanking an employee with a retail gift card is a nice gesture, but it’s not as personal as a thank-you note. A retail gift card can be quickly spent and forgotten—while a hand-written card can be treasured throughout a career. Writing a thank-you note may not seem like the highest priority when you’re facing day-to-day deadlines, but gratitude and recognition produce engaged employees who are inspired to try their very best. As the American writer William Arthur Ward put it: "Feeling gratitude and not expressing it is like wrapping a present and not giving it." Let’s embrace this season of Thanksgiving by giving the gift of recognition and acknowledging the great work of a colleague. ∞

LAST-MINUTE HONEYMOONERS Late one night, two last-minute guests arrived at The Ritz-Carlton, Vienna. When they visited the Club Lounge, The Club Lounge Manager was enthralled by their story. The couple had just driven by car all way from Great Britain with their two dogs, Charlie and Jasmine. But it turned out this was much more than a driving tour through Europe. The couple began their trip with a small wedding ceremony. They had planned to drive to Venice, but because it was high season in Venice, they decided to stay at The Ritz-Carlton, Vienna for two nights instead. The Club Lounge Manager booked the couple a table in their restaurant, Dstrikt, and arranged for two glasses of Champagne for them. Then, while the couple was at dinner, The Club Lounge Manager worked with a colleague from In-Room Dining to set up a surprise in their room—chocolate-covered strawberries and some dog snacks. The Club Lounge Manager also secretly took pictures of their two dogs in the room on The Ritz-Carlton, Vienna dog pillows. The next day the guests returned to the Club Lounge, where two Club Agents surprised them with information about all they could do with the dogs in Vienna. On the second night of their stay the Assistant Director of Housekeeping surprised them with a beautiful rose petal turndown. It’s no wonder the couple decided to extend their stay another three nights, but unfortunately, they could only stay one extra night because the hotel was fully booked over the weekend. The Club Lounge Manager talked to them about other hotel options and found out that the guests had never been to The Ritz-Carlton, Berlin. As they had to drive back to England anyway, The Club Lounge Manager proposed this alternative as a great option to break the long drive and also to get to know another Ritz-Carlton property. (The couple had already stayed at over 20 Ritz-Carlton properties worldwide.) The guests were very happy with this idea. FINDING THEIR FOUR-FOOTED FRIEND On their last night in Vienna after the guests had already said their "good-byes," the husband ran back into the Club Lounge and informed The Club Lounge Manager that the younger dog, Jasmine, had run away inside the hotel. The Club Lounge Manager asked a Bellboy and a Loss Prevention Officer for help, and they all searched together with the couple until the husband finally found Jasmine. The couple was crying tears of happiness and couldn’t thank the team enough. The next day the couple drove off to The Ritz-Carlton, Berlin. After their vacation, The Club Lounge Manager received this lovely email from them: "Well, we are all home safe and sound and managed not to lose Jasmine in The Ritz-Carlton, Berlin. Many, many thanks for your beautiful and thoughtful gift of the photograph of Charlie and Jasmine. It was amazing!! I have shown it to everyone back in the UK, and it now has pride of place in our home. The suite in Berlin was also fantastic, and I must thank you for organizing that as well. "We always stay in The Ritz-Carlton because the service and the staff are exemplary, but you go above and beyond this and made our stay one that we will never forget. You are an asset to the company, and I am sure you will excel to a very senior position. "Our home address will be on the system and my mobile number is 07…. if you are ever considering visiting Liverpool, then please contact us. You will always be welcome to stay and Jasmine and Charlie would love to see you! Many many thanks. You are a star!" ∞

The Ritz-Carlton Leadership Center (RCLC) spoke with Herve Humler, President and Chief Operations Officer at The Ritz-Carlton, about his views on community outreach and leadership. RCLC: Do you feel leaders are role models? Mr. Humler: Leaders must walk their talk. You must give from the heart, spend time with your employees, and listen. When I travel to the openings of hotels, I tell the ladies and gentlemen [the new employees] that I’m the president of the company, and I’m a very important person. But then I remind them that they are more important than I am. If I run the best hospitality company in the world, it’s only because of what they do. I’m very grateful for that. I get my energy from being around our employees because there’s so much to learn from them. RCLC: What is one of your leadership goals? Mr. Humler: I have only one mission and that is to create excellence every day. My friends are the 40,000 ladies and gentlemen of The Ritz-Carlton. I want them to succeed, and I want to make sure they have the tools to succeed. It’s important to help others. You have to remember where you came from. Someone gave you this opportunity, and you have to give opportunities to others. RCLC: Service has always been a cornerstone of The Ritz-Carlton culture, but when did the company begin embracing community outreach? Mr. Humler: At the very beginning, when we were determining what The Ritz-Carlton was going to be, we knew in order to be successful that we had to give back to our community and be involved in our community. We had a vision to do the right thing. When they opened the first hotel, they went right to work figuring out how to connect with community. We started with small things like taking a Thanksgiving or Christmas dinner to a soup kitchen. There’s always a first step, and now every year we have some great success stories to tell. RCLC: Can you share how The Ritz-Carlton hotels are assisting communities today? Mr. Humler: Community service is more effective when it’s organized—especially when you have over 40,000 ladies and gentlemen. Our Community Footprints® program supports the outreach of our hotels around the world and encourages all of our employees to be involved. We focus on three areas: hunger and poverty relief, environmental responsibility, and well-being of children. For example with our mentoring program, Succeed Through Service, we go to the inner city schools and encourage students to stay in school and graduate. We partnered with America’s Promise Alliance to create a curriculum that brings students to the hotel and introduces them to all the jobs in a hotel. At one school, students needed to learn proper nutrition. So we made a garden and students learned how tomatoes, beans, and broccoli grow. We also partner with many other associations like Save the Children or Make-a-Wish. The Ritz-Carlton’s Community Footprints social and environmental responsibility focus is our legacy—and our future. I am immensely proud of our ladies’ and gentlemen’s contributions to our local communities around the world. RCLC: Are community service projects supported throughout the world? Mr. Humler: Community service works everywhere, but you have to find what the community needs. It’s a new concept in several countries. But once we get started, then the idea spreads. It’s contagious. We started revitalizing the botanic garden in Guangzhou. It’s the second largest botanic garden in China. We began by planting exotic trees. Then we went back to plant a vegetable garden. While we were planting, people visiting the park started gathering all around us and wanted to help. Now the city has given money toward the refurbishment of the garden. RCLC: Do employees appreciate the commitment The Ritz-Carlton has made to community service? Mr. Humler: When I travel around the globe, our employees are very proud to share what they’re doing to help people in need or the community. You have to remind—not force—your employees why they should be involved. When you participate with a Community Footprints activity—that’s how you learn; that’s how your family learns; and that’s how your children learn to take care of the environment and make a difference for others. Every time you contribute to something you feel good about it, too. RCLC: Do you feel all companies should be reaching out to their communities? Mr. Humler: I suggest people see what’s happening in the community and get involved. Make a trip to the school. Spend time with the principal. Find out what is needed. What kind of support do they need? Some people send a check, but not everyone has a big check. You can commit to being involved. Small things can make a big difference. RCLC: How do these programs impact your younger employees, especially Gen X and Y? Does it help with recruiting? Mr. Humler: We know that Gen X and Y want to work for companies that are socially responsible—when they do their research as they search for potential employers, they see the impact that The Ritz-Carlton is making. They know that we are making a difference in the community, and that makes them want to work for our company even more. We know that the opportunity to give back is a driver of employee engagement. It makes them more committed to their work and interested, which helps them grow professionally. Giving back is also very important to the younger generation and they find it an essential part of their everyday life. It is also part of our DNA of being in hospitality; they really want to help people. ∞

You’re waiting at airport security, and someone cuts to the front of the line. You’re at the movies, and the people next to you are talking loudly. You’re in a meeting, and your colleagues are working on their smartphones. I’m sure you’ve witnessed some of these scenarios, and perhaps you’ve even been the one checking your smartphone while the boss is talking. So what’s the big deal? Shouldn’t we all have the capability of tolerating each other’s minor moments of disrespect? Absolutely. However, as you look around the world today, it sometimes seems as if inconsiderate behavior has become the norm rather than the exception. Civility doesn’t have to fade from our experience. We all have a right to exercise courteous behavior, and with busy holiday travel and shopping around the corner, now is a great time to remember the importance of expressing graciousness. Here are four ways we can apply some of the wisdom from the past to our modern day interactions. Words of Wisdom #1: George Washington, the first President of the United States, advised: Every action done in company ought to be with some sign of respect to those that are present. Application: You’re not alone. When you’re at the airport, getting on an elevator, or getting off the subway, be aware of the people around you. Try to keep lines moving forward, and consider smiling at people. Words of Wisdom #2: Albert Einstein, a Nobel prize winning theoretical physicist, noted: It has become appallingly obvious that our technology has exceeded our humanity. Application: You know what’s coming - put the personal computing devices (smartphones, iPads, tablets, etc.) aside. Try giving all of your focus to the people that you’re with, or if you’re walking down the street, pay attention to your surroundings. You’ll find this safer and much more friendly. Words of Wisdom #3: Samuel Johnson, an 18th century writer, literary critic and lexicographer, observed: When once the forms of civility are violated, there remains little hope of return to kindness or decency. Application: Media often portray our society as polarized, dramatic and sometimes downright rude. This type of content earns high ratings and attention, but it’s not appreciated when we encounter it in real life. Try to be a role model for others by conducting yourself with grace and thoughtfulness. You can disagree with someone and still be polite. Words of Wisdom #4: Amelia Barr, a British novelist who wrote 63 books after age 50, remarked: Kindness is always fashionable. Application: It’s been said that this is the "Age of Entitlement." Entitlement is not necessarily a bad thing. However, individuals shouldn’t demand and expect priority treatment simply because they’re breathing. The antidote to entitlement is the Golden Rule—treating other people the way you would like to be treated. Imagine how the niceness level of the world would improve if we each made an effort to be a little more compassionate, a little more thoughtful of our neighbor, and a little less selfish in our actions. We don’t all have to become Mother Teresa, but we can practice civility. ∞ The Ritz-Carlton Leadership Center offers a one-day class called: "‘Radar On-Antenna Up’: The Ritz-Carlton Way of Fulfilling Unexpressed Wishes and Needs." There is no greater experience in service delivery than to surprise and delight a customer, and this program shows how the Ladies and Gentlemen of The Ritz-Carlton take service excellence to the highest levels every day.

The employees of The Ritz-Carlton hotels—also known as the Ladies and Gentlemen—plan community service activities throughout the year to support their local communities. This is an opportunity for hotels around the world to make a lasting contribution and truly make a difference. As we enter the holiday season, the story below is a wonderful example of how important it is to include others in our celebrations and express gratitude for all the gifts around us. And so our story begins . . . Once upon a time, the Community Footprints team at Abama Golf & Spa Resort in Spain was planning its December activities. For most, December is a special month. It’s a time when we think of the people we love—our family and friends—and so this month is often nostalgic and full of memories. Therefore, the Community Footprints team decided to focus on those who did not family or friends to sing songs with, give a hug to, or spend their holidays with. The Elder’s Home in Guia Isora next to the hotel was chosen for this very special activity. While planning the activities, the team decided that a game called "The Tree of Wishes" would be enjoyed by the group of senior citizens. The team brought a beautiful wooden Christmas tree from the Kids Club, which had been designed by the Ladies and Gentlemen, to the Senior Citizens Home. Each resident decorated a Christmas ornament and wrote a Christmas wish on it. The hotel’s General Manager was in charge of hanging the ornaments on the tree and if people wanted to share their wishes, the General Manager read them out loud. Many of the wishes were quite emotional: "I wish my son could find a job," "I wish I could spend some time with my family," "I wish my daughters could come more often to see me," and "I wish not to be forgotten and to be remembered by someone someday." The team also gave the residents a huge basket of cakes that had been prepared by the resort’s Executive Pastry Chef and his team. The residents loved having hot chocolate with the cakes. Everyone enjoyed a fantastic time and beautiful conversations with these charming people who had so much to tell and share. The Ladies and Gentlemen gave each resident a plant with a lovely note, and the residents were so grateful and pleased that they didn’t even have words to thank the Ladies and Gentlemen. The games, the cakes and the gifts were greatly appreciated. Recognition and Gratitude The Ladies and Gentlemen then announced that they had one final thing to give to the residents … and that was, "Thank you!" The Ladies and Gentlemen explained that many of the residents had worked in the local fields 50 years ago, and had also helped build the hotel. The Ladies and Gentlemen thanked the residents because they had worked so hard to ensure a good future, and without their hard work, there wouldn’t be an Abama Golf & Spa Resort. Several of the residents welled up with tears. They had not expected to be recognized and thanked for their work, and they were truly touched. Before leaving, the Ladies and Gentlemen gave the residents a picture showing the hotel now compared to how it looked 50 years ago—photographic evidence that their hard work had helped create a beautiful property. The Ladies and Gentlemen were grateful to dedicate their time and effort to these wonderful people. It was a magical afternoon! ∞ The Ritz-Carlton invites you to participate in Give Back Getaways. Our guests are invited to join our employees in half-day voluntourism experiences that contribute something meaningful to our communities. Each Give Back Getaways project is unique to the destination, and there is one constant — each experience makes a lasting contribution.    .