Is it real? It’s a question you have to ask when you find out that Twitter stories turn out to be hoaxes, reality TV shows can be manufactured, and even foods can be more artificial than real. No one likes to feel tricked or manipulated. This is especially true in customer service. The Credo of The Ritz-Carlton states that: "the genuine care and comfort of our guests is our highest mission." Genuine service must come from the heart, and your customers will sense if your kindness is an act or the real deal. What makes each of the two guest stories below so special is that the staff—also known as the Ladies and Gentlemen of The Ritz-Carlton—genuinely connected with the guests. The Ladies and Gentlemen’s actions were motivated by real caring, and the responses from the guests show how much authentic thoughtfulness is appreciated. Baby’s First Gift One morning, a Spa Attendant at The Ritz-Carlton, Dallas, greeted a new guest at the Spa. The woman was scheduled for a pre-natal massage, and the Spa Attendant set to work immediately to make her feel relaxed and comfortable. In talking with the guest, the Spa Attendant learned that the guest was expecting the little one in just a few months. The woman disclosed that she and her husband were feeling a little nervous about the life change ahead for them, but were looking forward to their new adventure. During the day at the Spa, the Spa Attendant felt she had built a strong bond with the soon-to-be mother, and decided to make a special gift to commemorate the couple’s new journey into parenthood. Her creative and artistic abilities kicked into high gear and that night she began crafting a full-sized ‘baby adventure book.’ Each page offered an area for a photograph and handwritten note by mom or dad. To add to the baby joy, she sewed 12 different onesies—one for each month of the baby’s first year! Once complete, the Spa Attendant sent her handmade gifts with a personalized note inviting them to continue visiting the hotel once the baby was born. A few days later the hotel received the following note from the guest: "I just received a package from your Spa Attendant … and I am seriously blown away. I am completely overwhelmed and shocked at such a wonderful sweet handmade gift! I LOVED all of it! Thank you!" Remembering A Special Guest After the passing of a guest’s beloved wife, the guest wrote the following note: "I am writing to you to express my deep and sincere THANKS to the Guest Relations Team at The Ritz-Carlton, Shenzhen. You will be aware of the circumstance that prompted my return to this hotel. When my (now late) wife and I were here in May this year, all the staff were incredibly caring and conscious of my wife’s limitations. Nothing was too much trouble and the Club floor team always remembered her name and asked about her general health. She was diagnosed with a chronic muscle condition 10 years ago, which meant a gradual decline in her muscle capability. She had a wonderful time during our visit. She was unable to walk, so she spent a lot of time in the Club Lounge area. No one expected her to lose her health so quickly, but she passed away suddenly, 5 weeks after our visit to Shenzhen. So, as part of my grieving and to personally thank the staff at The Ritz-Carlton, I have made the trip back. I am OVERWHELMED with the sincerity, care and kindness shown by your team. To be greeted with flowers, a handmade card, and a specially made personal video is something I will never forget. I cannot express my thanks enough to the Ladies and Gentlemen for their thoughtfulness, time and effort in putting together that video. I have a copy to show to my family back in Australia. My wife and I travelled to many international cities around the world and stayed in 5-star hotels everywhere, and we have never (never) experienced the level of personal care and attention that your team provided us. Thank you. Thank you. Thanks to ALL of you." Creating memorable and personal customer experiences begins with genuine customer engagement. Diana Oreck, Vice President of The Leadership Center, advises: "Do not treat your customers in a transactional fashion—as just a head in bed, a deposit/withdrawal or a medical procedure. Your customers are real people, and they want to be recognized as unique individuals." True customer caring is not manufactured or mass-produced. True caring is real and really appreciated. ∞ The Ritz-Carlton Leadership Center is offering a one-day class on Tuesday, May 6 at The Ritz-Carlton, Westchester 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.

Word choice and tone are important tools for all employees who speak with customers. Using the right words shows professionalism, kindness, responsiveness, respect, and even reduces any frustration or anger your customers might be feeling. Here are 10 simple ways your staff can improve communications: 1) Use A Proper Greeting. This is the moment when first impressions begin. "Good morning," "Hello," and "Hi" are all good choices. Avoid greetings like: "Howdy Doody," "Hey there," or referring to your customers as "Babe," "Honey," "Dear," or "Sweetie Pie." 2) Be Conversational but Not Overly Chummy. It’s great to chat with customers and ask them "How are you?" However, you shouldn’t treat customers too casually—like old friends who just walked into your living room. They might find it disrespectful. Avoid phrases like: "What’s up?" "How goes it?" and "What’s happening?" 3) Don’t Use Slang and Acronyms. You’re not texting. You’re having a professional conversation. When you use slang or acronyms, your customers might not understand what you’re saying. Customers may also feel your approach is a little too laidback or indifferent. Avoid phrases like: "You guys," "Dude," "No worries," "Huh?" "Wanna" "BTW" and "Oh-Em-Gee." 4) Never Start with a Negative. Rather than starting your sentence with an automatic "no," try starting with a "yes." Voicing negativity, according to the article Words can Change Your Brain by Andrew Newberg, M.D. and Mark Robert Waldman, releases stress chemicals in your brain and your listener’s brain. The article notes "the listener will experience increased anxiety and irritability, thus undermining cooperation and trust." Try saying "What I can do is …" rather than "no." 5) Keep the "Buts" Out. The word "but" often nullifies any positive words that precede it. For example, if you say, "We value your business, but …"— customers will only hear the words after the "but" and will not believe they are valued. "But" can trigger mistrust. Try replacing "but" with "however." 6) Choose Empathy Over Orders. Telling upset customers to "calm down" doesn’t tend to work. The book "Crucial Conversations" states: "It’s not such a good idea to tell others that they need to calm down or that they need to take some time out. They may need the time, but it’s hard to suggest it without coming off as patronizing." Try expressing compassion instead by saying, "I can see you are very upset." 7) Shun Phrases that are Hopeless and Helpless. You want customers to feel that your service is reliable. Phrases like "There’s nothing I can do," "I’m going on break," and "That’s not my job," do not instill trust with your customers. Your customers should never feel lost or abandoned. If you can’t personally help your customer, try saying, "Please allow me to find out for you" or "I will find someone who can better assist you with …". 8) Don’t Ask Customers To Solve Their Own Problems. Customers may need to give you information, fill out a form, or make a phone call in order to resolve a situation. However, when you begin by telling customers, "You need to …" your customers might be annoyed and think you’re making them do extra work. Although you might require their participation, try keeping the focus on the service you’re delivering by asking, "Can you provide me with …." 9) Accept Responsibility. Your customers want problem resolution—not blame and excuses. They don’t want to hear "It’s the computer’s fault" or "It is company policy." Keep your words focused on solutions rather than blaming your company, colleagues or technology. Reassure your customer by saying, "Let me see what I can do for you." 10) Don’t Argue with Your Customer. Your customer may be right. Or your customer may be wrong. Either way, you need to avoid an argument. Saying to your customer, "That could never happen here!" will only aggravate a situation. Try to evoke a more cooperative attitude by saying, "I am so sorry you had that experience." There’s poetry to customer service. When you choose your words wisely, you represent your organization with professionalism, grace, discretion, consideration and respect. You appear responsive and reliable, and you set a tone for your customer service that will leave a favorable impression with your customers. ∞ On June 5th and 6th, The Ritz-Carlton Leadership Center is offering two one-day classes at The Ritz-Carlton, Charlotte in Charlotte, NC. These programs shows how the Ladies and Gentlemen of The Ritz-Carlton take service excellence to the highest levels every day.

Many organizations today are jumping on the transparency bandwagon. Author Nan Russell points out in her article Trust: The New Workplace Currency, "Transparency must be thoughtful. It isn’t knowing everything or telling everything." She also asserts that "Transparency that isn’t thoughtful can diminish trust." Regularly Communicating and Listening The Ritz-Carlton has very thoughtfully embedded transparency into its values and culture. One of the ways this is demonstrated is through consistent and direct communication. Each day, The Ritz-Carlton hotels around the world participate in a Daily Line-Up. All employees—from front-line staff to the Chief Operating Officer—participate in this daily meeting. This gathering not only serves to align employees with The Ritz-Carlton culture, but also provides the opportunity to share news about the hotels and the overall organization. Company information is also shared through newsletters, emails and video. Beyond these formal channels of communication, senior leaders are accessible and willing to meet with employees, who are known as the Ladies and Gentlemen of The Ritz-Carlton. Hervé Humler, President and Chief Operations Officer, often reminds staff that his door is always open. He believes that "Leaders must walk their talk. They must give from the heart, spend time with their employees, and listen." The Ritz-Carlton underscores its commitment to open communication to the Ladies and Gentlemen through Service Value #9. It states: "I am involved in the planning of the work that affects me." This directive contributes to a culture of transparency by ensuring that the Ladies and Gentlemen participate in decisions and changes. The Employee Promise offers further proof of valuing openness by pledging that, "the principles of trust, honesty, respect, integrity and commitment" will be applied. In addition, all the Ladies and Gentlemen around the globe participate in the annual SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. By including everyone in this process, The Ritz-Carlton is demonstrating that each employee’s ideas are valued. Show Me The Numbers Many organizations struggle to communicate openly about financial information. For competitive reasons, they guard this data. However, this lack of transparency can be detrimental. In the article, "Power of Financial Transparency with Employees," Eric Holtzclaw shares his company’s experience. He states that "by opening up the books and allowing others more transparency, more people on the team have a deeper understanding of how the company makes and spends money. And because key employees…know the budgets and review them regularly, we have organizational accountability." Financial information such as budget numbers and year-to-date revenue are shared regularly at The Ritz-Carlton. Ladies and Gentlemen are aware of financial goals and openly discuss numbers. Not only does this instill accountability, but it also fosters a sense of ownership. Everyone is included, and is therefore responsible for achieving financial success. Sometimes companies are reluctant to disclose financial information because it is disappointing. No one wants to send out alarming news, but it is important to share important information such as this. Secrets only cause employees to be suspicious and rumors, with potentially wrong information, to circulate. "When you don’t inform your employees, their imaginations go on overdrive," warns Diana Oreck, Vice President of The Ritz-Carlton Leadership Center. She recommends transparency in order to avoid "psychic turbulence" in the workplace. Millennials seeking transparency Ms. Oreck also notes, "transparent leaders—who don’t hoard information and don’t have hidden agendas—inspire and engage employees." Transparency leads to employee engagement because it fosters trust; allows employees to feel secure and safe; and shows employees how they’re contributing to the company’s mission. At The Ritz-Carlton, the Ladies and Gentlemen know that "the genuine care and comfort of [their] guests is [their] highest mission." Everyone has the same purpose, and this means everyone is on the same team—working toward the same goal. Transparency in the workplace is not simply a passing trend. By 2020, Millennials will be roughly 50% of the USA workforce, and according to the book, "The Millennials" by Thom S. Rainer and Jess W. Rainer, Millennials are "attracted to organizations where the leaders are transparent and open." Any organization that wants to appeal to the workforce of the future should consider adopting a culture of transparency today. ∞ The Ritz-Carlton Leadership Center offers a one-day class called: "Legendary Service at The Ritz-Carlton." 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.

Imagine standing in an elaborate trade show booth at a large convention. There you are, alongside your sales team, promoting a high-quality product, talking briefly with customers as they wander in and out of the booth. Yet by the end of the show, you know you didn’t engage with clients in a way that would establish a strong business relationship. That was the dilemma Tom Hull faced … and overcame. In fact, Hull’s dilemma became the impetus for a successful marketing strategy. Hull, Vice President for Precor, explains, "Although we attend trade shows, they’re too big to be effective and connect with customers, so we decided to host a series of our own smaller, regional customer events." As designers and builders of premium exercise equipment for commercial and home use, Precor continues to be well represented at a variety of health and fitness trade shows. Yet, Hull’s smaller events allow him and his sales force to engage with customers in a way that develops individual relationships—relationships that ultimately lead to business deals. CREATING VALUE FOR THE CUSTOMER To orchestrate an event worth his customers’ time, Hull knew he needed a dynamic presenter who could speak to the needs of his audience. As a result, he contacted The Ritz-Carlton Leadership Center. Recognizing Ritz-Carlton properties as leaders in customer service, Hull arranged for the Corporate Director, Culture Transformation to conduct two half-day sessions for Precor clients that focused on service excellence. "We have a mix of customers we want to connect with," Hull said, "Everyone from club managers of corporate fitness centers to receptionists at hotel spas, as well as owners of large independent health clubs and YMCA staff members." As broad as his client pool is, Hull realized that, "They all have similar interests in creating an ‘experience’ for their members and guests." He further explained, "What Ritz-Carlton does for their guests is nearly identical to what exercisers hope to experience when they visit a fitness facility." And therein lies the magic behind Hull’s strategic plan. Beyond supplying customers with high-quality fitness equipment, he also gives them the opportunity to learn, from the experts at The Ritz-Carlton Leadership Center, how to improve customer service at every level within their organizations. Providing opportunity for engagement At the Precor regional events Hull and his sales team are able to spend more time getting to know their customers. "The meetings allow for a longer conversation," he observed. Within the past two years, Hull has hosted four small, private events throughout the U.S. and Canada where Joseph Quitoni, a speaker and Corporate Director of Culture Transformation for The Ritz-Carlton Leadership Center, presented two popular courses, "Radar On-Antenna Up": The Ritz-Carlton’s Fulfillment of Unexpressed Wishes and Needs and "The Fire Within" - Igniting Passion for Ritz-Carlton Performance Excellence. "Mr. Quitoni’s message is ‘spot on,’" said Hull, "What I appreciate most about him is his personal warmth; he’s genuine." Hull says the most inspiring part of the presentation is when Precor customers, such as club owners and staff members, hear Ritz-Carlton stories about how employees have excelled at delivering customer service. "It gives them practical ideas around how to connect with and read their own club members." Quitoni enjoys sharing the "wow" stories he receives from General Managers of Ritz-Carlton properties. "The stories are powerful and help prove how one employee can make a difference in a guest’s experience," he says. "I enjoy showing the audience how relevant The Ritz-Carlton stories are to their own businesses." Other course highlights include how to: • identify clients’ "unexpressed wishes" • improve interactions with customers • empower employees, allowing them to address customer needs immediately Encouraging Training to Drive Business Hull noted a key take-away from each course, "The need for companies to commit to training, discipline and creating a culture driven to deliver excellent guest service." He said many companies try to create their own initiatives but without professional advice, such as what The Ritz-Carlton Leadership Center offers, they’re not effective. Yet "effective" is a good way to describe Hull’s new marketing strategy. "The events have helped us accelerate and grow existing deals, and also find and win new deals, resulting in sales well above industry averages," he reports. Hull not only sees his Precor events as prime opportunities to drive sales but to connect with clients to help them build their businesses by improving customer service. "There are professional fitness operations out there working hard to train staff to have quality interactions with people who visit their facility," he said. "Doing that well is the most significant thing they can do to drive their business model." Hull and his marketing team see themselves as partners in that effort and that’s exactly the type of relationship they’re striving for. ∞ On Tuesday May 6, The Ritz-Carlton Leadership Center is offering a one-day class called: "‘Radar On-Antenna Up’: The Ritz-Carlton Way of Fulfilling Unexpressed Wishes and Needs" at The Ritz-Carlton, Westchester in White Plains, NY. 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 today’s global economy, it’s more important than ever to understand the nuances of communicating across cultures. Your gestures, words, style, and tone should adapt to local culture. The rules for basic customs—such as shaking hands, presenting your business card, and even whether to look co-workers in the eye—vary from country to country. What is appropriate in one part of the world may be insulting in another part of the world. For example, many cultures prefer an indirect, referential style when discussing business. While business professionals in the United States tend to take a more direct approach in meetings. In Singapore, you should always present your business card with two hands, and in Dubai you should present your business card only with your right hand. Here are three books that will broaden your understanding of customs around the world and prevent you from making social faux pas as you connect with colleagues and customers globally. Three Books About Cultural Awareness 1) "Kiss, Bow, or Shake Hands" by Terri Morrison and Wayne A. Conaway "Kiss, Bow, or Shake Hands" is a Library Journal "Best Business Books" winner, with over 300,000 copies sold. Fully updated with over 60 country profiles, this comprehensive book shares proper international business protocol and informs readers "how to handle common business interactions with grace, respect and an appreciation for different cultures." The foundation of this book began in the ‘90s when Terri Morrison created a digital database on doing business in 60 countries. For this revision, the introduction states that the authors consulted with "over sixty embassies, hundreds of representatives of private and public sectors, and many institutions of higher education." 2) "Multicultural Manners: Essential Rules of Etiquette for the 21st Century" by Norine Dresser This book shares examples of the right words to say and provides readers with the correct behavior to use in a wide range of cross-cultural situations. The back cover of the book states that readers will discover: The dos and don’ts of successful business and social interaction with people from different cultures Appropriate etiquette regarding body language, food, child rearing, clothing, word choices, colors, entertaining, romance, and gift giving Detailed tips on avoiding embarrassment at work, in the classroom, in health care settings, on business trips, at meals, at weddings, at funerals, and on vacations and holidays Amusing firsthand accounts of cultural gaffes that illustrate how miscues happen—and how to avoid them A breakdown of customs, religions, languages, and ethnicities for seventy different countries 3) "Gestures: The Do’s and Taboos of Body Language Around the World" by Roger E. Axtell This book claims that it could save readers from causing an international incident. The book explores the ins and outs of body language from head to toe, and tells readers the cultural significance of simple gestures such as raising your hand to signal the waiter or extending your thumb to hitchhike. You will learn what gestures from all around the world mean. You’ll also discover how to use them and when to avoid them. Culture and The Ritz Kids® Program One way The Ritz-Carlton introduces customers to cultural differences is through the Ritz Kids® program. The content for the Ritz Kids program is designed upon four key pillars: water, land, environmental responsibility and culture. At The Ritz-Carlton, Bahrain Hotel & Spa, there’s an activity for young guests called "When Cultures Meet," and through this activity, young guests learn about cultures that surround them, different customs, and interesting facts around the world. Technology, media and the world economy are breaking down boundaries. The need for a better understanding of cultures is greater than ever. If you want your communications and interactions to be successful on a global level, then you must make the effort to understand the values of your customers and colleagues. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

Customer loyalty may seem like something that is developed over time, but according to ClickFox’s Brand Loyalty survey, 48% of consumers say that the most critical time to gain their loyalty is when they make their first purchase or begin service. This statistic shows the importance of making a good first impression. It also underscores the need to treat every customer—even new customers—as if they are loyal customers right from the start. Kevin Walsh, Senior Director of CRM & Loyalty at The Ritz-Carlton, agrees. "All guests are important and our goal is to create Ritz-Carlton guests for life," notes Walsh. Customer Loyalty at The Ritz-Carlton After conducting guest research and listening to the requests of customers, The Ritz-Carlton Rewards® program was launched in September 2010. The Gold Standards of The Ritz-Carlton Hotel Company, L.L.C. are the foundation of The Ritz-Carlton Rewards program. The goal of Customer Relationship Management (CRM) at The Ritz-Carlton is to create guests for life and build a bond with our guests so that The Ritz-Carlton will always be their brand of choice. This is supported by some of the core Service Values of The Ritz-Carlton: create Ritz-Carlton guests for life (from Service Value #1) meet the expressed and unexpressed needs of guests (from Service Value #2) create unique, memorable and personal experiences (from Service Value #3) The Ritz-Carlton Rewards program is complimentary to join and offers guests the opportunity to have a deeper relationship with The Ritz-Carlton. When Rewards members share their preferences through their MyAccount Rewards Page, the Ladies and Gentlemen—also known as the employees of The Ritz-Carlton—can better provide anticipatory service and enliven the guests’ experiences. Unique & Memorable Loyalty Events The members receive rewards toward complimentary hotel nights, air flights and luxury merchandise. Also, members can take advantage of exclusive partnerships, special events and offers. "We want to provide ‘access to the extraordinary’ by offering exclusive and unique experiences to our members," Walsh explains. The exclusive member events are intimate gatherings designed to create lasting memories. Events are typically hosted with Rewards partners and, as an example, have included: an evening of education, fine cuisine and art. National Geographic highlighted their Big Cats Initiative and fine art sculpture program over an intimate dinner at The Ritz-Carlton, Dallas tours and tastings at private wineries in Sonoma Valley, sumptuous dining in one-of-a-kind settings and the opportunity to meet some of the industry’s most illustrious winemakers a special golf weekend getaway at The Ritz-Carlton, Lake Tahoe, which is coming up on July 11-13. 2014 and includes a private reception and coaching from a legendary golfer These events fulfill Service Value #3—create unique, memorable and personal experiences—and hopefully, also help achieve Service Value #1—create Ritz-Carlton guests for life. One Rewards member who participated in two events has been inspired to spend more time with The Ritz-Carlton. Since the events, the Rewards member took his son on a weekend trip to The Ritz-Carlton New York, Battery Park and enjoyed a getaway with his wife to The Ritz-Carlton, Amelia Island. In addition, the Rewards member chose a Ritz-Carlton hotel to celebrate his wife’s birthday as well as his daughter’s graduation. CUSTOMER ENGAGEMENT BUILDS LOYALTY The Ritz-Carlton Rewards program also supports the commitment of The Ritz-Carlton to impact the lives of others. Reward members have the option of donating their rewards points to charity and making a meaningful contribution to important causes. Customer loyalty is about commitment, trust and mutual appreciation. If your organization is considering creating a loyalty program, think beyond points, discounts and rewards. Instead, think about how to build relationships. Loyalty can begin when your customer first interacts with your organization, and it should be sustained through attentive service, memorable experiences and true customer engagement. This is The Ritz-Carlton way of creating customers for life. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

The Ritz-Carlton is not only known for its culture of employee engagement, but also for recruiting and selecting passionate employees who are committed to service excellence. Each month, we will feature an interview with an employee—a Lady or Gentleman of The Ritz-Carlton—in order to share an insider’s view of the organization. John Cashion recently became the General Manager of The Ritz-Carlton Residences, Singer Island, Palm Beach in Florida. The Ritz-Carlton Leadership Center (RCLC) spoke with Mr. Cashion about his career path and why he has continued to work for Ritz-Carlton for more than 16 years. RCLC: What attracted you to a career in the travel industry? Mr. Cashion: When I was 16 years old, onboard a transatlantic flight, I watched the movie, Pretty Woman. As soon as the actor who played the hotel manager introduced himself, I knew I wanted to be the general manager of a luxury hotel. RCLC: What other positions with Ritz-Carlton did you hold before achieving your dream of becoming a General Manager? Mr. Cashion: I’ve held positions that range from Director of Banquets to Assistant Director of Food & Beverage to Executive Assistant Manager as well as Director of Hotel Operations. RCLC: Why have you remained with The Ritz-Carlton family? Mr. Cashion: I have a passion for service excellence and wanted to continue to grow and develop within a world-class organization and with the company I love. RCLC: The name Ritz-Carlton is synonymous with service excellence. Why is that? Mr. Cashion: Providing excellent customer service is what every employee at The Ritz-Carlton does. They apply the principles of "trust, honesty, respect, commitment, and integrity" toward each other and our guests. These five elements of the Employee Promise impact the guest experience in significant and memorable ways. RCLC: How has the Employee Promise affected your experience with Ritz-Carlton? Mr. Cashion: The Promise goes on to say, "…we nurture and maximize talent to the benefit of each individual and the company." I’m a perfect example of that. When you work hard for something, you get a return on your investment; you get your dream. RCLC: In addition to being a General Manager, you’re also an Ambassador for The Ritz-Carlton Leadership Center. What do you do in that role? Mr. Cashion: I talk with professionals, outside the hospitality industry, about how to deliver excellent customer service. I’m passionate about our brand and want to share my passion with others. RCLC: Would you share a story from your experience that describes what "excellent customer service" is? Mr. Cashion: Sure. Loyal guests were vacationing at the hotel with their daughter, when the wife had a medical emergency. I drove them to and from the hospital and when the wife was released, I made sure they were all comfortable and cared for in the hotel. Shortly thereafter, the husband requested to have a private plane reserved to fly the family home. It would have been easy to have the concierge take care of that important detail, but I was involved from start to finish. When the family was ready to leave the hotel our Ladies and Gentlemen lined up in the hallway to say ‘good-bye’ as the guests left their room. There wasn’t a dry eye in the place. Afterward, when I drove them to the airport, instead of dropping them off at the private aircraft terminal, I waited until their plane took off before returning to the hotel. Everything we did made our guests feel like family. RCLC: What inspires you about working for a company that encourages you to go out of your way to make guests comfortable? Mr. Cashion: The most inspiring thing is putting smiles on employees’ and guests’ faces. I like to take care of guests as if each of them is a guest for life. RCLC: How do you inspire employees to deliver the type of service you, as General Manager, do? Mr. Cashion: Lead by example. Do what you’re asking them to do. We’re all here for a common goal—to serve genuinely and with focus. I want the best for my employees so I engage in conversations with them and empower them to make decisions that will positively affect the guest. RCLC: Where does your passion for serving others come from? Mr. Cashion: The passion comes from what I do. I’ve never worked a day in my life because I love what I do and when you have a passion for what you do, you don’t think of it as work. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

Do your employees know when it’s OK to ‘bend the rules’? Employees at The JBG Companies do. As one of Washington, DC’s premier real estate firms, JBG encourages employees to "know when it’s OK to bend the rules a little bit and find a way to say ‘yes,’" says Duane Wooldridge, Vice President of Residential Operations at JBG. The Residential Division for JBG manages more than 6,500 apartments for individuals living in the greater DC area. From upscale residences to affordable housing alternatives, JBG provides residents with homes and communities, not just buildings. Teaching How to Say "Yes" "A big challenge for any apartment company is when we fall back on rules, policies, the lease or landlord-tenant law as a way to say, ‘no,’" explained Wooldridge. "At JBG we’re developing a training class to help employees think about how they can say ‘yes’ to tenants more often, without violating the law, the lease or a policy." To help employees assimilate that type of behavior, Wooldridge and his associate, Andy Aument, Vice President of Operations, Residential Services, looked to The Ritz-Carlton Leadership Center for guidance. "The Ritz-Carlton is synonymous with world-class service and if you’re going to aspire to be known as a customer-centric service provider in any industry, there’s no better company to emulate than The Ritz-Carlton," commented Aument. Senior associates from JBG met with Diana Oreck, Vice President of The Ritz-Carlton Leadership Center, so she could "get to know our organization — where we currently are, where we’ve been and more importantly, where we’re looking to go," Aument said. Shortly thereafter, Oreck presented the course, "Radar On-Antenna Up: The Ritz-Carlton’s Fulfillment of Unexpressed Wishes and Needs," to 175 JBG employees. "A wide spectrum of employees attended," noted Wooldridge. "Everyone involved in the management of our properties was there; maintenance technicians, bookkeepers, front desk associates along with Asset Managers and Vice Presidents." Creating a Culture of Caring "A lot of what Diana spoke with our team about," Aument recalled, "was being able to connect with customers and each other. ‘Radar On’ applies to how we treat each other, not just the customer. It helps create a culture of caring." Oreck also shared ways to "find opportunities to fulfill the expressed and unexpressed wishes of our customers," Aument said. Providing a tangible example, Wooldridge referred to a recent employee story. "A potential renter was looking at pictures of one of our apartments online. He liked what he saw and was ready to rent. But he made a comment about how he had never rented an apartment - a very important decision - sight unseen before. Our employee sensed the customer’s hesitation and recalling Diana’s discussion about anticipating customer needs that aren’t clearly stated, used his iPad to create a walk-through video tour of the apartment, including the wonderful view from the apartment, something not available on-line. He emailed the video to the gentleman, who got excited and lost all hesitation to rent the apartment." Wooldridge concluded, "I believe that prior to the session with Diana, we would not have invested the extra 5 to 10 minutes to make the video. And I think the fact that the employee knew he had done something good, was probably even more impactful for him than it was for the new resident, who was thrilled." Granting Permission to Meet Customers’ Needs "It takes a lot to empower people," Wooldridge continued, "but The Ritz-Carlton Leadership Center showed us how any associate can take charge and fix something that will affect a guests’ stay." As a result, JBG now encourages employees to pay special attention to tenants’ needs, moods and day-to-day circumstances, without being nosey. When a staff member accidentally had a resident’s car towed, the employee not only made sure the car was returned unharmed, he was also encouraged to present the tenant with a $50 gift card so the owner could get the car detailed. Wooldridge said employees aren’t always comfortable making that type of decision on their own. "They need permission to be customer oriented so we’re encouraging them to understand the context of a situation and be creative in how to help." ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

Service Value 3 at The Ritz-Carlton is "I am empowered to create unique, memorable and personal experiences for our guests." The two stories below illustrate how empowered employees can creatively enliven a guest’s experience. In each story, the Ladies and Gentlemen—also known as the employees of The Ritz-Carlton—were able to transform a special event into a personal, unique and memorable occasion. A PRIVATE SHOWING The first story took place at The Ritz-Carlton Residences, Singer Island. One of the owners was preparing to host his beloved granddaughters for the weekend. The Owner wanted to surprise the two girls with a special treat. He knew they had recently seen the Disney movie, Frozen, and had loved it so much they had talked non-stop to their grandfather about it over the phone. For their visit, he decided to reserve the theater in the Residences for a private viewing of the film so that he could surprise them and spend some memorable time together. The Owner approached the Residence Concierge to make the reservation. He explained to the Residence Concierge what his plan was, and she could tell that he was very excited to spend time with his granddaughters. The Residence Concierge confirmed the reservation with the Owner for that weekend and then decided to start making some plans of her own to make the night one that the family would never forget. DO YOU WANT TO BUILD A SNOW THEATER? After some planning and a trip to the store that week, the Residence Concierge came up with an idea to help her really "Wow" the Owner and his granddaughters. She decided to decorate the entire theater in Frozen décor. She purchased movie posters, princess wands, and of course, a treat for the Owner as well—his favorite dark chocolate candies. To top it off, the Residence Concierge researched the film and wrote a personalized note from each of the main characters addressed to the little girls. When the time had come for the family to enjoy their movie, their jaws dropped when they entered the theater. The whole theater was a Frozen wonderland, complete with the special notes from the Disney princesses. The girls were so excited they could barely speak! The Owner was delighted and afterward said, "That was truly a wow moment!" A RETREAT FROM WINTER The second guest story took place at The Ritz-Carlton, Westchester. This past year, the Northeastern United States experienced a very cold winter. In many areas, there were recording-breaking cold temperatures and higher than usual amounts of snowfall. In the midst of this long winter, two friends decided to take a weekend trip to try and forget about the cold weather. They wanted to meet someplace warm, but because it was a weekend trip, they could not travel too far away. The two guests decided to travel to New York City for the weekend and agreed to imagine that they were escaping to a tropical vacation in a warmer climate. To give themselves a taste of summer, they decided to book pedicure appointments in the spa—something they usually did together during the warmer months. A few days prior to the their arrival, a Guest Relations member learned of the friends’ plans to treat their vacation in New York as though it were a tropical getaway. Seeing an opportunity to take extra care of these guests, the Guest Relations member contacted the spa to see if they could help deliver the warmth of the tropics to help the guests shake off their winter blues. A SPA-TASTIC DAY On the day of their pedicure appointments, the two friends were welcomed into the spa with gifts of fresh flower leis and soft, island-themed music playing in their treatment room. As they relaxed in the pedicure chairs, they were served a fruit plate arranged with a variety of tropical fruits, including mango, pineapple and fresh papaya. To top off the experience, the spa team ordered special island-inspired drinks for the guests to enjoy. The two friends were in complete awe of the detail and planning that went into their spa visit and were so glad to escape the cold winter—at least while in the spa. UNIQUE, MEMORABLE AND PERSONAL Creating a genuine customer experience begins with customer engagement. You must learn what the customer desires. Once you understand the specific needs of your customer, then you have the right motive and direction for crafting a customer experience that not only produces a "wow" moment, but generates a lasting memory. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

If an employee comes to work coughing and sneezing and clearly unwell, you would probably send the sick employee home. Not only would you want to express care toward the ill employee, but you would also want to prevent the virus from spreading to healthy colleagues and co-workers. Sending the sick employee home is a proper choice for the well-being of all. When it’s physically obvious that an employee might infect the work place, we take action. However, when an employee arrives at work with an "unwell" mental attitude, you may not notice it right away. Negative qualities aren’t always immediately apparent. Employees may act appropriately around you and only infect others behind your back in secret conversations. When this happens, employee engagement can rapidly decline. Diana Oreck, Vice President of The Leadership Center, warns that "Negative attitudes are contagious, and negativity on teams should be handled swiftly." You need to be on the alert for destructive qualities, and you need to address any caustic attitudes before they poison your work place. Here are seven qualities—when left unchecked—can seriously damage employee engagement: 1) Indifference Good employees are dedicated and passionate. When you see employees who no longer care about the quality of their work, it’s time to re-engage them or move them out the door. Employees who are mentally checked out will often drain the enthusiasm from their co-workers. As Oprah Winfrey noted, "Passion is energy. Feel the power that comes from focusing on what excites you." You don’t want listless team members, you want energetic brand advocates that positively impact relationships with customers and co-workers. 2) Laziness You want employees who express initiative and industry. Employees who are always looking for ways to do less can dampen the spirits of your productive employees. They create an unfair working environment. In addition, lazy employees are cheating themselves. Anne Frank, author of "Diary of a Young Girl," noted, "Laziness may appear attractive, but work gives satisfaction." Lazy employees undermine employee engagement for themselves and their colleagues. 3) Distrust Employees who view everything with doubt and suspicion can prevent others from having confidence in your organization. Trust has to be earned, but if you have employees who seem incapable of trust, then their skepticism may influence your team. Stephen R. Covey, author of "Speed of Trust," points out that "Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships." Without trust, employee engagement will not have the right atmosphere to take root and thrive. 4) Envy Envy is one of the most insidious qualities at work. It opens the door to resentment, rivalry and even prejudice. Leadership expert Dan Shyti notes that "usually top performers become targets of envious employees," and he advises managers to squash envy as quickly as possible. Employees who want what others have detract from employee engagement. Margaret Thatcher, former Prime Minister of the United Kingdom, said, "The spirit of envy can destroy; it can never build." 5) Rudeness There are jobs where you may have to deal with rudeness. For example, if you work in customer service, you may have to interact with angry, disgruntled customers. However, you should not have to endure unkindness from your colleagues. Good work relationships foster employee engagement. Negative and discourteous co-workers can contaminate an otherwise healthy environment. John Ruskin, a prominent social thinker and philanthropist in the late 1800s, pointed out the immeasurable value of treating each other with grace, when he said, "A little thought and a little kindness are often worth more than a great deal of money." 6) Selfishness Collaboration and teamwork help employees feel as if they are part of something beyond day-to-day tasks, and when employees feel a greater sense of purpose, this leads to employee engagement. If you have employees who don’t want to be part of a team and who are only focused on their personal goals, this can deter a sense of loyalty to your organization. Brian Tracy, a motivational speaker and author, asserts that "Teamwork is so important that it is virtually impossible for you to reach the heights of your capabilities or make the money that you want without becoming very good at it." 7) Complacency When The Ritz-Carlton hires employees, it tries to select candidates who will use their discretionary effort to grow and achieve more. Bill Brister, a Guest Services Supervisor at The Ritz-Carlton, Half Moon Bay, notes when employees begin expressing complacency, all hope for employee engagement is lost. In addition, inattentive and apathetic employees affect the overall morale. Benjamin Mays, a former president of Morehouse College and a social activist, said, "The tragedy of life is often not in our failure, but rather in our complacency; not in doing too much, but rather in our doing too little; not in our living above our ability, but rather in our living below our capacities." There are probably moments when each of us has expressed one or more of these qualities, but if you have staff who regularly shares negativity, you should address the situation as soon as possible. The 2013 State of the American Workplace report from Gallup states that "Engaged employees are the best colleagues. They cooperate to build an organization, institution, or agency, and they are behind everything good that happens there. These employees are involved in, enthusiastic about, and committed to their work. They know the scope of their jobs and look for new and better ways to achieve outcomes. They are 100% psychologically committed to their work. And, they are the only people in an organization who create new customers." It may seem like a lofty goal to have all your staff engaged, but clearly, the benefits are worth the effort. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation.