Shining A Light On Mistakes

How do you handle mistakes in your organization?

Summary
Transcript
There are so many moving pieces involved in properly training and developing each member of your team, but often leaders forget about one piece: shining a light on the mistakes.

Diana Oreck, Vice President of the Ritz-Carlton Leadership Center, explains how pointing out your weak areas is critical to the training and development of your team.
The importance of correcting mistakes in the training and development of your team.

There are so many moving pieces involved in properly training and developing each member of your team, but often leaders forget about one piece: shining light on the mistakes. Diana Oreck, Vice President of the Ritz-Carlton Leadership Center, explains how making sure to point out your weak areas are critical to the training and development of your team.

“If you have a culture whereby you have employees who get defensive when there's an opportunity with your customers, you're in real trouble. Because reality is, and I know this sounds very funny, at Ritz-Carlton we actually teach a principle, ‘Pain is my friend.’

“I know it doesn't feel good when you're being yelled at for something that you didn't create, but the reality of the situation is, if you have customers that are still willing to yell at you, guess what? It's data. They're negatively engaged with your brand, but you have the opportunity to turn it around. If they don't say anything, then they're just going to walk silently with their feet. I don't think there's any business today, whether private, whether for profit, not for profit, small, large, that can afford to lose customers or patients.

Since no one can afford to lose customers or patients, Oreck and the Ritz-Carlton team have come up with a performance management plan that minimizes mistakes.

“What we do is whenever there's an issue, we put it into what we call the MR. BIV database. MR. BIV stands for mistakes, reworks, breakdowns, inefficiencies, and variations. We actually shine a light on defects.

“Mistakes are when something goes wrong.

“Then, you've got rework, so I have to do it all over again because someone didn't do their job.

“Breakdowns, what happens when the copier is down all the time. What happens when I didn't order the ink for the copier?

“Inefficiencies, we rolled an initiative out but we really didn't think about all of the stakeholders.

“And, variation. The most important word in service is ‘always.’ I can't say, ‘You know, Joe, I'm going to give you great service on Tuesdays, Thursdays, and Saturdays.’ ‘Suzanne, if I'm feeling well, you're going to get great service.’ Nobody can name a company that's famous for service, who only does it once in a while. The importance of always is that the word ‘always’ leads to consistency, which leads to trust with your customers, your employees, your friends, and your family. It's all about that consistency. It's very, very important.

“It's not enough for companies to align back to their culture every quarter, or when the P&L is going south, or there's been a horrible customer complaint. You have to find a way to align back every day. We do that in our daily lineup. We have a 15 minute meeting, three times a day in every hotel, because there are 3 different shifts. And in the corporate office from 9:05 to 9:20.

Oreck goes on to tell us how they tackle performance management. By pointing out their mistakes, they are better preparing themselves to prevent it from happening again.

“What's great about this empowerment and the MR. BIVs is that, at daily lineup in the hotels, we go through every MR. BIV of the day before. Not to do this, the blame game, but to shine a light on the defects so we can get rid of them forever.

Through clear workplace communication in their daily lineup, the ladies and gentlemen of the Ritz-Carlton are motivated each day not to make the same mistakes as the day before.
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Diana Oreck

Ms. Diana Oreck is a Certified Hospitality Trainer (CHT) and an international advisor in corporate culture, branding, leadership, employee engagement and legendary service. She has over 30 years of experience in the hospitality industry ...

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