In hospitality and customer service, perfect is elusive. Someone is going to miss a shift, have a bad day, or fail to understand a situation.
But there’s a second kind of error, the one that’s far more common. When management makes bad choices, or underinvests in systems, training and people, it’s not really an error. It’s a choice that costs everyone involved.
These are choices with consequences. Don’t blame the actors if you have a lousy script.
When you built that automated phone tree to save a few dollars on customer service, you were choosing to lose some of your best customers. When you planned a lazy and boring menu for the group meeting at your hotel, you chose to send a message of carelessness. And when you ask under-appreciated and poorly-trained staff to step up and be the face of your organization, you’re risking your future.
Customer service is a chance to create delight and impact. It can amplify or undermine the marketing investments that you say are important–and yet, management often fails to see the systems they are building and maintaining. Begin with, “we’re doing these things on purpose, with intent.”
As in all things, getting the systems right is the foundation for everything else that follows.
Your hospitality strategy is the problem, not bad luck or uncaring staff.
