Tag Archives: Team meetings

Someone could have told us

service culture Team huddle

Make briefings part of your service culture

Have you noticed how often in successful sports teams you get to see the whole team huddle together for a quick team talk? Is this just something that’s relevant to sports?

No, of course not.

When I’m consulting with businesses assisting them with upping their customer experience or developing their customer service culture, one of the common themes that comes up time and again is the frustration that arises from poor communication.

Often this might be something as simple as a product or service which isn’t available, so customers are let down.  Perhaps it’s a particular customer who has special requirements, who might need some specialist treatment or VIP attention. Or maybe it’s something completely out of your team’s control, such as roadworks or severe weather, but that impacts customers.

Whatever the reason, your team need to be in the know. What’s happening and what you’re doing to add value for customers, or offering to minimise any negative impact. No one in your team wants to look unprepared or be caught unawares.

So just how do your team members get kept abreast of what’s happening day to day in your business which can have an impact on them and your customers?

In our haste to get on with the day ahead it’s tempting to rely on email, bulletin boards or a WhatsApp group. But there’s a problem with this… they tend to be one way, and little or no opportunity to question or clarify. You lose the ability to judge people’s reactions, or even know for sure it has been read.

A simple 10 minute “Buzz Briefing” at the start of each day or shift plugs this gap.

As the name suggests it’s your opportunity to create a buzz for the shift or day ahead.

It’s your chance to update everyone on anything that affects that day’s operation. Plus, it’s your opportunity to get feedback from your team on things that need attention, to answer their questions, or listen to their ideas.

All key ingredients to a positive service culture.

Here are 11 ideas to ensure your buzz briefings create a buzz for the day ahead…

  1. Getting the whole team together-  if numbers and logistics make this possible – is ideal, but otherwise by department.
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  2. Hold your buzz briefings at the same time each day
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  3. Be prepared – plan what you need to cover in advance
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  4. Start with an open question or attention grabber, and ensure you have everyone’s attention
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  5. Aim to gain eye contact with everyone, and pick up on any looks of confusion, questioning or disagreement
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  6. Keep them brief (maximum 10 minutes)
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  7. Conduct them standing up
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  8. Encourage participation – ask questions and encourage their questions, listen to ideas, ask for examples or to share their own examples, stories or suggestions
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  9. Keep them light-hearted, but with a serious intent
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  10. Make them a daily habit, so they run even when you’re not there
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  11. Even on your busiest mornings make sure these briefings still happen – it’s generally on the days that are your busiest that things go wrong, and in many businesses it’s on your busiest days when you have the best opportunities for making a good first impression with new customers or increasing sales

So, what the heck will you talk about?

Every business will be different, but here are some of the topics you may want to cover:

  • Specific customer activity in the business today, such as (VIP) visitors, new business or projects
  • Impending deadlines and progress towards these
  • Customer feedback
  • Any other activity happening in the business  or surrounding area that could affect customers, e.g. maintenance or road works, items in the media relevant to your customers, competitor activity
  • Staff shortages, and cover of responsibilities
  • Questions or suggestions your team may have about operational issues that could have a bearing on the level of service
  • Feedback on any customers’ queries or comments
  • Team members’ observations, feedback or questions from a previous shift
  • Recognition for success or achievements from the previous day
  • Home in on one aspect of customer service you particularly want the team to focus on

These actions ensure your team are not only fully briefed and competent, but also confident and enthusiastic to deal with any customers’ requests, queries or concerns.

If you aren’t already holding daily briefings you may find there’s a reluctance – “we don’t have time for these!” But treat them as an investment in time; they will invariably save time later, by preventing things getting forgotten or deadlines being missed.

Make them a habit – part of your service culture – so they run even when you’re not there.

Take action

If you only do one thing. Next time you have an important message to share with the team gather everyone round and deliver the message in person rather than sending a blanket email.  Notice what happens when you deliver the message in person and encourage a two way dialogue.

Related posts: https://www.naturallyloyal.com/hotel-leadership-regular-update-meetings/



Celebrate Success !

Celebrate your Success

Celebrate and reward success

Establish regular opportunities and events to enable others to share their successes and achievements. This could be as simple as team meetings where individuals talk about their successes and what others can learn from these, but add more weight to this by publicly recognising their success e.g. sharing achievements with your guests or entering them for awards. Highlight how individual contributions have had a positive impact on the business as a whole, and be open and optimistic about business performance.
Recognise and reward individuals, departments or the team as a whole to demonstrate how you value their successes.  So if you were to ask your team if they believed you see the glass as half empty or half full, what response would you get?

 

Join me on the FREE recording from my recent tele seminar on how to get the best from your team


Hanging onto Talent ~ Part 5

Keep talking

Give constructive feedback -what have they done well and how it has contributed; where they have fallen short and how this can be improved.

Communication is a two-way process, not only do people need to know what’s going on, they want to be heard. Daily briefings need to include what’s happening that could affect the operation or the customer experience in any way (e.g. maintenance, staff shortages, unavailable products or services), as well as any feedback from staff on their observations or ideas. Let your team know how the business is performing, and what this means to them.

Having a happy and motivated team will not only help you retain your talent and reduce staff turnover, but will lead to better productivity and customer service, maintaining sales and controlling costs.

If you want to retain your best people you need to give them what they want.

Click here for more articles and resources


Hanging onto Talent ~ Part 4

What if you are the problem?

We may not want to admit it, but you or your management team may be the reason that people leave. Rather than hide your head in the sand, reflect on what you need to do to change. Find out what are the things that people find difficult or frustrating about working for you or with you, and then figure out a way to change your approach before others decide to jump ship.

How much direction do you provide? Do people know exactly what’s expected of them, and have the tools, time and resources to deliver? Lead by example so there are no mixed messages.

Ensure that you and your management team are approachable. Provide support when it’s needed, and be receptive to when this is required. Not everyone will be confident enough to ask for help. Consult staff and listen to their ideas; they may be able to offer better ways of doing things.

Take time to talk to staff to build relationships and show an interest in them as individuals. Listen to and act quickly on any concerns. Identify what’s important to them recognising that with the varied cultures and backgrounds of your staff that their values and priorities may sometimes be different to your own.

In the final part tomorrow will discuss the impact good communication with your team.

Click here for more articles and resources


Hanging onto Talent ~ Part 3

Insecurity

I’ve worked with a number of businesses recently who have had to make cuts and changes. This makes people uncomfortable, and so when another opportunity comes along, they jump at the chance if they feel it has better long term security.

Communicate any changes that are happening in the business before they happen, and how this might affect them.

Set standards so that people know what’s expected of them, and can measure their own performance, and not left in doubt about their contribution.  Be consistent, ensuring the same ‘rules’ apply to everyone. Focus on telling people what you want to achieve, i.e. the end result, rather than dictating how to do it.  This gives people flexibility to adopt their own style (you’ll be surprised how often they end up improving the process) rather than living in fear of not being able to comply with strict processes.  And make sure you provide the appropriate tools, resources and training to do the job effectively.

Training your staff in the mechanics of the business operation puts them in a better position to contribute to cost control and income generation. If people understand how the business makes its money they are then in a position to contribute to this and put forward their own ideas. A win-win for both.

Tomorrow we’ll look at whether you or your management team may be the reason that people leave your hotel.

Click here for more articles and resources


Hanging onto Talent ~ Part 2

Recognition and reward

When staff leave, if the reason they give is more money look to see how your rates compare with the competition (bearing in mind for some roles your competitor for staff may be in totally different industries). But also look at what benefits your staff are getting that they may not be getting elsewhere and ensure people are aware of everything that makes up their package.

What about the less tangible aspects of their package. Recognise and reward performance and achievements. Celebrate and share successes; identify and utilise people strengths, training, delegating and giving them control and ownership where appropriate. Be sure to recognise all departments, including back of house staff, e.g. housekeeping is often the most undervalued department, but is commonly the most profitable aspect of a hotel.

Encourage and reward loyalty by conducting regular pay/benefits reviews. Think about incentives that are within reach of any member of staff who performs well. This might mean focusing on a different theme each month so that everyone has an opportunity to be recognised for their particular skills or strengths.

Career and prospects

If they’re moving for career progression, is this something that you could have given them but just didn’t make them aware of the opportunities? What can you do in future to ensure that all your team get the recognition and development they need for their career progression?

Grow from within where possible, and give people the opportunity for career progression as well is enhancing the skills to do their existing job. Think also about life skills; for example offering English lessons. And make use of the training grants available through the tourist organisations, colleges, and government-funded schemes.

You won’t be able to accommodate everyone’s aspirations particularly if you’re a small hotel, but having some kind of succession plan in place does give people something to work towards. However, be careful you don’t make promises that you are unable to keep.

Make training a part of day-to-day management, so it’s not seen as something that is additional or optional. This goes for both staff and supervisors/managers. Identify those who have an interest in developing their CV and are willing to take on training responsibilities as part of their own development.

Tomorrow will look at the impact of changes in your hotel business and how to minimise the disruption this brings.

Click here for more articles and resources


Hanging onto Talent ~ Part 1

We already know that there is a lack of new talent entering the industry so it’s important that we hang on to our best people. The hospitality industry has always had one of the highest labour turnover rates in all sectors of the economy, so are we just deluding ourselves if we think we can beat that trend? Well maybe there are a few things we can all be doing to tip the balance in our favour.

Each day this week I’ll be posting steps you can take to hang on to your hotel’s talent.

Why do they quit?

Staff turnover can be infectious, the more people come and go, the easier it is for others to make the decision to leave. Unless we understand why staff leave it’s unlikely we’ll reverse the trend.

In an ideal world some kind of confidential exit interview should be conducted and wherever possible this is best done by someone other than a line manager. Let’s face it, if the reason is it’s poor management or leadership that has prompted the move, it’s unlikely that you’re going to learn the whole truth if the line manager is asking the question! The saying goes people don’t quit jobs they quit bosses. But even if your staff structure doesn’t allow for this it is important to find out as much as possible about people’s motives for leaving.

Tomorrow we look at how we can use recognition and reward, and career prospects to help retain our best people.

Click here For more articles and resources


Solving an Issue

Here are two sets of questions to use to solve a problem or issue.

Take your problem and work through the first set of questions.

  1. What is the problem?
  2. How long have you had it?
  3. Whose fault is it?
  4. Who is to blame?
  5. What is your worst experience with this problem?
  6. Why haven’t you solved it yet?

How do you feel? Probably not very positive or motivated to do much about the problem!

 

Now work through the problem using the following set of questions.

  1. What do you want instead of the issue?
  2. How will you know when you’ve achieved it?
  3. How can it be solved?
  4. Who can help you reach this objective quickly?
  5. What resources will help?
  6. What can be learnt from this matter?

 

How do you feel about the problem this time around?

The first set of questions all look at directing blame.

The second set are aiming to resolve the problem.

These are great questions to ask your team when asking them to look for solutions to problems. Try using them in one to ones or team meetings when problem solving, and see what results you get.

 

Involving your team in problem solving is key to effective leadership, and the skills needed will be covered in detail in my forthcoming online leadership coaching programme


Regular update meetings

Do your hotel staff know the score? ~ Part 3

Regular meetings – weekly, fortnightly or monthly give an opportunity to:

  • Share ideas
  • Give and get updates on what’s happening across departments, to encourage teamwork
  • How the business is performing at operational level and any changes necessary or areas of focus
  • Changes happening in the business and how these might affect staff (before they happened and the rumours take over)
  • Give regular on going training or development

These type of meetings need to be two-way, (not the type of’ town hall’ address) and an opportunity for your team to have their say and put forward their ideas and suggestions. You may be pleasantly surprised at how resourceful they can be in finding solutions to problems. Often they add a fresh perspective.

Tomorrow we’ll cover one to one meetings.

Communication was one of the topics covered in “How to Give Your Hotel a Competitive Edge” series of interviews.

 


Daily Briefings

Do your hotel staff know the score? ~ Part 2

A daily briefing (with the whole team if numbers are small enough to make this logistically possible is ideal, or by department) can update everyone on anything that affects that day’s operation. It’s also a great way to get feedback from them too on things that need addressing sooner rather than later.

Cover such information as:

  • VIP guests
  • Special needs (e.g. disabled guests, special diets)
  • Regular guests and any known preferences, so staff can anticipate their requirements
  • Today’s menu and tasting, with details of all the ingredients of each dish, what to promote today, and what’s in short supply (even if only one dish has changed from yesterday’s menu, make sure it is communicated)
  • What special offers, events or deals you have coming up that need to be mentioned
  • What other activity there is in the hotel or surrounding area that could affect service in any way, e.g. maintenance, road works, concerts, weather.
  • Staff shortages, and cover of responsibilities

 

These actions ensure your staff are fully briefed and competent to deal with any guest’s queries or concerns.

A daily briefing also provides an opportunity for you to get feedback on any guest comments. You can discuss any questions or suggestions your team may have about operational issues that could have a bearing on the level of service or sales potential of the hotel. So, even on your busiest mornings make sure these briefings still happen – it’s generally on the days that are your busiest that things go wrong, and it’s generally your busiest days when you have the best opportunities for increasing sales.

Tomorrow we’ll look at regular update meetings.

My new online leadership coaching programme is being launched in September