This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.
Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!
con referencia a:
"This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!" - Service Excellence: Working Towards What you Already Have (ver en Google Sidewiki)
This is a story that I heard several years ago, that somehow has stayed with me and helped me maintained focus in what is really important and where our focus need to be in our everyday business life, hope you enjoy it as much as I have in the last few years since I first heard of it.
Have a very Happy Holiday Season and a prosperous and Productive New Years 2010!!!
An American investment banker was at the pier of a small coastal Mexican village when a small boat with just one fisherman docked. Inside the small boat were several large yellow fin tuna. The American complimented the Mexican on the quality of his fish and asked how long it took to catch them.
The Mexican replied, "Only a little while"
The American then asked, "why didn't you stay out longer and catch more fish?"
The Mexican said, "with this I have more than enough to support my family's needs."
The American then asked, "But what do you do with the rest of your time?"
The Mexican fisherman said, "i sleep late, fish a little, play with my children, take siesta with my wife, Maria, stroll into the village each evening where I sip wine and play guitar with my amigos. I have a full and busy life."
The american scoffed, "I am a Harvard MBA and could help you. You should spend more time fishing: and with the proceeds, buy a bigger boat. With the proceeds from the bigger boat you could buy several boats. Eventually you would have a fleet of fishing boats. Instead of selling your catch to a middleman you would sell directly to the processor; eventually opening your own cannery. You would control the product, processing and distribution. You would need to leave this small coastal fishing village and move to Mexico city, the Los Angeles and eventually New York where you will run your-ever expanding enterprise."
The Mexican fisherman asked, "But, how long will this take?"
To which the American replied,"15 to 20 years."
"But, what then?" asked the Mexican
The american laughed and said, " That's the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become rich. You would make millions."
"Millions?.. Then what?"
The American said, "Then you would retire. Move to small coastal fishing village where you would sleep late, fish a little, play with your kids, take siesta with your wife, stroll to the village in the evenings where you could sip wine and play your guitar with your amigos."
Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology.
con referencia a:
"Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology." - Service Excellence: Making a Point!!!!! (ver en Google Sidewiki)
Sometimes the best way to make a point is by telling a story. This is one of those times. If you work in customer service or if you have ever been treated poorly as a customer, I hope this story conveys the value of an apology.
Not long ago I traveled to the east coast to attend a special event and visit some relatives. A few days before I left, I dropped off some clothes at the cleaners and picked them up the morning I flew out. Over the years I've learned to pack light, so I took just enough clothes for the trip.
The afternoon of the special event I took my dress shirt out of the suitcase - only to find the shirt had shrunk. A lot. "I didn't eat THAT much for breakfast," I thought.
Because the shirt was 100 percent silk and dry-clean-only, it was fairly obvious the shirt had been laundered by mistake. I called my relatives to say I'd be late and headed to the shopping mall where I bought another shirt.
Deny, Deny, Deny
After I was back home I went to the dry cleaners and asked to see the owner. As I explained what happened, she asked no clarifying questions and did nothing to investigate the problem. She offered no apology. But she did sound like a broken record: "Impossible - it could not have happened here."
I reiterated the facts and then asked how a shirt could fit fine before coming to the cleaners, but afterwards the sleeves are suddenly two inches shorter.
Amazingly, she continued to deny that her store was responsible, and there was nothing she could do.
Win the Battle, Lose the War
I was going to ask for minimal compensation, but what really bothered me most was she didn't even apologize. I spend probably between $700 - $900 a year at this particular dry cleaners. It would have been really nice to hear her say, "I'm so sorry this happened to you. How much was the shirt? How about if I give you some of that back in laundry credit?"
I would have been fine with that, but she did nothing of the sort. Like I said, she didn't even apologize. All she did was deny.
As she walked away I stood there thinking I would be taking my business elsewhere.
Winning Back the Customer
Just before I turned to leave, an employee who had been hovering nearby came over and said, "Why don't you come back in the morning and talk with the other owner - her husband." That was all she said, but her voice tone and facial expression told me I'd probably get a different result.
When I came back to talk with the other half of the ownership team, I explained the situation and showed him the shirt's tag (which his wife wouldn't even look at). He said out loud, "100% silk. That's dry clean only."
The man apologized, stating it was obvious from the shirt's appearance it had gone through the laundry. He had me fill out a damage form and then compensated me even more than I'd requested. We parted on good terms.
As a result, I actually intend to continue taking my clothes to this cleaners. For a couple of bucks and an apology, this business will continue to receive $700 – $900 of my hard-earned dollars each year.
The Power of a Sincere Apology
I share this story because it illustrates the power of a sincere apology. It also outlines two ways to approach a problem: One method is effective - the other isn't.
The ineffective method is easy: Be pigheaded and refuse to see anything from the other person's point of view.
As the story illustrates, customers treated this way prefer to leave and not come back. And their money goes with them.
The effective method is not so easy. It involves being objective and listening with an open mind before making a decision. It may even require apologizing about a mistake.
The main point is that apologies are powerful. In fact, one restaurant owner I know makes it a point to apologize and then compensate customers who have legitimate complaints. He says those actions actually bring in more business, because people tell others about how professionally their complaint was handled.
Obviously we don't want mistakes to happen. But when a customer brings a complaint to our attention we have a choice. We can be arrogant and pigheaded, or we can listen carefully. And, if needed, apologize and make it right.
According to conventional wisdom, businesses must offer something unique in order to compete successfully, the rub is that this task is becoming more difficult as products and services become more similar.
con referencia a:
"According to conventional wisdom, businesses must offer something unique in order to compete successfully, the rub is that this task is becoming more difficult as products and services become more similar." - Service Excellence: Don't Be Unique Be Better (ver en Google Sidewiki)
According to conventional wisdom, businesses must offer something unique in order to compete successfully, the rub is that this task is becoming more difficult as products and services become more similar. The only solutions, this line of thinking continues, are to differentiate your offerings through branding and the communication of emotional values or to completely change your industry's rules. While there is some truth in each of those assertions, I belive they have been overstated and over generalized and have distracted firms from listening to their customers and consistently delivering on the basics. What customers want is not more differentiation but products and services that are simply better at providing generic "category benefits"-those routine benefits customers expect to get when they make a purchase. Failure at this, is one of the prime contributiors to today's continuing high levels of customers dissatisfaction. The good news is that this dilemma presents a low-risk, high-return opportunity for most businesses-provided top executives buck their conventional wisdom and rethink what people really want from a product or service.
Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. Popular songs tout the need for respect.
From Aretha Franklin:
"R-E-S-P-E-C-T
con referencia a:
"Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. Popular songs tout the need for respect. From Aretha Franklin: "R-E-S-P-E-C-T" - Service Excellence: 10 Tips for Respect (ver en Google Sidewiki)
Ask anyone in your workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. Popular songs tout the need for respect.
From Aretha Franklin:
"R-E-S-P-E-C-T
Find out what it means to me."
"Everybody needs a little respect
Everybody needs a little time
Everybody needs a little respect. You know when you have respect. You know when you don’t. But what is respect really? And, how is respect demonstrated at work?
You can demonstrate respect with simple, yet powerful actions. These ideas will help you avoid needless, insensitive, unmeant disrespect, too.
1. Treat people with courtesy, politeness, and kindness.
2. Encourage coworkers to express opinions and ideas.
3. Listen to what others have to say before expressing your viewpoint.
4. Never speak over, butt in, or cut off another person.
5. Use people’s ideas to change or improve work. Let employees know you used their idea, or, better yet, encourage the person with the idea to implement the idea.
6. Never insult people, name call, disparage or put down people or their ideas.
7. Do not nit-pick, constantly criticize over little things, belittle, judge, demean or patronize. A series of seemingly trivial actions, added up over time, constitutes bullying.
8. Treat people the same no matter their race, religion, gender, size, age, or country of origin. Implement policies and procedures consistently so people feel that they are treated fairly and equally. Treating people differently can constitute harassment or a hostile work environment.
9. Include all coworkers in meetings, discussions, training, and events. While not every person can participate in every activity, do not marginalize, exclude or leave any one person out. Provide an equal opportunity for employees to participate in committees, task forces, or continuous improvement teams. Solicit volunteers and try to involve every volunteer.
10. Praise much more frequently than you criticize. Encourage praise and recognition from employee to employee as well as from the supervisor.
There are many other ways to demonstrate respect at work. These ten constitute a solid foundation. Implemented consistently at work, these respectful actions help ensure a respectful, considerate, professional work place which brings huge guest satisfactions and along great revenue.
Throughout business history, companies have introduced grand strategies designed to raise their levels of customer service. They soon discovered, however, that the strategies were the easy part. Getting employees to buy into the strategy and make it work proved more difficult. Not surprisingly, results were usually doomed to failure from the start.
con referencia a:
"Throughout business history, companies have introduced grand strategies designed to raise their levels of customer service. They soon discovered, however, that the strategies were the easy part. Getting employees to buy into the strategy and make it work proved more difficult. Not surprisingly, results were usually doomed to failure from the start." - Service Excellence: Customer Service Principle (ver en Google Sidewiki)
Throughout business history, companies have introduced grand strategies designed to raise their levels of customer service. They soon discovered, however, that the strategies were the easy part. Getting employees to buy into the strategy and make it work proved more difficult. Not surprisingly, results were usually doomed to failure from the start.
This inability to "close the deal" has been a perennial cause of puzzlement and frustration to company executives. They assumes that once strategies are unveiled, employees will implement the program in such a way that customers notice an increased level of customer service.
Wrong. Not only do sales and service not rise; morale goes down with them! The reason? The assumption that customer service can improve without employee commitment.
All too often, management forgets that strategies and programs start and end with their people. This assumption is a throwback to the thinking of the American Industrial Age when employees were reduced to a component of production, not unlike a piece of equipment.
Industrial age thinking was based on the concept that employees did not want to work and were definitely not concerned enough to do quality work. Employees were given orders, and except for breakdowns (injury or illness), tasks were grudgingly completed.
Of course time has proven again and again that employees DO want to work, they DO enjoy their work, and they want to care about the quality of their work. Research has shown that work plays a huge part in a person's self esteem, self worth and personal happiness.
To turn your strategy into reality, you must create an environment that builds employee pride and quality. It is absolutely vital that customer service be a long-term, everyday commitment that employees believe in. Otherwise, employees will think it just another passing management fad that will fade away after a brief flurry of activity like so many other programs. They've seen it all before and if they don't believe it, it won't succeed.
To illustrate the difference in employee attitudes consider this parable. An observer passed by two job sites and asked one employee from each what they were doing.
Employee one: I'm working like hell for too little money.
Employee two: I'm building a cathedral.
Notice any difference in attitude? One was sold on the project and therefore became part of it, while the other was merely a part of the machine. Which employee would you want representing your establishment?
Customer Service Principles:
Commit to excellent customer service. Live it, breathe it, believe it, and reward it.
Sell the employees on the whole, not just their part.
Ensure that any Marketing initiatives emphasize your employees, not just your products. When morale and pride go up, you can bet services and sales will go up. Make your employees feel they are part of an elite group.
Ensure all customer contact employees have autonomy to accommodate their customers, even if it means bending company rules. Then take a hard look at those bent rules, and see if they need to be discarded entirely.
Be better than your competitor by knowing your competitor. Take your key people out to a competitor's operation, and talk about what works there and what doesn't (after you've left, of course.)
Finally, keep the focus on your people: They ARE your business!
The whole concept of remembering that great service is ultimately given one customer at the time-of being willing and able to break the rules when we need to give great service to a guest; of identifying and making moments of truth into positive outcome-is inspiring, because it demonstrates how each of us as individuals really can make a difference every day for our customers and for our organizations. It's also a little intimidating if I really stop to think about it long. Because opportunities missed are..opportunities missed...and much needed sales and very real customers are lost.
The whole concept of remembering that great service is ultimately given one customer at the time-of being willing and able to break the rules when we need to give great service to a guest; of identifying and making moments of truth into positive outcome-is inspiring, because it demonstrates how each of us as individuals really can make a difference every day for our customers and for our organizations. It's also a little intimidating if I really stop to think about it long. Because opportunities missed are..opportunities missed...and much needed sales and very real customers are lost.
Happily, by staying vigilant about your service and teaching these concepts throughout your organization, you may have a chance to really contribute to significant success in years to come. If this resonates at all with you, then quickly, before you get caught up in the rest of the day's distractions, go find a customer or pick up the phone and do something special for them.
A "Moment of Truth" is the term that I use to describe those situations where there's not overt customer complaint to be responded to, but where, for whatever reason, you're in a make-it-or-break-it situation with a customer. It's one of those spots where you're about to lose a customer but-given the right set of perceptive eyes to spot the problem-some effective turnaround work can save the situation. If handle well, that "save" could actually make a customer for life out of someone who was pretty much half-way-if not all the way-out the door.
con referencia a:
"A "Moment of Truth" is the term that I use to describe those situations where there's not overt customer complaint to be responded to, but where, for whatever reason, you're in a make-it-or-break-it situation with a customer. It's one of those spots where you're about to lose a customer but-given the right set of perceptive eyes to spot the problem-some effective turnaround work can save the situation. If handle well, that "save" could actually make a customer for life out of someone who was pretty much half-way-if not all the way-out the door." - Service Excellence: Moments of Truth (ver en Google Sidewiki)
A "Moment of Truth" is the term that I use to describe those situations where there's not overt customer complaint to be responded to, but where, for whatever reason, you're in a make-it-or-break-it situation with a customer. It's one of those spots where you're about to lose a customer but-given the right set of perceptive eyes to spot the problem-some effective turnaround work can save the situation. If handle well, that "save" could actually make a customer for life out of someone who was pretty much half-way-if not all the way-out the door.
Moments of truth are particularly important for leaders to watch for, because the signals usually run below the surface and are easily ignored by those who aren't trained to look for them. Being as aware of these as I am, I will happily admit to having chase confused first time customers into the street to get them to buy from my business when at first it didn't seem as if we had what they wanted. Others have done this even better than I have.
Is it worth the effort? well, the average customer comes to your restaurant at least twice a week. If they spend, conservatively, $10.00 a visit, and where the average customer stays in the area for about three to five years. If they spend $30 a week during this time then each individual will have brought between $4,680 and $7,800 at your business. (this does not include other visits with family and friends or take outs and/or catering) is that sort of cash worth a couple of emails or a quick walk out the front door to see if you can be of service? I'd certainly say so!
There is an outstanding interview question that I use every time I have to interview a candidate for a customer service position, and that it is used by many executives in several successful companies.
“Tell ma about a time in a past job that you broke the rules for a customer?”
con referencia a:
"There is an outstanding interview question that I use every time I have to interview a candidate for a customer service position, and that it is used by many executives in several successful companies. “Tell ma about a time in a past job that you broke the rules for a customer?”" - Breaking The Rules!!!!! « George's Blog (ver en Google Sidewiki)
There is an outstanding interview question that I use every time I have to interview a candidate for a customer service position, and that it is used by many executives in several successful companies.
"Tell ma about a time in a past job that you broke the rules for a customer?"
con referencia a:
"There is an outstanding interview question that I use every time I have to interview a candidate for a customer service position, and that it is used by many executives in several successful companies."Tell ma about a time in a past job that you broke the rules for a customer?"" - Service Excellence: Breaking the Rules!!!! (ver en Google Sidewiki)
There is an outstanding interview question that I use every time I have to interview a candidate for a customer service position, and that it is used by many executives in several successful companies.
"Tell ma about a time in a past job that you broke the rules for a customer?"
If you ask it of an applicant, they are really going to have to work through a bit a paradox to be able to respond effectively. By conservative interview standards, they might be tempted to say they "never broken the rules". Certainly many traditional candidates might think, " Who wants to hire someone who's going to tell you up front that they don't follow your company's rules?" They'd be wrong, many top executives in succesful companies will hire them, so will I. So in fact, if an applicant were to tell me that he/she never broke the rules for a customer I probably would not hire him/her. Because I think that every business would want their staff to break the rules regularly in order to get better service to their customers.
When you handle this sort of rule breaking well, it allows you to avoid that horrific service scenario that we've all had to suffer through somewhere as customers. The one where your customer want something that's really fairly simple but which, unfortunately, doesn't fit the "proper procedure". So the employee on the other of the line or behind the counter or taking an order by a table, start reciting the rules and telling you that there's nothing he can do. Raises my blood pressure just thinking about it.
It is important to let you know up front this concept of breaking the rules is not an easy one to get across to new staff members. Well, I take that back. It's easy to get the concept across. What's hard is to get the people to really do it. because no matter how much each of us want to break rules now and again, we also have years of socialization and training in our families, our schools and our previous job that have told us that you don't just do that sort of thing. And as a result, even in business where this has been part of the culture, it's quite common to hear new, well meaning staff member slip and start reading a customer the company's policy rather than thinking things through and coming to a creative way to get the customer what he or she wants.
I honestly appreciate the importance of effectively quantifying customer service measurements, but I am very adamant lately to emphasize the other end of the service spectrum: at the end of the day, service success is attained one customer at the time. The simplicity of the statement makes it easy to overlook its importance. http://yaseservice.wordpress.com
I honestly appreciate the importance of effectively quantifying customer service measurements, but I am very adamant lately to emphasize the other end of the service spectrum: at the end of the day, service success is attained one customer at the time. The simplicity of the statement makes it easy to overlook its importance.
I honestly appreciate the importance of effectively quantifying customer service measurements, but I am very adamant lately to emphasize the other end of the service spectrum: at the end of the day, service success is attained one customer at the time. The simplicity of the stetament makes it easy to overlook its importance.
When a business gets bigger than ten or twelve employees, it can be easy to start thinking about customers as statical segments, or to see them as merely one more contribution to "average sales".
I honestly believe that businesses that loose sight of the reality that service is still given one customer at the time pretty soon start losing customers. At first they lose them one at the time. But before long the losses start expending geometrically as words spreads in the community. And pretty soon, ther're out of business.
So, please let me state the obvious. No matter what sort of organization you're in -big or small, shaky or successful, start up or established institution - great service is ultimately given by each of us one customer at the time. Which means, quite simply, that the seemingly small things like going the extra mile, or remembering customers' names or noticing a nice order and saying thanks, or taking time to show a new customer around your place of business...those simple, individual acts are exactly what make great service happens. and those acts of great service happen because your the staff members make individual decisions to do things for the customers that solidify bonds that last a lifetime.
Dealing with difficult customers is a fact of restaurant life. These "negative" customers can lead to employee burnout, low staff morale, or be responsible for someone leaving the industry entirely. We've all heard that one disgruntled customer can lead to the loss of at least six others by word of mouth alone.
The good news is that this seemingly "lose-lose" situation can be turned around. If it's handled correctly, difficult customers can be turned into some the most loyal, long term customers you'll ever see. Here's seven basic steps that will help you turn these "service disconnects" into opportunities.
Step One: Assume the customer is telling the truth. If you train your employees to always assume the customer is truthful, you have just taken away a major source of stress related to service careers. The employee is not having a confrontation, nor are they conducting an interrogation; They are not looking for the negative, but listening to what is being told to them without having to be a judge that must rule in favor of the company because of a misplaced loyalty.
Step Two: Let the customer talk. Let them air out the whole situation. This accomplishes two things. It allows the customer to tell their story with all the details and emotion that they feel is necessary. This step is vital to let the customer drain some of their emotion and anger. Don't say anything, except to give body language that you are listening intently.
A good idea BEFORE you start the listening / information-gathering step is to delegate all interruptions to someone else so that your entire attention is devoted to the customer. You want an automatic jump in the level of anger and frustration for the customer? Then interrupt their story with "Excuse me", "Just a minute", or "What were you saying?" Always listen without interruption or comments. Also remember that listening is the beginning of the information gathering process for yourself, which is vital not only to rectifying the customer's problem, but to avoiding it in the future.
Step Three: Be empathetic. This is the step to (finally) begin communicating. Express understanding with how they feel or were treated. You're not admitting guilt. You don't even have to agree with them.
You do have to communicate understanding. Your tone of voice and body language both go a long way to reinforce what you are say. (There's nothing worse then a manager coming over to a table with their hands on their hips, challenging, " Is there a problem here?") In fact, without the proper tone or body language, your words will sound hollow.
Step Four: Understanding. This is the main step in reaching the customer; this is where you ask any questions that you need to have the complete picture of the negative experience. Ask relevant questions to clarify your understanding of the facts. Resist jumping to conclusions until you are satisfied that you understand the entire situation.
Step Five: Solution. Solve the problem. Come to closure that you both feel good about. Remember the customer was telling you the truth. Tell the customer what you will do to rectify the situation. Make the customer feel good about the solution. Do not sound angry yourself or make the customer feel guilty.
A good guideline is to deliver more than you promised. For example, if you said you would refund the customer, add a gift certificate for another meal. That not only solves the original problem, it brings them back again.
Step Six: Follow-up. If there is any way to follow-up with the customer after the fact, you need to do it. Whether by e-mail, letter or phone, this step is very impressive.
Step Seven: Take steps to fix the problem(s) that caused the problem in the first place. A good idea to keep a log or journal of customer complaints to enable you to see any trends. Remember that the best managers prevent problems rather than just fix them.
"As a manager you have to be motivated yourself in order to motivated others. 1. Regularly review what you have achieved each day, month and year; set SMART goals for yourself. (S pecific, M easurable, A greed, R ealistic, T ime specific)" - Service Excellence: Keeping Yourself Motivated (ver en Google Sidewiki)
As a manager you have to be motivated yourself in order to motivated others.
1. Regularly review what you have achieved each day, month and year; set SMART goals for yourself.
(S pecific, M easurable, A greed, R ealistic, T ime specific)
2. Develop a personal reward system for small, medium, large and milestone success; contract with yourself that you will always give the best.
3. Regular review your personal goals and targets; go to everything you can.
4. Develop a mental picture of yourself doing and achieving what you aspire to; give everything you do total focus.
5. Keep a success file and record all your achievements; rejoice and celebrate success; keep learning from your experience (your successes as well as your failures)
6. Look after your health by eating, resting and exercising appropriately; look after your body so that you are fit, alert and healthy.
7. Ensure that you self-talk is positive; continually visualize success.
8. Keep a confidence file, a list of everything you like and admire about yourself.
9. Use positive affirmations and say them to yourself regularly.
The entire restaurant staff gets together once a week to discuss how they can improve customer service. That includes the chef, kitchen staff, busboys and waiters.
con referencia a:
"The entire restaurant staff gets together once a week to discuss how they can improve customer service. That includes the chef, kitchen staff, busboys and waiters." - Service Excellence (ver en Google Sidewiki)
The entire restaurant staff gets together once a week to discuss how they can improve customer service. That includes the chef, kitchen staff, busboys and waiters.
The crew is briefed on new wine and menu selections as the chef describes each new dish. To help your staff learn to love food really helps in this business because customers can sense a feel and excitement for the selections when they are being described.
Hiring those with prior restaurant experience is much different, I’d talk with the applicant about wines and food and check the references and background and appearance.
Even then, I’d keep a close eye on the quality of service the wait staff provides. I remember one waiter who was leaning on a customer’s chair as he described the evening specials. In private, I asked him what he was doing? he laughed. I told him if he was that tired he should not come to work.
You can break into the restaurant business busing tables. Once you land the job, you can learn a lot about higher-level positions from the more experienced members of the staff. Savvy new hires watch the wait staff and, when an opening occurs, they are ready to move onto the front burner as a server.
con referencia a:
"You can break into the restaurant business busing tables. Once you land the job, you can learn a lot about higher-level positions from the more experienced members of the staff. Savvy new hires watch the wait staff and, when an opening occurs, they are ready to move onto the front burner as a server." - Service Excellence: Jobs in Short Order (ver en Google Sidewiki)
You can break into the restaurant business busing tables. Once you land the job, you can learn a lot about higher-level positions from the more experienced members of the staff. Savvy new hires watch the wait staff and, when an opening occurs, they are ready to move onto the front burner as a server.
The frantic pace of a popular eatery often leads to high turnover, so the waiting list for prime opportunities is rarely long. Key to landing the job will be your ability to convince the owner you can provide top-flight service.
Service is definitely is one of the most important areas in a restaurant, In fact, the only other area that ranks higher is the quality of the food.
I believe there are three things that are the most important in a restaurant. These are food, service and atmosphere, and if anything is lacking. you are in trouble.
Quality service is vital to the reputation of any eating establishment, It will make or break a business, and customers will not return if they don’t get good service.
Quality service is vital to the reputation of any eating establishment, It will make or break a business, and customers will not return if they don’t get good service.
Not that providing quality service is easy. Customers can be demanding and the menu can be complex and ever changing.
Is quality service learned or is it fundamental to a person’s nature? I thinks it’s a little of both. I think anyone can learn the basics of how to wait a table. But some people are naturally in tune with the customers and how to go beyond just fulfilling their needs. Those are the employees making the big tips.
Typically, servers earn minimum wage plus tips. Particularly hectic days can be costly, since a server is often too busy to provide the personalized attention to each customer that generates larger tips.
Experience providing good service anywhere can be transitioned into the restaurant industry. If someone worked as a telemarketer or a clerk, the same principles can relate to those in a wait staff or in any other position in a restaurant.
Randall Turner, a dear friend of mine, dines out at least twice a week and knows good service; he also knows when the wait staff is indifferent. A recent experience at a restaurant in the areamade the evening memorable for all the wrong reasons.
"I was there with business associates and wanted to try a new restaurant that had been touted," he recalls. "The place was cavernous and the eight servers outnumbered the customers."
It was a warm night and the small group decided to sit outside. After a long wait the server appeared, filled their water glasses and disappeared. "We had to hunt for more water, bread and for the waiter so we could order," Barnard complains. "There were only two other customers in the restaurant that probably sat 150 people. We knew the servers were out there but we couldn’t see them. It was almost funny."
The service did not improve as the evening wore on.
"After the meal we ordered coffee and when it arrived sometime later I tasted something strange and sweet in the brew," he relates. "When I asked the server what it was she replied, ‘I don’t know what it is. It’s something.’"
Having to chase down the waiter for the bill was the icing on the cake.
Although the food was good, the quality of service soured the entire dining experience. It was a new restaurant and perhaps the staff was working out a few kinks, but Barnard says he likes to patronize a restaurant that will appreciate his business. "It is disappointing when the meal is superior but the service is not up to the same standards," he concludes. "That is what stands out in my memory."
