| Does your staff really know and understand what you | | | | probably even more damaging to the guest). |
| are talking about? If the company directive is to | | | | Putting a guarantee message on the register ("If we |
| improve speed, does the staff understand doesn't that | | | | forget to suggest to up-size your value meal, you |
| mean sacrifice quality? Often times as leaders, we | | | | receive it free") will certainly ensure the cashier or |
| know what we mean, but the managers and staff | | | | drive-thru attendant suggests items, but if they are |
| might have a very different idea. Did you know the | | | | saying the following, it doesn't enhance service, it just |
| word 'set' has over 460 different definitions? | | | | appears we are trying to push things on the guest: |
| While attending a CHART conference last year, guest | | | | - "Would you like to upsize your meal?" |
| speaker Shep Hyken had the group write down nine | | | | - "You don't want to upsize your meal, do you?" |
| words they associated with the word 'run.' He then | | | | - "We have to mention the upsize, or it's yours free, so |
| had us compare lists with one other person. A simple | | | | do you want it upsized?" |
| word we all know, but the majority of the group | | | | As mentioned in previous columns, more effective |
| matched either none or one word with the other | | | | sales lines are: |
| person. The point of the exercise? Be specific with | | | | - "We feature two [or three] sizes of value meals, |
| direction and guidance. | | | | which would you prefer?" |
| For example, when the direction is 'greet the guest,' the | | | | - "You can have the meal with fries and a drink or a |
| staff could interpret that as: | | | | side salad and a drink, which would you like?" |
| - "For here or to-go?" | | | | - "We have the large size meal for $5.49 or you can |
| - "Next." | | | | save 49 cents and get the regular size meal--which |
| - "Can I take your order?" | | | | would you like to order?" |
| - "Delivery or carry-out?" | | | | The local specifics need to be given. Don't create |
| While it might appear to many that these phrases are | | | | robots--provide multiple options so your frontline |
| 'greetings,' they aren't the ones you want your people | | | | employees aren't spouting mechanical, scripted sayings. |
| using--not if you're trying to enhance service, anyway. | | | | Many of your staff members have personality--let it |
| The staff, however, hears these at many of the | | | | shine! Provide guidelines and boundaries similar to |
| competitors and believes this is the way to properly | | | | teachers who are in charge of the playground at |
| greet the guest. Similar scenarios happen for | | | | elementary schools. Certain rules can't be broken, but |
| suggestive selling ("Anything else?," "You don't want to | | | | as long as they stay within the parameters, they can |
| upsize that, do you?," "Is that all?"), delivering the food | | | | have fun! |
| ("Here's your food," "#54," "Burger with fries."), and | | | | Sound simple and logical? Sure. But is it commonly |
| thanking the guest ("Next," "Wait over there," and "..." | | | | practiced? Think about tying your shoes. A very easy |
| silence). | | | | task we have done tens of thousands of times in our |
| As leaders you must think globally and focus on the | | | | lives. But those with children know how hard is it to |
| 10,000-feet view of operations--the higher up the | | | | train someone how to tie their shoes. Quite a daunting |
| corporate hierarchy, the bigger the picture and focus. | | | | task. Additionally, people learned differently as children |
| Don't forget, however about acting locally. Provide the | | | | so one parent might show them one way they learned |
| global direction (enhance service, increase speed, | | | | and the other parent another--another example of two |
| lower costs) and follow up with local specifics so the | | | | right ways to achieve the same goal. The result? A |
| front-line staff executing the direction understands | | | | confused child. If all else fails, buy the shoes with |
| specifically how it does be done. | | | | Velcro. |
| When trying to build speed, it is simple to put a timer | | | | Same holds true in restaurants. Manager A directs the |
| facing the guest (either on the POS terminal, drive-thru) | | | | employee to do a process one way while Manager B |
| or have a delivery guarantee to create a sense of | | | | directs the employee to do the process another way. |
| urgency in the employees. If the employees hear | | | | If both ways are "right" (i.e. acceptable), let the |
| "Deliver food faster," they can certainly hit that goal, | | | | employee use the method they prefer as long as the |
| but if they don't also understand the food has to look | | | | desired result is achieved. Think globally, but act |
| great, follow the recipe, and meet the quality standard, | | | | locally--your employees and guests will appreciate it. |
| you fixed one problem but created another (one | | | | |