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July 29, 2009
When a program gets stuck on our computers, we reach for the ever-present reset button.Which got me thinking: Why not apply the idea of a reset button to other parts of our business that, from time to time, get stuck too?
Since starting my consulting business, I have found that when companies aren't spending their energies opening new locations, they like to look back at their brand to make sure it's in line with their mission. Essentially, times like this recession are ideal for looking at what works and what doesn't. If something doesn't, it's probably time to reach for the reset button.
That doesn't mean finding trouble spots is easy or obvious. Recently, I stayed at the Essex House in New York City. Since I really like to drive in the city, I rented a car. Before I could arrive at the hotel, I saw that a large construction project was blocking the hotel's entrance and its surrounding blocks. I called the hotel's front desk to ask what I should do with my car. It turned out that they didn't know about the construction. My question for them was, why didn’t they? When asked, they said that they had cut back on staff and this detail (and probably others) fell through the cracks.
Similar situations happen in the hospitality business everyday. Things happen without our knowledge. Sometimes our team hasn't been able to check into everything that would ensure a great guest experience. But what happens when a guest gets upset, wonders why this is happening to them, and starts to wonder whether it's worth returning?
The hotel explained to me that in order to save on payroll, they asked their staff to take time off without pay. So far, it's helped employees keep their job and benefits, even though their pay has been reduced. It's a good way to handle the situation, because when business picks up, employees can resume their normal hours. But in the meantime, how does a company keep the service level comparable so that guests don’t feel the change? Proper training and increased communication between staff is needed more than ever to adjust to these situations. Sounds like a perfect time to reach for the reset button.
The good news is that operators can reset almost anything within their businesses if they want to by constantly evaluating programs that are already in place -- everything from labor scheduling to R&D. You name it, and it can be "reset" and put onto the right course. All it takes is the guts to take a hard look at what you and your company are doing now, and it is never too late to change. Good luck!
Reset Button
July 29, 2009
When a program gets stuck on our computers, we reach for the ever-present reset button.Which got me thinking: Why not apply the idea of a reset button to other parts of our business that, from time to time, get stuck too?
Since starting my consulting business, I have found that when companies aren't spending their energies opening new locations, they like to look back at their brand to make sure it's in line with their mission. Essentially, times like this recession are ideal for looking at what works and what doesn't. If something doesn't, it's probably time to reach for the reset button.
That doesn't mean finding trouble spots is easy or obvious. Recently, I stayed at the Essex House in New York City. Since I really like to drive in the city, I rented a car. Before I could arrive at the hotel, I saw that a large construction project was blocking the hotel's entrance and its surrounding blocks. I called the hotel's front desk to ask what I should do with my car. It turned out that they didn't know about the construction. My question for them was, why didn’t they? When asked, they said that they had cut back on staff and this detail (and probably others) fell through the cracks.
Similar situations happen in the hospitality business everyday. Things happen without our knowledge. Sometimes our team hasn't been able to check into everything that would ensure a great guest experience. But what happens when a guest gets upset, wonders why this is happening to them, and starts to wonder whether it's worth returning?
The hotel explained to me that in order to save on payroll, they asked their staff to take time off without pay. So far, it's helped employees keep their job and benefits, even though their pay has been reduced. It's a good way to handle the situation, because when business picks up, employees can resume their normal hours. But in the meantime, how does a company keep the service level comparable so that guests don’t feel the change? Proper training and increased communication between staff is needed more than ever to adjust to these situations. Sounds like a perfect time to reach for the reset button.
The good news is that operators can reset almost anything within their businesses if they want to by constantly evaluating programs that are already in place -- everything from labor scheduling to R&D. You name it, and it can be "reset" and put onto the right course. All it takes is the guts to take a hard look at what you and your company are doing now, and it is never too late to change. Good luck!
Posted by Howard Gordon on July 29, 2009 | Comments (4)
Reader Comments
at 7/30/2009 4:01:53 PM, Justin commented:
Interesting article. Nowdays, restaurants really can hit the "reset" switch without spending that much money in many areas. For example, at Eatnotwait, we build custom iPhone applications and websites for restaurants that allow their customers to order food remotely for just $50/month. We manage all the technical aspects including hosting the application and website, getting their restaurant application added to the Apple App Store, and processing the order. Restaurants can also use their iPhone applications and websites to keep their customers up to date and to find out information on their customers and their customer's ordering habits.
jkuo@eatnotwait.com
www.eatnotwait.com
at 8/4/2009 2:26:31 PM, Dean Huntsman - Jumeirah Essex House commented:
Mr. Howard Gordon,
Thank you very much for your recent visit to the Jumeirah Essex House and for your very insightful feedback. I would like to begin by offering you my most sincere apologies for the service breakdown you experienced while you were on your way to the hotel. As you pointed out in your piece, this was certainly a breakdown in communication that should have never occurred. We have alerted the managers in the pertinent departments to jointly rework our procedures so that this does not happen again.
In regards to the staff reductions, this is typically done only in periods where the city experiences lower occupancy—if the hotel is at 70% occupancy, we don’t necessarily need 100% of our staff. This is always done in a way to maintain our staff to guest ratio at the same level and to not jeopardize guest experience.
We are committed to offering innovative and contemporary hospitality to the discerning traveler while conveying a true New York experience by honoring the property’s 75 year heritage and relationship with Central Park. To achieve this, we constantly challenge ourselves to push the “reset” button when something in our operation is not working. We very much appreciate your feedback and the time you took to highlight this issue.
Mr. Gordon, I do hope that I may persuade you to return on future trips to the city—your patronage is extremely important to us and we never take it for granted. We look forward to welcoming you back to the Jumeirah Essex House in the near future.
Best regards,
Dean Huntsman
Hotel Manager
Jumeirah Essex House
at 8/4/2009 2:26:34 PM, Dean Huntsman - Jumeirah Essex House commented:
Mr. Howard Gordon,
Thank you very much for your recent visit to the Jumeirah Essex House and for your very insightful feedback. I would like to begin by offering you my most sincere apologies for the service breakdown you experienced while you were on your way to the hotel. As you pointed out in your piece, this was certainly a breakdown in communication that should have never occurred. We have alerted the managers in the pertinent departments to jointly rework our procedures so that this does not happen again.
In regards to the staff reductions, this is typically done only in periods where the city experiences lower occupancy—if the hotel is at 70% occupancy, we don’t necessarily need 100% of our staff. This is always done in a way to maintain our staff to guest ratio at the same level and to not jeopardize guest experience.
We are committed to offering innovative and contemporary hospitality to the discerning traveler while conveying a true New York experience by honoring the property’s 75 year heritage and relationship with Central Park. To achieve this, we constantly challenge ourselves to push the “reset” button when something in our operation is not working. We very much appreciate your feedback and the time you took to highlight this issue.
Mr. Gordon, I do hope that I may persuade you to return on future trips to the city—your patronage is extremely important to us and we never take it for granted. We look forward to welcoming you back to the Jumeirah Essex House in the near future.
Best regards,
Dean Huntsman
Hotel Manager
Jumeirah Essex House
at 8/5/2009 12:05:53 PM, Howard Gordon commented:
Dear Dean,
Thank you for sharing your comments with me and others!
I want you to know that when visiting New York City we always stay at the Jumeirah Essex House and will continue too.
It is refreshing that someone in your position would take the time to write what you did. It shows dedication from the top, where it is needed in order to make a difference in an organization.
Owners and managers of businesses are looking each day at how to better take care of their guests and there should be no sacred cows or anything that can not be discussed.
Again thank you and I hope many people read what you wrote.
I look forward to meeting you on my next visit.
SIncerely,
Howard Gordon
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