Culture Training Workbook- Leader

Leader’s Version

This workbook will assist you throughout the Culture Training

experience. It’s where you will find more information,

worksheets, and tips about how to create a Barrier-Free

Culture to enhance the service experience for our guests and

be a catalyst for profound Climate Change.

There’s space throughout for you to write your thoughts

and ideas for how to demonstrate key actions to creating this

type of dynamic culture in your role!

Enjoy.

- How to Execute the Mission -

4. Mission

6. History of ICA: Hotels Division

8. Service Profit Chain

14. Guest Cycle

- How to Navigate Differences -

18. Gender Based Conflict: He Speaks, She Speaks

22. Overcoming Our Religious Differences

24. The Four Unique Generations

- How to Handle Adversity -

46. D.A.S.H. Method

48. Creating a No Gossip Zone

50. Wrap Up

52. NOTES

54. Appendix

look for the tree & refer to Appendix

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Hotel Eleganté Mission Statement

Working together to ensure every guest receives the best

in personalized service, creating a Home Away From Home.

What does this mean to YOU? How do you make this happen every day?

_______________________________________________________________________

_______________________________________________________________________

Hotel Eleganté Motto

Cleanliness, Friendliness, and Four Star Elegance

Four Star Elegance is based on _____ % of the comment cards received by our

guests following a stay at our property. The guests’ continued perception

of the hotel and services offered is equaled to that of a Four Star property.

This is the _____________________ for why we strive to meet this _______________________!

“Leadership is not a magnetic personality– that can just as well be a glib tongue.

It is not “making friends and influencing people”- that is flattery.

Leadership is lifting a person’s vision to higher sights, the raising of a

person’s performance to a higher standard, the building of a

personality beyond its normal limitations.“

-PETER DRUCKER

4 Executing the Mission—Mission

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Hotel Eleganté Vision

Our aim is to provide an excellent experience to _______ & ________ guest, ________ time.

By offering _______________ hospitality and a __________________ experience to our valued

guests, we will carry out our vision through our commitment to our core values.

Hotel Eleganté Values

To make our vision more concrete, the Investment Corporation of America (ICA),

has established guidelines for ___________________ _________________.

The Core Values for all ICA team members to strive for on a daily basis are:

________________

______________/Training in the field you are interested in

______________ for your job duties

________________ to take on new job duties within your abilities

________________________ /Pushing through tough times

______________ to the customer and to the team

ICA believes the underlying principles of the Ten Commandments help to create a

culture of excellence and integrity. Together, we believe they help us shine.

Ten Commandments

1. Thou shalt have no other gods before me.

2. Thou shalt not make any graven image.

3. Thou shalt not take the name of the Lord thy God in vain.

4. Remember the Sabbath day, to keep it holy.

5. Honor thy father and thy mother.

6. Thou shalt not kill.

7. Thou shalt not commit adultery.

8. Thou shalt not steal.

9. Thou shalt not bear false witness.

10. Thou shalt not covet.

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Started by founder and CEO John Bushman in _______ with just two used cars

on a small lot in Midland, Texas, Investment Corporation of America has today

grown into a multi-million dollar corporation with over _____ properties and

more than _________ team members.

The company has continued to grow and expand in finance, retail, insurance,

real estate, energy, broadcast, & hospitality.

The MCM Family of Hotels includes 9 hotels located

throughout Colorado, New Mexico, and Texas.

Together, these combined properties boast approximately

_________ guest rooms and approximately ____________________

square feet of meeting space.

6 Executing the Mission—History of ICA: Hotels Division

MCM Eleganté Suites [Abilene, TX]

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MCM Grandé Hotel & FunDome

[Odessa, TX]

MCM Eleganté Hotel & Conference Center

[Beaumont, TX]

MCM Eleganté Hotel [Odessa, TX]

MCM Eleganté Hotel & Event Center

[Albuquerque, NM]

MCM Eleganté Hotel & Suites

[Dallas, TX]

MCM Eleganté Suites

[Colorado Springs, CO]

MCM Eleganté Hotel & Suites

[Lubbock, TX]

Hotel Eleganté Conference

& Event Center

[Colorado Springs, CO]

8 Executing the Mission— Service Profit Chain

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A growing number of top companies realize that when they make team members

and customers paramount, a radical shift occurs in the way they manage and

measure success. The Service Profit Chain, developed from analyses of successful

service organizations, puts “hard” values on “soft” measures.

The Service Profit Chain establishes relationships between:

Reference Chart In Appendix A: Links In Service Profit Chain

“The way to gain a good reputation,

is to endeavor to be what you desire to appear.”

-SOCRATES

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____________________ ____________________

Team member satisfaction means different things to different people.

Understanding the connection between business performance, leadership, and

team member fulfillment can measurably impact the competitiveness of a company.

What contributes most to team member satisfaction? Circle your answer

1. Job Security

2. Increased Compensation

3. Internal Quality of the Working Environment

Quality is measured by team member’s feelings about their:

____________

What do team members value most on the job?

The _______________ to achieve results for customers.

The _______________ to achieve results for customers.

Team member satisfaction impacts the bottom line and is largely determined

by the day-to-day interactions with managers and quality of leadership.

In what way(s) do you help lead YOUR TEAM in developing the above qualities?

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

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In 2013, what do you think was the average cost of team member turnover?

For workers earning $50,000 annually (75% of US Job Market) $_____________

For workers earning $30,000 annually $_____________

These figures only concentrate on the cost of recruiting, hiring, and training

replacements. The real cost of turnover is the _________ of _______________________

and decreased ________________ ________________________.

On average, approximately _____ % of all dissatisfied team members

have intention to leave their company.

This turnover rate is _____x MORE than for satisfied team members.

Low team member turnover was found to be closely linked to

_______ Customer Satisfaction.

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At Southwest Airlines (1 of the best 10 companies to work for), astonishing team

member productivity occurs daily & customer perceptions of value are high!

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Reflect on a time when you were exceptionally satisfied by the VALUE of

your experience as a customer: ____________________________________________________

___________________________________________________________________________________________

___________________________________________________________________________________________

Value is defined as: The ____________ received are in relation to the total _________.

How can YOUR TEAM help provide Value to the customer’s experience?

________________________________________________________________________________________________

_____________________________________________________________________________________________

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Apostles

Customers ____ ___________________ that they “___________” the uninitiated to a service.

Terrorists

Customers ____ ____________________ that they __________ ______ against a poorly

delivered service at every opportunity.

On average, a 5% increase in Customer Loyalty can produce profit increases

from ________% - ________%.

The ____________ of market share (in terms of Customer Loyalty) deserves as

much attention as the ______________ of market share.

The lifetime of a loyal customer can be astronomical!

Profitability & Growth will ultimately lead to continual improvement of the

internal quality of the working environment– which we know leads to

increased Team Member Satisfaction!

In this way, the Service Profit Chain continually feeds itself in an effort to

maintain a healthy, rewarding culture for team members which will bring

added value to our customers- increasing their satisfaction.

More satisfied customers equals more profit for the company!

Everyone Wins!

“A business absolutely devoted to service will have only one worry about prof-

its. They will be embarrassingly large.“

-HENRY FORD

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14 Executing the Mission— Guest Cycle

The guest cycle describes the activities that each guest encounters from the

moment the guest makes a reservation inquiry until the guest departs.

Guaranteeing strong systems are in place during the execution of each stage of

the guest cycle ensures the customer will be given the best service possible!

The Guest Cycle is comprised of 4 Main Stages, which are depicted below:

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16 Executing the Mission— Guest Cycle

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After learning about the four main stages of the guest cycle and the various

milestone moments which our guests encounter during a typical stay,

take a moment and reflect on the following.

Share your thoughts and observations with the group upon conclusion.

Where do YOU fit in to the guest cycle?______________________________________________

____________________________________________________________________________________________

____________________________________________________________________________________________

How important is YOUR ROLE to the overall guest experience?__________________

____________________________________________________________________________________________

____________________________________________________________________________________________

What is the best way to respond when you witness a breakdown in the guest

cycle?_____________________________________________________________________________________

____________________________________________________________________________________________

____________________________________________________________________________________________

It is imperative that when you witness a failure in the guest cycle, we as a team

correctly address it. In this way, amidst breakdowns and potential failures in

this process, the guest is assured that we as team members truly care about the

guest’s experience and value their business.

Reference Chart In Appendix B: Sample Guest Cycle

“Organizations that implement learning relationships

are better able to understand and anticipate a customer’s unique needs.

Learning organizations understand that great customer experiences start with

listening to the customer to learn instead of talking to the customer to sell.

Customers in a learning relationship experience a heightened sense of awareness

and are more likely to be loyal because their vendor understands their needs.”

-ALAN SEE

8 Steps For Building Customer Bonds

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18 Navigating Differences— Gender Based Conflict: He Speaks, She Speaks

Where there are relationships, there will be conflict– it is a normal part of life.

Without a comprehension of gender differences, resulting problems can be costly

such as retention, low morale, and poorly functioning teams. Team members must

learn more productive responses and help each other resolve their disputes.

Managers need to be especially aware of the potential for misunderstandings

in the work environment:

In ________ _____ actions and reactions

In the action of their ________________

In the action of their __________ toward each other

Women & men, as groups, tend to have different communication and work styles.

“Men & women belong to different species and communications

between them is still in its infancy.”

-BILL COSBY

MEN … typically WOMEN … typically

See themselves in a hierarchical social order in

which they are "one up or one down" to others.

See the world as a

"network of connections .”

Communications stress the need to

"preserve independence & avoid failure.”

Communications seek to

"preserve intimacy & avoid isolation.”

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Despite an increased valuing of the attributes of both genders, misunderstandings

among women and men in the workplace continue.

The scenario presented to you will illustrate an innocent gender-based

misunderstanding in which sensitivity to the different feminine & masculine styles

and expectations would have facilitated more fruitful outcomes.

Record your observations of both Case #1 & Case #2 below:

Long-term effects of gender-based misunderstandings may seem petty or harmless.

But they form a part of a continuum which can, bit-by-bit, lead to:

____________________ animosities

________ - _______________ efforts

Case #1 (Male Manager)

How might the female staff member feel?

What other factors could be affecting the male manager’s behavior?

Case #2 (Female Manager)

How might the male staff member feel?

How might the female manager be perceived after this interaction?

A _______________________ workplace

________________________ team members

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20 Navigating Differences— Gender Based Conflict: He Speaks, She Speaks

About __________ ____________ in the workplace through reading or

participation in _______________.

People have a tendency to assume all people are __________ __________

____________________ - this is rarely true!

Learning can trigger a __________ of _______________________ - leading a

manager to new understandings and ability to pinpoint sources of

___________________________ to more easily manage and change.

Assess the Culture (do any carry a bias?)

1. The _______________

2. The _______________

3. The ______________________

Assess Your Team

1. Who is a Creative Thinker?

2. Good with Words?

3. Excellent at Diffusing Conflict?

4. The _________________

5. The _______________ ___________

Strong managers know which particular skills their team members

have and use that knowledge to assign work playing to

that specific team member’s strengths!

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All information obtained through private interviews should be kept confidential

between the manager and the particular team member.

The _______________ they bring to the workplace.

The ___________________________ they value in a supervisor.

The aspects of the work they consider ______________________.

Behaviors showing _______________ for the style differences between them.

.

Bring together a mixed-gender group for a guided discussion/review of questions.

Have participants articulate explicit ______________________ about ways they can show

_____________ for and benefit from BOTH gender-based styles.

1. Provides crucial management information gathering:

Won’t provide if they do not __________

Won’t provide if they are not ____________ _____________________

2. Managers must try very honestly to hear and listen to the ways in which

_________ _______ _____________/treatment of team members perpetuates

destructive — unproductive — gender biases.

3. ____________________ of the unique gifts individuals bring to the workplace!

1. How the manager __________.

2. How the manager ____________ members on their staff.

3. How they manage ______________ among team members.

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As workplaces become more diverse, religion is becoming a significant topic. Team members of diverse backgrounds may request accommodation to practice religious activities or to follow their religious beliefs.

“I believe in the fundamental truth of all great religions of the world… And I believe that if only we could all of us read the scriptures of the

different faiths we should find that they were at bottom all one and were all helpful to one another.“

-MAHATMA GANDHI

22 Navigating Differences— Overcoming Our Religious Differences

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In workplaces in regions where a cultural mosaic is the norm, most team members

are likely to get along with little friction—even learning from one another.

1. Offer Training to All Team Members

It is __________ to offer training to all team members and discuss what is

__________________ in terms of discussing faith in the workplace.

2. Correctly Address Absences

____________ time off to team members for religious reasons.

Certain religious dictate that worship must be offered at specific times;

these times may interfere with a work day.

Be prepared to face some ________________ from other team members who

do not share the same faith. Remind them that several religious holidays

(Christmas, Easter) are typically offered as holidays.

3. Encourage Team Members to Accept Differences

Common ground can be reached once __________________________ occurs.

If discontentment is apparent, encourage discussion of faith problems in

a _______ environment so they may come to a better _______________________.

4. Avoid Overreacting

Growing pains are natural. __________ these struggles, avoid overreacting.

Remember: You _______________ please everyone all of the time.

_____________________ is a vital part of diversity.

5. Adopt a No-Tolerance Policy for Severe Issues

Ensure team members know what behavior will not be __________________.

If properly trained, there is _____ ____________ for severe religious issues.

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24 Navigating Differences— Resolving Generational Conflict

For the 1st time in history, there are four distinct generations in the workforce:

Traditionalists, Baby Boomers, Gen X’ers, & Millennials … all with their own

perspectives, styles, and expectations. Where there are differences, often there

are conflicts. What if leaders could leverage the differences between

generations instead of just eliminating conflict?

Year Born # and % of Your Staff

Traditionalists [1901 - 1943] ________ / __________%

Baby Boomers [1944 - 1964] ________ / __________%

Generation X’ers [1965 - 1981] ________ / __________%

Millennials [1982 - 2003] ________ / __________%

What is your Chronological Generation? ______________________________________

“We’ve all been exposed to too many media images of the annoyingly precocious

Millennial kid, or the tattooed Generation X slacker, or the guilt-ridden and

workaholic Boomer, or the lifeless Traditionalist … The media puts negative

images into our minds, and these affect how we view each of the generations.”

-LYNNE C. LANCASTER AND DAVID STILLMAN

WHEN GENERATIONS COLLIDE

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1. Get into four (4) groups and select one Generation Card (preferably not your

own generation). Take a few minutes to review the information on that card.

2. Record your observations below:

Insights ___________________________________ Strengths

(List Generation Here)

3. Take turns teaching the rest of the group about the generation on your card

and give an example of a person you work with or know.

GENERATION STRENGTHS

Traditionalists

Baby Boomers

Generation X’ers

Millennials

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Other names known by: ________________________________________________________________

#1 Factor = ________________________________________________

New Deal and success of large __________________________ programs in

infrastructure, ____________________ and ________________________.

Winning World War II (close to _________ of all adult men were veterans).

Move from ___________ to _________________

Development of ______________ companies.

Growth of _____________________________— newspapers, __________, and automobile.


Surge of _______________ after World War II/ ___________________________ Gap

Robust economic expansion

_____________________ as well as Rock & Roll

Vietnam, ____________ ___________, Watergate

____________________________________ in schools

Influenced by __________, schools, and _______________ as much as by parents

~ Born 1901 to 1943 ~

~ Born 1944 to 1964 ~

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Potentially _________________ than __________ _______________

Pervasive technology and ______________

Boomer parents emphasized ___________ __________________

______________ _________________ & 9/11

Planned leisure activities and playtime in their childhood

__________________ news reporting of public figures’ personal lives

Expected a ________ with their _______________

Went through school in _______________


Almost __________ as many births as Baby Boomers

Divorce and “___________ - _______” children

______% Interest Rates, manufacturing jobs left country, layers of

middle management eliminated

Global _____________________ Competition

___________________ at Home

__________ - _________________ Schools

~ Born 1965 to 1981 ~

~ Born 1982 to 2003 ~

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Motto: “_____________________________”

__________________ in experts,

leaders, and government.

Follow ________ of ___________

without challenging authority.

__________ money & _________ credit.

Private with personal details and

more ___________ in dress and

language.

____________, Disciplined, & Patient.

Traditionalists I Know:

From Work: _________________________

Outside of Work: _____________________

Motto: “_____________________________”

High Expectations: ________________

& Optimistic.

______________ the status quo,

question authority.

“_________ & ____________”

Orientation.

Competitive, due to huge size of

generation; emphasis on

______________.

_____________- Work Long Hours to

Get Ahead; Relocate.

Focus on self-______________________,

psychology, and ____________.

Baby Boomers I Know:

From Work: _________________________

Outside of Work: _____________________

~ Born 1901 to 1943 ~ ~ Born 1944 to 1964 ~


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Motto: “_____________________________”

Believe __________________ __________

doesn’t necessarily pay off.

Expect _____ _______ to happen, but

know they can work through it.

__________ their close relationships.

Surrounded by much larger

generations so they have _______

influence politically & economically,

but are a _________ __________ in the

job market.

1st Generation in America to

believe they will be ______ ______

______ than their parents.

Access to worldwide information.

Prefer __________ to __________.

Gen X’ers I Know:

From Work: _________________________

Outside of Work: _____________________

Motto: “_____________________________”

Will have ____ - ____ careers, three of

which currently don’t exist.

Raised with _______________

reinforcement and lots of choices.

Realize life could end at any

moment, so they want to _______ a

_______________.

Realistic.

Informal and good at

________________.

________ voting block.

Expect things at work to be

____________.

Comfortable in ___________.

Millennials I Know:

From Work: _________________________

Outside of Work: _____________________

“We may consider each generation as a separate nation, with a right– by the will of

the majority, to bind themselves, but none to bind the succeeding generation,

more than the inhabitants of another country.”

-THOMAS JEFFERSON

~ Born 1965 to 1981 ~ ~ Born 1982 to 2003 ~

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Areas in which one’s generation’s style or perspective are likely to conflict with

those of another generation can be termed Points of Friction in the workplace.

Following are the most common topics of conflict, along with a personalized

explanation of why these individuals think the way they do.

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RESPECT DECISION MAKING

Came from hierarchical families, fought

in a hierarchical military, and got jobs in

hierarchical organizations.

Questioning orders was insubordination

whether within or outside the military.

Taught that hard work and education

could give anyone a chance.

Used surveys, quality circles, and

process mapping for criticism to bosses.

Learned to assess a leader’s skills, rather

than assume position equaled

competency.

Learned from technology and

nontraditional families to let the most

savvy person on the topic make the call.

Grew up learning from—but also

teaching—their parents.

Learned arbitration and group decision-

making skills in grade school.

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WORK ETHIC FUN AT WORK

Most worked in industrial jobs until the

latter half of their career.

Life on the farm or fighting in WWII

required work to be finished, or there were

immediate consequences.

Expected work to provide excitement and

achievement, and had to differentiate

themselves, so many worked long hours.

Post-war optimism assumed life would

keep unfolding new, exciting, and engaging

opportunities. Work would be no different.

Don’t expect work to provide significance

and excitement. Know they will work

some evenings/weekends; feel it’s only

fair for personal calls on office time.

Organizations can’t promise stability and

prosperity in the global, technological

economy. Work is a place to earn a living

first; whatever fun comes along is a bonus.

In the global, electronic age work never

stops, so they don’t see the point of rigid

office hours. They take breaks for life

and fun during the workday—while also

working after office hours end.

Serious things are supposed to be fun.

Sesame Street made learning fun; school

made learning interactive. Video games

are a diversion to allow a break while

achieving the ultimate objectives.

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COMMUNICATION MEETINGS

Grew up in the “print and radio” era, but

phones were commonplace after WWII.

Taught “proper” penmanship and formal

writing style. Prefer Face-to-Face.

Used meetings more for announcements.

Most decisions were made behind closed

doors. If they were caught not paying

attention, they were in trouble.

Went to work in the era of typed, formal

memos– heavily trained in formal writing.

Due to TV, places emphasis on the visual &

creating higher standards for presentations.

Needed meetings to create equal

opportunities for everyone. If they were not

listening during a meeting, it was rude.

Grew up in a global world and embraced the

new technologies of both email and cellular

phones.

Think they can get most things done online.

Use meetings to supplement email.

Don’t think it’s rude to send email when

parts of the meeting don’t pertain to them.

Grew up with telephones, wireless video

games, smart phones, and text messaging.

The world is literally at their fingertips.

Have always had meetings/work in teams–

how they stay connected & make decisions.

If they text , they’re not being rude.

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POLICIES DRESS CODE

Grew up thinking, “If I take care of the farm,

the farm will take care of me.” Being new to

the city, they turned to leaders for guidance.

Wore Suits, Dresses, or Uniforms at work

and when going out in their personal life

to show pride and respect for authority.

Pushed for new laws enforced equally

so the country could realize the promises

of democracy.

Hired by Traditionalists and expected to

dress in Suits, Dresses, or Uniforms, but they

brought “casual” to every other situation.

Realized that life can’t be managed with rules

or policies, and one size doesn’t fit all.

Grew up with casual believing work is about

productivity —not politics or dress codes.

Parents of Millennials made rules, but their

children were allowed to question them if

the rules didn’t make sense & negotiate them

if they didn’t fit all situations.

Grew up watching people around the world

wear different types of clothes. They believe

it’s contribution—not the uniform,

that should matter.

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LOYALTY TRAINING

Couldn’t quit the farm or their platoon.

Leaving an company got them blacklisted.

Information was available through libraries,

newspapers, colleges, and companies.

Leaving looked bad, but it didn’t get them

blacklisted. Most Boomers got farther by

staying and working their way up.

Ongoing training was a reward for

high-potential Boomers. They were used to

lectures & memorization, so they could pull

With the reduction of middle management,

Gen X’ers realized leaving helped you move

up. With plenty of jobs, some movement on

the résumé was a positive, not a negative.

Staying current is the only job security for

tomorrow. Gen X’ers believe that companies

who don’t provide opportunities to learn

are robbing them of their future.

Technology is changing so quickly that

many of Millennials’ jobs may not exist in 10

years. “If it isn’t your passion, if you don’t like

the culture, if there’s no opportunity to make a

difference, you ought to find something else.”

Know that internationals have higher

educational standards & knowledge is dou-

bling; so organizations that cut learning in

tough times are too dangerous to work for.

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FEEDBACK

Raised with a focus on obedience, not praise. “No news is good news.”

Schools focused on standardized tests & grading to cope with the surge of students.

Upon entering the workforce, negotiated performance reviews with forms/processes.

Often consider formal performance reviews as too complicated and untimely.

They think real-time feedback is essential to getting the work done efficiently.

Raised by Boomer parents who focused on their self-esteem, using listening/problem

solving. Video games provide instantaneous feedback (scores), & this is the preference.


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After reviewing the 11 Points of Friction and learning the history behind these

common conflicts, make a note of which generation you best relate to for each:

Generation You Relate To Best Point of Friction

1. Respect

2. Decision Making

3. Work Ethic

4. Fun at Work

5. Communication

6. Meetings

7. Policies

8. Dress Code

9. Loyalty

10. Training

11. Feedback

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Use the Points of Friction Cards to analyze an issue

with your team. Then meet with your team to resolve

the issue and present your observations to the group.

1. Identify a point where you may have friction with members on your team.

2. Study the relevant Points of Friction Card(s) and write down why you think

you have a point of friction on that issue.

3. Ask yourself: “Is my opinion on this subject due to business necessity,

or is it a personal preference?”

If this is a business necessity:

How can you explain to your team the reasons why?

If this is a personal preference:

What can be done so that there is no longer any friction?

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1st Point of Friction:

Why do you think there is friction?

If Business Necessity,

how can you explain why?

If Personal Preference,

what can be done?

2nd Point of Friction:

Why do you think there is friction?

If Business Necessity,

how can you explain why?

If Personal Preference,

what can be done?

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1. Generations change usually with historical events or changes in society.

What big events caused the change between the Traditionalist and

Baby Boomer generations in 1943?

2. What events caused the change from Baby Boomer to Gen X in 1965?

3. Which generation is typically the most cynical and self-reliant?

4. Which generation was the first to challenge the dress code?

5. Which generation tends to follow the chain of command?

6. Which generation tends to believe that you do not have to be loyal to a

company?


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8. Which generation is known to be workaholics?

9. Which generation will likely have five careers in their lifetime–

three of which do not exist yet?

10. Which generation tends to be the most competitive?

11. Which generation has the highest divorce rate and were called

“latch-key kids”?

12. Which generation tends to save money and not believe in credit?

13. Approximately what percentage of the workforce are Traditionalists?

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46 How to Handle Adversity— D.A.S.H. Method

Successful businesses understand the challenges faced in overcoming difficulties

and adversity in the workplace. Identifying both external and internal challenges,

as well as pinpointing the struggles of your team members, helps create a healthy

and supportive environment. This requires empowering your team members to

identify, understand, and overcome their own adversities in the workplace.

Sooner or later, you'll have to deal with a difficult (often angry) customer. This person feels that he/she has been wronged and is upset & emotional about it.

Here are some tips to help you navigate adversity in tricky waters.

Take the guest to a _____________ location– away from others.

___________ to what the person has to say.

Remain _________ and speak _____________.

Remember they are angry about the situation– Not _______!

Ensure the guests ______________ the important details.

_______________ what they have said back to the guest.

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Problem Solve

1. Look for __________ _______________________. 2. Look at all the __________________. 3. Be _____________ towards the guest & request assistance.

Do not become _______________________ - this is not about you.

Empathize with feeling, not with behavior

1. Share ____________ and empathy. 2. _________________ - even if you were not involved. 3. Maintain ________ contact. 4. Use their _____________. 5. Write details down. 6. Allow the guest to _____________.

Again, _______________________.

Ask __________________________ questions.

Offer a _________ of solutions.

Let the guest respond, and choose the solution that works best for them.

Do whatever you can to serve this guest and move on.

1. ____________ on the situation. 2. ____________ it over in your mind. 3. _________ _____________ about it. 4. Tell ____________/______________ about this encounter.

When you replay this in your mind, you experience all the stress over and over.

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Gossip (n). 1. Exaggeration or fabrication of a story, regarding somebody other than the tale bearer, in the absence of this person who is being discussed - for the malicious purpose of demeaning, slandering or tarnishing this person's reputation.

2. Garbage Of Silly Stupid Ignorant People

Unsure if a conversation would be considered “gossip” or just simply talking? Use the below tests to see where the values of the conversation point to ….

Does it cast negative impressions? (yes) (no) Does it create rifts or negative emotion? (yes) (no) Is the discussion hurtful or damaging? (yes) (no) Would you refrain from having this discussion in front of the person? (yes) (no)

48 How to Handle Adversity— Creating a No Gossip Zone

“Great minds discuss ideas.

Average minds discuss events.

Small minds discuss people.”

-ELEANOR ROOSEVELT

Gossip is the _______________ of Teamwork!

Adverse side effects creating a toxic work environment include:

_______________ Conflict

Strained ______________________

_______________ Productivity

Active Listening actually ____________ the Gossip Cycle!

The more you listen, the more you __________ it.

If you don’t listen, the gossip has ____________ ___ ____.

How to get out of the Gossip Pipeline:

1. Be ________

2. Don’t __________

3. Turn it Around, Say Something _________

4. Avoid the __________

List One Action Step which YOU are going to take to proactively BREAK the

Gossip Cycle in your department: ______________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

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_______________ Morale

Breaks Down ________ Level

5. Keep your private life ___________

6. Choose your friends _________ at work

7. Be ___________

8. Don’t be afraid to go to a ____________

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As we stand on the strong foundation developed by ICA, our aim is to

provide an excellent experience to each & every guest, every time.

This can ONLY be accomplished if YOU commit to helping create a

Barrier-Free Culture to enhance the service experience for our guests

and act as a catalyst for profound Climate Change!

Generational Gap

Gender Based Conflict

Religious Diversity & Differences

Breaking the Gossip Cycle

50 How to Handle Adversity— Wrap Up

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Guaranteeing strong systems are in place during the

execution of each stage of the guest cycle ensures

the customer will be given the best service possible!

Martin Luther King Jr. once remarked “The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.” With leadership comes times of adversity

and it is imperative to remember the correct way to address these challenges (D.A.S.H. Method) and to move on once it has concluded.

Profitability will lead to continual improvement of the internal quality

of our working environment– which leads to Team Member Satisfaction!

In this way, the Service Profit Chain continually feeds itself in an

effort to maintain a healthy, rewarding culture for our team members—

adding value for our customers & increasing their satisfaction.

This is culture we must create to be successful.

This is the change we NEED to see to survive. The sky is the limit for our success …

It Starts With You.

“The brick walls are NOT there to keep us out; the brick walls are there to give us a chance to show how badly we want something.”

-RANDY PAUSCH

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52 Notes

52 Notes

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54 Appendix - A

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Hotel Eleganté Conference & Event Center

2886 South Circle Drive Colorado Springs, CO 80904

Phone: (719) 576-5900 Fax: (719) 576-7695 www.hotelelegante.com

Cleanliness, Friendliness, and Four Star Elegance

Co-Authored by Ed Okvath & Denáe Olafson, 2014

Documents

Culture Training Workbook- Leader