leadership dot #4899: ruined

The local Chipotle has a business card holder with cards for the general manager and field leader. I always thought it was a nice gesture to feature them openly so guests could contact them.

Unfortunately, I needed to do so. I sat on a bench that had been slathered in furniture polish, with residual polish remaining. I had to leave the restaurant, go home, wash my jeans, coat, and purse, along with the seat of my car, where it transferred from my pants. It also got on the back of my brand-new sweater, and after three tries at the dry cleaner, the stain remains.

I contacted the people listed on the handy business cards — and heard nothing. Not as much as a reply, let alone an apology or compensation for my troubles and dry cleaning bill. It makes me angrier that they pretend to want feedback, but in reality, ignore it.

If you have any type of comment mechanism, take it seriously or don’t offer it at all. Raising expectations that you care makes the fall harder when it becomes apparent that you don’t.

leadership dot #4878: queso

Chipotle ran a 3-day deal offering free chips and queso to customers who ordered through the mobile app, and I was happy to take advantage.

When I went to pick up my food, there was a long line of people waiting, and one poor guy was frantically making all the to-go orders. Contrast that with three employees who were prepared to serve the walk-ins — but were standing around with no customers because more had ordered through the app to receive the deal.

Chipotle corporate incentivized mobile orders, but Chipotle local did not make staffing adjustments (or did not know) to accommodate the likely change in ordering habits. Thus, the free side of queso came with a side of frustration as we waited.

Much of the dislike of change could be mitigated if the people making the alterations considered who would be affected and communicated with them in advance. Don’t let the chips haphazardly fall wherever they may; let others plan for the change that is coming.

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leadership dot #4832: shovel

Here’s an example of an organization anticipating customer need and proactively meeting it.

The Green Bay, Wisconsin airport (GRB) knows that it snows a lot during the winter months, and consequently, it’s likely that those parking there will become snowed in while traveling. To facilitate their exit, the airport has shovels positioned throughout the lots for customers to use. How convenient!

Think about what people might wish they had and meet the demand in advance. Some buildings have umbrellas to borrow. Others put out dog bowls on summer days. Hotel rooms supply amenities that may be forgotten. It’s one thing to provide what is requested, but you can set the bar higher by anticipating and delivering before the ask.

Photo credit Shelly Morris Facebook

leadership dot #4822: think twice

Our Kohl’s has recently redesigned its checkout area to be the central point of service for all transactions. This includes purchases, of course, but also Kohl’s store returns, online order pickup and returns, Amazon returns, and Shopify returns. When I arrived at the store as it opened to process my return, there were already 16 people in line — none of whom were buying anything.

The line moved slowly as the cashiers encountered several bottlenecks. There were only two Amazon scanners, even though more than two people had those types of returns. My cashier did not know how to process Shopify returns, so another left her post to train her. The clerks were confused as to which box returns should be placed in. It was maddening for all.

When I received my return confirmation receipt, it included a coupon for 20% off on my next Kohl’s purchase. I threw it away, not because I couldn’t put it to use, but because I was not going to wait in this long return line to buy something.

I believe Kohl’s needs to decide if it is a store or a return depot. While they are undoubtedly benefiting financially from processing all these return transactions and from driving traffic to their stores, the current setup seems to drive people away from buying there. Before you consider add-on services, think twice about how it will impact your core purpose and return to that.

leadership dot #4815: updates

I have been engaged with two veterinary practices while I deal with a torn “ACL” in my dog Emma. Both could have done the surgery that was ultimately required, and I believe both would have done it well, but it was an easy choice to pick one vet over the other simply because of their communication practices.

At one place, Emma would go in for therapy, I would pick her up, and not much more was said. They didn’t share the plan, benchmarks, or progress; instead, they counted on me to trust that they were doing the right things. At the hospital that did the surgery, I received a packet of information and a meeting with the doctor to discuss options before I even booked the operation, and then throughout, I received regular texts, “Emma is going into surgery,” “Emma got through surgery well and is in recovery,” etc. I met with the doctor when I dropped her off and had an extensive review and “saw pictures of Emma’s new hardware” (i.e., x-rays of the pins and plates in her knee) when I picked her up. The same communication occurred when my other dog was spayed, including a weekend call from the doctor to check on her. As a nervous “Dog Mom,” the communication was comforting.

Remember that you are always delivering more than the product or service itself. The communication surrounding it goes a long way toward determining how people feel about what they received.

leadership dot #4812: fraud

I woke up yesterday to find a Fraud Alert text from American Express. When I called them, I learned that someone had tried to use my card to buy a $25 Starbucks eGift card. I think about the systems AMEX must have to flag such a minor purchase, especially at the holidays, when everyone is buying things outside their norm.

Not only did American Express deny the charge and alert me, but of course, they are issuing a new card. When I groaned at the prospect of changing my number in so many places where it is linked, plus the inconvenience of being without a card while I waited for a new one, the agent assured me that I need not be concerned. They were overnighting me a new card; they would automatically link my new card to all the places that I had recurring payments; I could use my current card for all physical transactions until the new card arrived, and they instantly linked the new number to my Apple Pay so I could use that for any online transactions today. Except for that initial phone call, I had to do nothing.

Two lessons as takeaways: 1) Create systems that catch minor issues before they become a major disruption, and 2) Develop processes that resolve any problems in the most seamless way possible. AMEX showed that doing these two things can make a bad situation a win-win for both the company and the customer.

leadership dot #4794: blast

The drive-thru at Arby’s featured a quick mnemonic to help employees deliver good customer service in the event of a problem:

B = Believe — Don’t question, Don’t argue, Always believe the guest.
L = Listen — Give your full attention. Let the guest speak uninterrupted.
A = Apologize — Be genuinely sorry. Show sympathy and ownership to change the situation.
S = Solve — Fix the problem and go above and beyond to exceed their expectations.
T = Thank — Make the guest feel as your #1 priority. Make sure the guest is happy.

I think their BLAST model is applicable beyond fast food and can help you address most situations where someone is upset with you. The next time you’re faced with a customer with anger blasting out of their ears, give it a try and see if you can’t blast their grievance away.

leadership dot #4786: rags

On a recent business trip, I stayed in a hotel that catered to the blue collar crowd. I think I was the only one in the parking lot without a work truck or pickup.

In the bathroom, there was a basket of black hand towels, along with this laminated message: “I’m nothing but a pile of rags…living a life forlorn…I’m old, tattered, and possibly stained. But wait! I am still clean and can be put to work if you, dear guest, would give me a chance. Use me, for heaven’s sake, to wipe your boots and shoes, your hard-working hands, your makeup, even your windshield or motorcycle. I’m tattered but clean and ready to be used instead of a new fluffy towel on those dirty jobs you need done.”

Given the typical clientele, this idea made perfect sense. I’m sure there was dirt and grime from working in the field, and having special towels to accommodate their needs while preserving the white towels was a great idea…

…only the towels were embroidered with cute eyelashes and the words “makeup.” It was a departure from what the message said, implying they were tattered black rags to be used on the slimy jobs vs. a dainty eye makeup remover. I don’t picture a burly man in muddy boots cleaning them off with a makeup towel. Everyone would have been better suited with plain, black clothes.

Do a double check to ensure your message aligns with what you actually deliver, and wipe away any mismatch.

leadership dot #4659: touches

Maybe I’m just more aware of the little things when I’m on vacation, but in downtown Denver, I saw many examples of intentional, special touches to make the life of a tourist a bit easier.

Three examples:

  • When the elevator doors opened in the hotel, there was a giant number of the floor, also color-coded to help visitors instantly recognize their floor
  • The buses had small containers with slips of paper listing the bus number. If you wanted to lodge a complaint or compliment, or needed to reference a specific bus for any reason, you could grab the number instead of trying to remember it
  • The hotel breakfast bar provided small bags, making it easy for guests to take fruit or other items to go

None of these enhancements were monumental, but they were all nice gestures of hospitality. Is there a small convenience that you could provide to make it a bit easier for guests or clients? Pay attention to what other venues provide for you and consider replicating the little touches in your organization.

leadership dot #4654: annoyances

Anyone who has stayed in a hotel room has likely fooled around trying to get the drapes to fully close, lest that sliver of light shine through in the morning and disturb your rest. There are countless memes and home remedies (such as using the clips on the pants hangar to secure the gap), but it always seems that there is a problem spot.

Finally, the Courtyard chain has resolved the problem by making the drapes traverse the entire length of the wall, with the window occupying its normal dimensions. This results in the drapes closing in front of a wall (not a window) and fully eliminates the light gap. Bravo!

Sometimes, we spend our energy trying to invent new things or come up with the next big idea, but it is often the small annoyances that irritate us the most — and are easiest to fix. Maybe instead of trying to create that next dazzling plan, you’d be better off working to keep the light out.

Window on left, wall behind drapes on right — making it easy to pull the drapes closed in front of a wall instead of window