The Ritz Carlton Experience. The Ritz Culture. What more can we learn. The Disney Way. If Disney Ran Your Business. Based on a DVD lecture by By Fred Lee. If Disney ran your hospital you would…. Table of Contents. Redefine Your Competition & Focus on What is important
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Based on a DVD lecture by
By Fred Lee
Examine your own processes. What do you do in the name of efficiency that frustrates your customers?
What would it cost to change it?
Would the trade-off in good-will be worth it?
How would employees like it?Self Examination Exercise
If they can’t remember anything special,
They won’t rave about your care.
How likely will you be to recommend me to a friend?
Caring, Cared, Cares +32
Kind, kindness +24
Help, helpfulness +15
Comfort, comforting +13
Attention, attentive +7
Bedside manner +2
Takes time +1
The highest correlations with overall satisfaction come from questions with words like these…
• Care or caring
• Friendly (or cheerful)
• Sensitivity to your needs (comfort)
On the Gallup patient satisfaction survey survey (by phone):
Nurses anticipate your needs (.64)
Staff responded with care and compassion (.62)
On the Press, Ganey patient satisfaction survey (by mail):
Staff sensitivity to the inconvenience of hospitalization (.71)
Overall cheerfulness of the hospital (.70)
Staff showed concern for your privacy (.65)
Nurses attitude toward your calling them (.60)
Nurses promptness in responding to the call button (.55)
“Good-to-great companies set their goals and strategies based on understanding their greatness
Jim Collins, Good to Great, p. 186
“I’ll have to…” __________________________
“I don’t know.” __________________________
“I disagree,” or, “You’re wrong” _______________________
“We can’t do that.” __________________________
“You misunderstood me.” __________________________
“I’m sorry you’re upset. __________________________
“It wasn’t my fault. __________________________FINE POINTS: Phrases that Irritate
“The answer is yes…now what is the question”
My Waitress at the Lonestar
Think about the Disney Experience
1970’s Central location
1980’s Each pavilion dealt with service issues
1990’s Each employee has the power to solve the problem and give recovery.
Who can bend the rules for a customer?
Who decides how to solve a problem?
Who can offer something tangible for recovery?
Orientation describes reality, not a vision.
You are always on stage
Variation from standards is not tolerated by anybody, not even your peers. …appearance guidelines
They have no slogans or banners as constant reminders.
They do not focus much on “service excellence.”
Disney does not provide a service (and neither do we.)You become a Disney castmember…
“The first year I leased out the parking concession, brought in the usual security guards – things like that. But I soon realized my mistake. I couldn’t have outside help and still get over my idea of hospitality. So now we recruit and train every one of our employees. I tell the security officers, for instance, that they are never to consider themselves cops. They are there to help people.”Walt Disney on “Role”
Start with a good script – which is much more than dialog.
Place its success in the hands of a director who is obsessed with and accountable for the patient’s experience.
Cast for the talent to play a role, rather than the skills to do a job.
Teach and coach principles, not just courtesy skills.
Acting involves intense listening with undivided attention.
“Acting is not acting, it is reacting.” -- John Wayne
Acting engages the whole range of human emotions.
Acting relies on sense memory and imagination to become real.
Acting is the talent of becoming emotionally available through empathy with a character.
ACTING CLASSActing is not pretending…
Went from poor to very good (bottom quartile to 95th percentile)
Board to CEO (do it or else) CEO to Heads if I go guess what
Focused on weekly progress
4. Everyone sees it
If you are in the top quartile already, and it isn’t a crisis, what will motivate you -- all of you -- to keep getting better?
The overarching purpose of measurement should be to help a team, rather than top management, gauge its progress.
An empowered team must play the lead role in designing its own measurement system.
3. A team should adopt only a handful of measures.
• Do we know what they are?
3. How can we know we are meeting their needs and wants?
4. How can we get an accurate picture of our performance in their eyes?
5. How will we use the information for improvement?
• Will it be accurate?
• Will it be timely?
• Will it be easy to understand and use?Preliminary Questions