2. 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.
3. - 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
4. NotesWrap-UpGossipD.A.S.H.
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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
5. MissionHistory
ofICA
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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.
5
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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
7. MCM Eleganté Suites [Abilene, TX]
MissionHistory
ofICA
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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. 8 Executing the Mission— Service Profit Chain
NotesWrap–UpGossipD.A.S.H.
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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
9. 9
MissionHistory
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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?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
10. NotesWrap–UpGossipD.A.S.H.
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10 Executing the Mission— Service Profit Chain
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.
11. MissionHistory
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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!
11
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?
________________________________________________________________________________________________
_____________________________________________________________________________________________
13. 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
MissionHistory
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13
14. NotesWrap–UpGossipD.A.S.H.
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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:
17. MissionHistory
ofICA
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17
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
18. NotesWrap–UpGossipD.A.S.H.
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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
20. NotesWrap–UpGossipD.A.S.H.
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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.
22. NotesWrap–UpGossipD.A.S.H.
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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
23. MissionHistory
ofICA
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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.
23
24. NotesWrap–UpGossipD.A.S.H.
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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
25. MissionHistory
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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
26. NotesWrap–UpGossipD.A.S.H.
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26 Navigating Differences— Resolving Generational Conflict
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.
Other names known by: ________________________________________________________________
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 ~
27. MissionHistory
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Other names known by: ________________________________________________________________
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 _______________
Other names known by: ________________________________________________________________
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 ~
28. NotesWrap–UpGossipD.A.S.H.
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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 ~
28 Navigating Differences— Resolving Generational Conflict
29. MissionHistory
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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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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.
33. MissionHistory
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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.
35. 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.
MissionHistory
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37. MissionHistory
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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.
39. 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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40. NotesWrap–UpGossipD.A.S.H.
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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.
40 Navigating Differences— Resolving Generational Conflict
42. NotesWrap–UpGossipD.A.S.H.
Method
DifferencesGuest
Cycle
Service
ProfitChain
History
ofICA
Mission
42 Navigating Differences— Resolving Generational Conflict
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?
44. NotesWrap–UpGossipD.A.S.H.
Method
DifferencesGuest
Cycle
Service
ProfitChain
History
ofICA
Mission
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?
44 Navigating Differences— Resolving Generational Conflict
45. MissionHistory
ofICA
Service
ProfitChain
Guest
Cycle
DifferencesD.A.S.H.
Method
GossipWrap-UpNotes
7. Which generation seems to have the highest self-esteem?
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?
45
46. NotesWrap–UpGossipD.A.S.H.
Method
DifferencesGuest
Cycle
Service
ProfitChain
History
ofICA
Mission
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.
47. MissionHistory
ofICA
Service
ProfitChain
Guest
Cycle
DifferencesD.A.S.H.
Method
GossipWrap-UpNotes
47
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.
48. NotesWrap–UpGossipD.A.S.H.
Method
DifferencesGuest
Cycle
Service
ProfitChain
History
ofICA
Mission
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
49. 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: ______________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
MissionHistory
ofICA
Service
ProfitChain
Guest
Cycle
DifferencesD.A.S.H.
Method
GossipWrap-UpNotes
49
_______________ 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 ____________
50. NotesWrap–UpGossipD.A.S.H.
Method
DifferencesGuest
Cycle
Service
ProfitChain
History
ofICA
Mission
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
51. MissionHistory
ofICA
Service
ProfitChain
Guest
Cycle
DifferencesD.A.S.H.
Method
GossipWrap-UpNotes
51
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
56. 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
