The document discusses creating a positive service culture at hotels. It emphasizes that culture starts from the top with management. Three key practices of successful companies are proactive policies, employee empowerment, and personal accountability. The document then discusses how experiences shape beliefs, which shape actions, and how this impacts culture. It provides examples of how a weak service culture can form and strategies for improving culture, such as setting goals, empowering frontline staff, and ensuring proper training.

1. L.E.A.R.N. :DAY TWO
CULTURE STARTS AT THE TOP
created by and property of christian alexander and lorena
perez gomez

2. THE KEYS TO SUCCESS
 IF YOU TAKE A CLOSE LOOK AT ANY GREAT AND
HIGHLY SUCCESSFUL COMPANY WHICH SELLS
EITHER A PRODUCT, A SERVICE, OR BOTH,YOU WILL
DISCOVER THREE KEY PRACTICES WHICH MAKE UP
THEIR BUSINESS AND SERVICE CULTURE. THEY ARE;
1. PRO-ACTIVE POLICIES IN SERVICE
2. A CULTURE OF EMPLOYEE EMPOWERMENT
3. PERSONAL ACCOUNTABILITY

3. CREATING THE CULTURE FOR SUCCESS
 IN THIS SESSION, WHICH IS DESIGNED FOR
MANAGERS AND SUPERVISORS, WE WILL TALK
ABOUT CULTURE. AS LEADERS, WE ARE
ACCOUNTABLE FOR INTRODUCING, CREATING, AND
MAINTAINING AN ENVIRONMENT WHICH BENEFITS
US AS DECISION MAKERS, THE HOTEL, THE FRONT-
LINE STAFF, AND THE GUEST.

4. WHAT IS CULTURE?
 IN ORDER TO CHANGE AND IMPROVE OUR GUEST
SERVICES CULTURE, IT IS IMPORTANT TO
RECOGNIZE HOW A CULTURE, GOOD OR BAD,
COMES TO EXIST IN THE FIRST PLACE.

5. THE GENESIS OF A CULTURE
EXPERIENCES BELIEFS ACTIONS
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6. THE GENESIS OF A CULTURE
 ACCORDING TO ROGER CONNERS AND TOM
SMITH,TWO REKNOWN AUTHORS AND CORPORATE
TRAINERS, OUR EXPERIENCES SHAPE OUR BELIEFS.
OUR BELIEFS IN TURN SHAPE OUR ACTIONS. THE
CHAIN REACTION OF
EXPERIENCE>BELIEF>ACTION CONSTITUTE WHAT
IS THE CORE OF A CULTURE.
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7. A WEAK SERVICE CULTURE-
EXPERIENCE
 THE FRONT DESK TEAM IS NOT ALLOWED TO MAKE
IMPORTANT DECISIONS IN COMPLAINT SITUATIONS.
THEY ARE EXPOSED TO AND MADE PART OF A LONG
CHAIN OF CONFLICTS BETWEEN GUESTS AND THE
HOTEL BECAUSE THE HOTEL DOES NOT WANT TO
PROMOTE PRO-ACTIVE BEHAVIOR, EMPOWERMENT,
AND THE SUCCESSFUL RESOLUTION OF
COMPLAINTS .
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8. A WEAK SERVICE CULTURE-BELIEFS
 THE EMPLOYEES COME TO BELIEVE, BASED ON
THEIR OBSERVATIONS AND FIRST-HAND
EXPERIENCES, THAT GUEST SATISFACTION IS NOT A
PRIORITY FOR THE HOTEL.
 THEY ALSO COME TO BELIEVE THAT IT IS MORE
IMPORTANT TO PROTECT HOTEL ASSETS AND EVEN
TO BELIEVE THAT GUESTS WHO COMPLAIN ARE JUST
TRYING TO ”GET SOMETHING FOR FREE”.
 THESE BELIEFS CAN BE THE RESULT OF EXPERIENCES
WITH CURRENT MANAGEMENT OR A LONG
HISTORY OF EXPERIENCES WITH PREVIOUS
MANAGEMENT TEAMS
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9. A WEAK SERVICE CULTURE-ACTIONS
 BASED ON THEIR PRIOR EXPERIENCES, WHICH HAVE
NOW FORMED FIRMLY HELD BELIEFS, ACTIONS ARE
MANIFESTED SUCH AS ARGUING WITH GUESTS,
IGNORING THEM, FAILING TO ACT ON COMPLAINTS, OR
INCORRECTLY COMPENSATING THE GUEST (TOO MUCH
OR TOO LITTLE).
 THE FRONT DESK REPEATEDLY DEFERS TO THE
MANAGERS TO RESOLVE ISSUES BECAUSE THEY FEEL
POWERLESS TO DO SO.
 PEOPLE WAIT UNTIL SOMETHING HAPPENS BEFORE
DECIDING WHAT TO DO
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10. EXPERIENCE, BELIEF, ACTION…
SERVICE CULTURE
THANKS TO THIS NEGATIVE CHAIN REACTION OF
EXPERIENCES, BELIEFS, AND ACTIONS, WE ARE NOW
STUCK WITH A NEGATIVE AND WEAK SERVICE CULTURE.
THE RESULTS (CONSEQUENCES) OF THIS SERVICE
CULTURE ARE POOR GUEST SATISFACTION RATINGS AND
TERRIBLE REVIEWS ON SITES SUCH AS TripAdvisor AND
FACEBOOK, JUST TO NAME A FEW.
 NO WAY OUT..OR IS THERE?
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11. STAGE 1
 DETERMINE DESIRED RESULTS
 FOR EXAMPLE, IN THREE MONTHS RESULTS WILL
SHOW A JUMP FROM 80% TO 90% IN GUEST
SATISFACTION RATINGS INVOLVING COMPLAINT
RESOLUTION
 HOW WILL THIS BE ACHIEVED?
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12. STAGE 2
 DETERMINE WHAT CHANGES NEED TO BE MADE.
IMPROVED RESULTS IN WHAT AREAS WILL PRODUCE
IMPROVED RESULTS IN GUEST SATISFACTION
 PRO-ACTIVE BEHAVIOR
 EMPLOYEE EMPOWERMENT
 DEEP UNDERSTANDING OF L.E.A.R.N. TECHNIQUES
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13. STAGE 3:
MAKING YOUR CASE
 IT IS IMPORTANT TO STATE YOUR OBJECTIVES
BEFORE PUTTING THEM INTO ACTION.* PEOPLE
NEED TO HAVE A FULL AWARENESS AND
UNDERSTANDING OF THE CHANGES IN ACTIONS
AND BEHAVIORS WHICH ARE GOING TO HAPPEN.
FURTHERMORE, PEOPLE NEED TO BE CONVINCED
THAT THIS IS AN ACHIEVABLE AND WORTHWHILE
ENDEAVOR
 *TOM SMITH & ROGER CONNERS
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14. MAKE IT REAL
 FOR THE HOTEL…
 MAKE SURE EVERYBODY UNDERSTANDS HOW THESE
CHANGES RELATE TO TODAY`S (AND TOMORROW’S)
BUSINESS ENVIRONMENT.
 IN THIS CASE…STAYING COMPETITIVE IN EXTREMELY
DIFFICULT TIMES FOR TOURISM IN MEXICO.
 MAINTAINING AND INCREASING REPEAT GUEST VISITS

16. CHANGING THE GUEST SERVICES CULTURE:
INTRODUCING THE FRONT DESK & GUEST
SERVICES TEAM
THE IMPORTANCE OF THE FRONT DESK/GUEST SERVICES STAFF ETC
THEIR JOB RESPONSIBILITIES
EACH TEAM AS A MARKETING TOOL
 A POSITIVE FIRST IMPRESSION
 A NEGATIVE FIRST IMPRESSION
 THE WAY THE FRONT DESK/GUEST SERVICES TEAM HANDLES ANY
SITUATION AND HOW THE RESULTS TRAVEL FAR BEYOND THE LOBBY
AND THE HOTEL.
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17. MANAGEMENT AND THE FRONT DESK
MANAGEMENT PLAYS AN EXTREMELY IMPORTANT ROLE IN THE SERVICE CULTURE OF
THE FRONT DESK AND GUEST SERVICES BECAUSE IT SETS THE TONE, EITHER POSITIVE
OR NEGATIVE, OF THE QUALITY OF SERVICE THE HOTEL’S GUESTS CAN EXPECT TO
RECEIVE AND FOR THE SUPPORT AND STRUCTURE ITS EMPLOYEES CAN COUNT ON.
MANAGEMENT`S RESPONSIBILITIES:
 PROVIDE NEW-HIRE AND ON-GOING TRAINING THAT SETS THE TONE FOR A POSITIVE
ENVIRONMENT AND WELL-TRAINED STAFF
 CREATE AND SUPPORT PROCEDURES WHICH CONTRIBUTE TO A SMOOTH
OPERATION AND WHOSE QUANTITY AND QUALITY ENHANCE, RATHER THAN INHIBIT,
ATTENTION GIVEN TO THE GUEST
 CREATE AND SUPPORT AN ENVIRONMENT OF EMPOWERMENT AMONG THE
AGENTS THAT CREATES AN ENVIRONMENT OF BOTH TRUST AND SUPPORT
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18. CHANGING THE GUEST SERVICES CULTURE:
TRAINING OUR FRONT DESK AGENTS
TRAINING NEW HIRES
WHAT TO AVOID
 SHADOWING EMPLOYEES NOT TRAINED IN HOW TO TRAIN
 LACK OF INVOLVEMENT BY MANAGER
 TASK-HEAVY CONCENTRATION DURING TRAINING
 THE VICIOUS CIRCLE:
1. THERE`S NO TIME TO TRAIN DUE TO CONSTANT LACK OF PERSONNEL
2. EMPLOYEE DOES NOT GET PROPER TRAINING
3. EMPLOYEE EITHER LEAVES OR GETS FIRED
4. A NEW PERSON GETS HIRED AND HISTORY REPEATS ITSELF
WHAT TO EMPHASIZE
 A POSITIVE FRONT DESK TRAINING PROGRAM
 A WELL-DEFINED TRAINING SCHEDULE AND NEW-HIRE CHECKLIST
 WELL COMMUNICATED ORIENTATION PROGRAM DELIVERED FORMALLY, OR INFORMALLY,
BY EXPERIENCED GUEST SERVICE MANAGER REGARDING POSITIVE GUEST SERVICES SKILLS
AND CULTURE.
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19. BRAINSTORM
 WHAT PROCEDURES AND ACTIVITIES CURRENTLY
EXIST THAT MIGHT DISTRACT US FROM GIVING OUR
ATTENTION TO THE GUESTS?
 WHAT PROCEDURES AND ACTIVITIES MIGHT BE
ADDED TO THE DAILY PROCEDURES TO ENHANCE
THE SERVICE ATMOSPHERE?
 WHAT CHANGES DO YOU THINK COULD BE MADE IN
THE NEW-HIRE AND ON-GOING TRAINING
ROUTINES THAT COULD PRODUCE MORE
EFFECTIVE EMPLOYEES?
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20. KEYS TO EMPLOYEE EMPOWERMENT
IF HOTELS REKNOWN FOR GREAT SERVICE HAVE ONE THING IN COMMON, IT IS A
HIGHLY-TRAINED AND WELL-EMPOWERED GUEST SERVICES STAFF, PARTICULARLY AT
THE FRONT DESK AND GUEST SERVICES LEVEL. AMONG THE KEYS NECESSARY TO
ACHIEVING THIS LEVEL OF SERVICE THROUGH EMPOWERMENT ARE THE FOLLOWING:
 CLEARLY STATED GUIDELINES AS TO ACCEPTABLE DECISIONS AND ACTIONS AS SET BY
MANAGEMENT WITH FRONTLINE EMPLOYEE INPUT INVOLVED
 A “NO-REPROACH” POLICY ABOUT EMPLOYEE DECISION-MAKING
 CONSISTENT MANAGEMENT PRESENCE IN ORDER TO CREATE AN ATMOSPHERE THAT
LETS EMPLOYEE KNOW THERE IS SOMEBODY PRESENT AND AVAILABLE SHOULD A
SITUATION BE MORE DIFFICULT THAN HE OR SHE CAN HANDLE
 A STRONG EMPLOYEE RECOGNITION PROGRAM THAT RECOGNIZES EXCELLENT
SERVICE
 A GUEST SERVICES ENVIRONMENT WHICH RE-ENFORCES THE IDEA THAT EXCELLENT
SERVICE AND COMPLAINT RESOLUTION IS THE RULE, NOT THE EXCEPTION
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21. BRAINSTORM
NEEDS
 WHAT DO THE MANAGERS AND SUPERVISORS NEED
FROM THE FRONT LINE STAFF?
 WHAT DOES THE FRONT LINE STAFF NEED FROM THE
SUPERVISORS AND MANAGERS IN ORDER TO DO THEIR
JOB BETTER?
 HOW CAN WE GET BETTER RESULTS AND INCREASE
COOPERATION AND COMMUNICATION?
 HOW CAN WE DEVELOP “EMPLOYEE EMPOWERMENT” IN
OUR GUEST SERVICES/FRONT DESK DEPARTMENT?
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