Global Leadership Summit Session 5 : Horst Schulze
They told me that 250,000 people were watching this. I thought wow, 4 or 5 more and it’d be scary for a speaker.
Ladies and Gentlemen serving ladies and gentlemen.
The maitre d’ was thought of as the most important person in the room. He didn’t come into work to serve; he came to work to serve.
Caring is what service really means.
What industry is not in service?
The number one thing you should do: keep the customer. Create loyal customers. There is dissatisfied customers, they are terrorists against your customers. Satisfied customers are neutral. But if your competitor offers a better deal, they’ll go to them.
The number two: find new customers
The number three: get as much money from the customers
The number four: work on your efficiency
What does customer loyalty really mean? Your customer, your guest, your patient, your clients whatever you call them… Customer loyalty means they trust you.
How do you develop trust? By giving the customer what they want.
I talk nothing but facts so consequently if you don’t agree with me, you’re wrong.
The #1 driver of customer loyalty is being nice to the customer. This is true in any industry.
Service starts somewhere and ends somewhere. We have to define it. Service starts the instant you make contact. The first 10 seconds are essentially important. Within 12 feet of the door, we train our team to greet people. “Welcome, I’m here for you.”
The second step of service is complying to their needs: caring.
Call them by name.
I was suppose to talk to them about customer satisfaction. The day before I went to visit. You could feel the money. It was stately, beautiful, long mahogney counter. I get into the maze. I count the customers, I count the tellers. When she looked up, it was totally clear, she hated me. I take my product at me, no defect. Timeliness was excellent. But what was the effect.
The most important part of the product was service.
Personalized and individualized customers create loyal customers.
You’re the leaders, lead them to excellence.
Create: excellence should be a part of our excellence. Serve your employees by leading them to excellence. Serve your employees by demanding excellence.
The employee cannot help that they are not strong, but you are the dummy that hired them. Why do we forfeit? We are responsible for creating excellence. We do not hire people in our organization; we select people. We carefully select.
We orient people. In every new hotel, in Shanghai or Philadelphia, I do the orientation. I stand in front of the new employees. “I say, I’m Horst Schulze, the CEO and President of this company and I’m a very important person….and so are you.”
Every human being is an important human being.
“If you don’t do your jobs, it’s a disaster. You’re really important. If I don’t do my job, noone will know.”
We’re leaders. We’ve forfeited our rights to make excuses.
Where are you leading your people too? Is the destination good for everyone?
I never hire people to fulfill a function; I hire people to join a dream.
We measure satisfaction. We expect top-box. We expect 90% of our guests to be top-box.
What is my job? To help them accomplish the vision of our organization.
The key product we produce is service to human beings.
24 pointsof the Capella Group. Every day we repeat one point. If it’s important, we have to repeat it.
You know what Coca-cola is. Then why do they advertise? Everyday we remind them.
If you get a complaint, you own it.
The purpose is clearly explained. It’s selection, orienting, training, sustaining.
Our employees are our neighbors. It’s not enough to give them a new name and call them an “associate.” It’s not enough to give them the “team speech.” We orient them to who we are, our dream, our direction. Be part and have a purpose.
Come to work not to work; come to work to create excellence.
If you respect your customer, you have to teach it. You have to respect your employees. It is the moral thing to do.