Creating a Great First Impression by Phone

Phone etiquette helps encourage clear lines of communication, build rapport, and avoid misunderstanding. It is an important part of customer service and influences the first impression that people form of your business. Here’s how to let callers know that they are dealing with a great company:

Great customer service begins BEFORE the phone even rings. Make sure that you:

Have an organized desk

Pen and paper ready

A list of phone extensions nearby

Know the names, title, and responsibilities of everyone in your office

Have an updated list as to who is in the office today, who is in a meeting, who is out to lunch, and when will they be back

Have a list of who to refer calls to (general topic and person responsible)

Know who has assistants and where calls should be directed if the assistant is out of the office

If you are not comfortable greeting callers, practice in front of a mirror

Learn the call transfer system thoroughly

Familiarize yourself with the answers to general questions regarding your company

Do not disclose confidential information

Some tips on answering the phone:

The best time to answer the phone is just after the second ring. You don’t want to catch the caller off-guard by answering too quickly, nor do you want them to wait too long.

Greet the customer; thank the customer for calling your company; identify yourself; ask how you can assist. For example: “Good morning/Good afternoon. Thank you for calling _____________. This is __________________. How may I direct your call?”

Answer in a warm, enthusiastic, friendly, and positive tone of voice. This makes callers understand that you are happy to assist.

Smile! Believe it or not, it shows through the phone!

LISTEN carefully to what the caller is saying or requesting

Be patient. Stay cool, calm and collected.

Ask callers for their names, even if it is not necessary, and use their names during the remainder the call.

Speak clearly, slowly and in a low tone of voice (you don’t want to seem like you’re screaming)

Never talk with anything in your mouth.

Putting a Caller on Hold:

When putting callers on hold, always ask permission.

When taking callers off hold, always thank them for their patience.

Transferring a Caller:

All co-workers should know how to use the call transfer system. Everyone should know how to transfer callers directly to other co-worker’s extensions; in this way callers will not have to repeat requests a second time and the number of transfers will be reduced.

When transferring callers, tell them the name of the person to whom you are transferring them; announce callers’ names to your co-workers.

Taking Phone Messages: Be sure to record the following information…

Caller’s name and company (if applicable). Repeat this information out loud to ensure accuracy

Time and date of the call

Subject of the call

Ask if callers want their calls retuned. If the answer is yes, get their phone number and ask what time would be convenient for them

Creating a Great Last (until next time) Impression:

Ask if you have answered all of the callers’ questions

Thank them for calling

Always end with a pleasantry, such as: “It was nice speaking with you!” “Have a great day!”

Let the caller hang up first; this shows you are not in a hurry to get off the phone.

DO:

DO make the caller feel special.

DO develop a consistent greeting (hotels be sure to meet any brand standards) that is to be used by all staff. DO use a Unique Selling Proposition in your greeting.

DO put the phone down in a gentle manner if this is necessary during the call; it will be easier on the caller’s ear.

DO speak directly into the receiver, without burying it on your shoulder or neck.

DO avoid background noise as much as possible.

DO put a small mirror next to the phone. Smile. Research shows that smiling can be “felt” over the phone.

DO maintain a professional manner at all times!

DON’T:

DON’T type or shuffle papers. It suggests that you’re not listening to the caller.

DON’T eat, chewing gum, or have anything in your mouth while talking on the phone.

DON’T sound rushed, as if you have more important things to be doing.

DON’T keep a caller on hold for more than 30 seconds. Speed sells!

Be The Brand

The crux of being a successful brand in the Experience Economy revolves around orchestrating “Branded Moments of Truth”, not only into an exceptional exercise in service but also a seamless Brand story built by the geometric progression of staged, authentic moments. It is here, through this ever deepening, ideal relationship, that Brand loyalty is forged.

We're in the “feeling business”. If that sounds manipulative, it is, because Consumers have been lied to so often. The truth is that if you present yourself as you really are in all things, deliver on the functional, emotional and aspirational promises you make, and engage your customers in a personal, ongoing relationship, Brand loyalty will be your reward. It's difficult for business people who are often driven by numbers and processes to switch gears, but that is what separates also-rans from the winners in the Experience Economy, particularly in Hospitality and Retail.

How authentic and compelling is your Story, the passion around which you created your Brand? Have you created stimuli for the five senses which will engage your Guest? And, most importantly, have you crafted the Experience within your property, where literally each and every aspect of your operation positively “touches” your Guest throughout their time with you. Perhaps, an apt approach would be a “Wall to Wall” marketing assessment, where you insure that your Brand is supported throughout your Guest’s stay, moment by moment.

As pointed out above, most businesses waste the chance to Brand by sending messages that are mixed, too weak, or simply wrong. Guests will always have a Branded Experience, whether the business tries to influence or not. Therefore, make your stand, and transmit your crafted messages at every step of the Guest’s visit with you.

Your “Wall to Wall” exercise can be accomplished with your Management Team or even members of your business community in a broader Destination application, for each will be oriented as the ultimate Consumer, assisting you to substantiate the Experience. The assessment begins with key questions to answer when trying to determine what your “Moments of Brand Truth” are:

Have you asked the consumer what is important to them? What they like and dislike? How do they perceive you?

Have you defined the WOW’s in the Experience you are selling in specific and distinctive terms?

Have you asked yourself what is your single greatest strength? You need a clear statement of your Values.

Have you written out the description of the ideal buying experience from first contact to goodbye?

Have you sought to understand what your customer is really buying when they purchase from you?

Have you imagined what feelings you want the guest to experience every step of the way?

Do you have a clear idea of what your employees believe? They are your Ambassadors, after all.

From this exercise, shared with the “Wall to Wall” Team, who will assist in the Brand Audit, you will have derived what you are today, and certainly what you can be. You have discovered what you are really selling, beyond mere product or service. Your Story has become Branded, a good exercise in itself!

With your Brand identity at hand and shared with your Team, you begin the Tour through your property and business representative, from the very onset, of the Guest’s visit, essentially the first contact point through to the conclusion. It could start with your web site, but certainly would include your parking lots and signage, your reception/entrance, your Lobby, restaurant, corridors, Guest Rooms, function areas, pool, and grounds - any and everything which would “touch” your Guest. In other Retail operations, you would be looking at directionals, merchandising, Sales Associates’ conduct and presentation to name some aspects. You might be evaluating colors, ambiance, collaterals, aromas, noise, furniture and fixtures, at minimum. In every section, zone, or room, you are asking, “What am I selling? What am I telling? Are the details consistent with the Brand personality you have devised, your Story? What is missing? What does not translate? What detracts? How are the five senses being engaged?”

Of course, the ultimate benefit comes at the end of the Tour, where your “Wall to Wall” Assessment Team shares their thoughts and recommendations during a debriefing. This is the amicable Report Card, prompting the next step for the owner/operator to design Brand Action Plans.

However daunting, your job is to create the most intense, stimulating Brand Experience you can craft. You cannot be demonstrable enough when it comes to presenting your Brand. However, loud does not mean vulgar, cheap or unattractive. The loud is proud, vibrant, true, authentic and unrelenting. A “Wall to Wall” provides the vehicle for Brand intensity.

The “Wall to Wall” assessment makes particular sense for the middle market/upper end independent, who is selling their uniqueness, as opposed to the chain operations which are representing consistency. But, the flags can benefit, as well, for the exercise, accomplished in several locations can test the consistency of the Brand and actually surface additional enhancements. The independent is often abounding with their signatures, which frequently are at cross purposes. “Wall to Wall” helps them round out a truer definition of their distinction. And, this has application to the Public Sector, as well, literally any enterprise which has contact points with an audience. Think your Immigration, Customs, Police Department, transit operations.

In conclusion, we must reiterate that Businesses need data, information to create their Customer Profile, their likes and dislikes, and their reaction to the Experience. You simply cannot formulate any strategy until you know what the market will bear fruitfully. Also, you cannot deliver in a vacuum; your employees must be integral to the formula, where their skills and behaviors are advanced by continuing and dedicated Training and Development activities. “Wall To Wall” invigorates all parties, leading to Brand recognition and loyalty. This is a powerful concept, whether you are a free standing business, an association, or even a Destination amalgam. Do not lose the opportunity to make an impact!

Nervous Service

"Well, shake it up, baby, now, (shake it up, baby)

Twist and shout. (twist and shout)

Cmon, cmon, cmon, cmon, baby, now, (come on baby)

Come on and work it on out. (work it on out)..."

These wonderful lyrics from The Beatles remind me of summer but lately they've been reminding me of something else... Nervous Service! Call it shaky, call it uneasy, call it anxious, high-strung, sensitive or walking on pins and needles. These kinds of service experiences make the guest want to TWIST and SHOUT!!! What happens when employees are so focused on their duties, so concerned about management's expectations, so worried about letting co-workers down? Nervous service can bumble the job! Walking the line between expectations and service delivery can be challenging. How can employees better understand the seamless delivery of service and how they can have fun doing it without the jitters? Can hotels and hospitality organizations "work it on out"?

There are all kinds of nervousness as noted above. One type is excitability or rather "undue "excitability. When we dined in a new beach area restaurant, open only two weeks, we were quickly unexcited about our service experience. Our waitress was quite pleasant and seemed enthusiastic about her new role and environment. When we asked questions, she seemed quite eager to respond and assured us we would get the particulars of our order. We allowed our expectations to rise to match hers in serving us. When another server brought our order, it was all the wrong stuff. She was not there to oversee the delivery and we had a tough time flagging her down. She seemed a bit concerned but whisked the dishes away with nary an apology. Seems like the kitchen was too excited to pay attention to the orders and just sent out the food. She was too excited to pay attention to our order quality, delivery and satisfaction. And, then, to top it off, we reached for salt and pepper and the containers were empty. Seems the staff was too excited about setting the new tables and forgot to check if the shakers were filled. Lots of attention and excitement to opening a new restaurant. Little attention to the service and details that make a difference.

At a major national retail store, selling lotions, spa products and fragrances, a friend and I encountered the tense, flustered and confused kind of nervousness. The lady who served us was determined to show us all the specials but could not articulate the details of any of them. In the middle of our transaction, once we helped her sort out the product confusion, she stopped everything she was doing for us to turn to new customers who had just entered the store and asked if she could help them. She explained to us that she had to interrupt our sale because it was ‘store policy' to greet everyone as they walked in the door. She was agitated and anxious and so were we. She just could not figure out how to communicate product knowledge, complete our transaction and address all new/incoming customers at the same time! She became more flustered and confused as more activity took place. As we were now late to a lunch appointment, she finally completed our sale. She then asked us if we wanted some free samples. When we said yes, she said we would have to wait for them because she had to help the other customers! That's what you call nerve-racking nervous service!

What was so interesting about that experience is that she had been trained to handle things in a specific order and used zero judgment in delivering service. I don't think she even knew how. She had been equipped with knowing how to do the process. She had not been equipped with the skills and confidence to serve. She had been trained in product specials. She had not been trained in product knowledge about those specials. When actions like this take place and circumstances do not flow together, everybody gets nervous and nobody gets satisfied.

On another date, I had just completed a relaxing facial at a well-known international spa. I floated out of my therapy room and drifted up to the front desk to settle my bill. Up to this point, the staff had gone out of their way to create a peaceful, easy environment. Their treatments and service had calmed me down and I was ready to quietly embrace the rest of my day. It was not to be. The front desk was abrupt and confused as they looked for my bill. They fumbled and fussed as they tried to assemble my services and products. They were irritable, on edge , apprehensive and defensive. Their bill processing bumbles instantly frazzled my nerves and made the rest of my experience null, void and unpleasantly memorable. They seemed to be completely disconnected from the serenity of the spa and were under a strain to make my parting moments peaceful. They did not view their jobs as part of the guest experience and were most concerned about front desk procedures and accuracy and they were nervous about it!

Another kind of nervous service is the fearful kind. This is when an employee is so nervous about doing the right thing, especially if their manager is watching them, that they make the guests and customers nervous. This happened in a bar of a major hotel in the Hawaiian Islands. We had just ordered Mai Tai's and then decided to change our order to something else. We asked the waiter for a more unusual drink which he did not recognize. We then asked him to ask the bartender, who was also apparently his manager. He seemed nervous to do so, especially since the manager appeared busy. When he did finally approach him, he was given a flat no and scurried back to tell us. There was no attempt at teamwork in serving us what we wanted and no role model or service leadership from this employee's manager. Instead, our very nice waiter seemed afraid of making a mistake and moved nervously from table to table. He had been unnerved in developing his own service confidence and did not appear to have any guidance or support in making guests feel comfortable.

The flip side of nervousness is confidence and sureness. We walked into an Italian restaurant in London and were warmly welcomed and seated. It was a cold night so our waiter asked us if we needed more heat and if the table position was to our liking. Our six year old son was with us and this waiter invited him to check out some of the interesting parts of the restaurant while we waited for our order. He used wonderful adjectives to describe menu items and recommended menu selections we would not have considered on our own. He engaged us in a sincere way and was cool, calm and collected with each interaction. Before we knew it, we had spent a lot more than we had planned because he was so effective and confident in creating our experience. He made the meal and evening entertaining and meaningful for grown-ups as well as a child. He was fun and obviously had the instincts, attitude and training that make ordinary moments extraordinary. Service confidence is a real factor in effective delivery at each touchpoint. His decisive delivery made a direct impact on the bottom line.

Whether it's the jitters, the willies, the heebie-jeebies, the jimjams, the jumps, the shakes, the quivers, the trembles, the dithers, the all-overs, the butterflies, the shivers, stage fright, fidgetiness, panic, trepidation, tension, or pressure, nervous service of any kind does not work in service delivery.

Keep the following in mind to ease the tension when nervous service shows up or before it does:

• Pay attention to the excitement of effective and seamless service delivery. Don't let excitement overshadow effectiveness and quality. Make sure the front, middle and end of any service experience flow together and that attention to detail is constant.

• Make sure employees have enough product knowledge so they can be confident with menus, products, services, amenities and all aspects of a hotel or hospitality environment. They must internalize the information, not simply memorize it. Design training or use professional trainers to include role plays and real examples to do just that.

• Introduce service skills to go with each step of procedures and operations. Make sure efficiency does not overrule effectiveness. Show employees how they impact each moment of a guest experience, no matter how brief the interaction. Give them perspective from the guest's point of view and show them how their intentions may differ from guest perceptions.

• Give employees confidence to do their jobs and support them in making good decisions. Be a service leader and understand management's responsibility in being a service role model. Encourage them to focus on doing things right rather than what they might do wrong. Scolding demotivates. Recognition motivates.

• Look for symptoms of nervous employees: robotic employees who seem disconnected from reality, staff outcasts who seem to have trouble functioning with the rest of the team. Find out why and do something positive about it.

• Meet with staff and discuss confidence and comfort levels with meeting service standards. Create an environment where managers are encouraged to coach nervous players and notice the signs of nervous service.

• Consider a service delivery buddy system so each player can spot another's service nervousness. They can report to each other and their supervisors if need be. Get everyone's awareness up....shake it up!

• Empower employees to go above and beyond to create memorable experiences. Map out potential guest experiences where they can impact the flow of events, even with something as simple as a ‘welcome', a smile or eye contact. Give them training and tools to build their confidence so they can be cool, calm and collected.

Don't be unnerved, unmanned, unstrung, undone, reduced to jelly, unglued, shaken, upset or dashed. Don't let employees get a case of nerves, a spell of nerves, an attack of nerves or be in a state of nerves. Have the nerve to do something about it. You'll be less nervous about the bottom line when you do. Don't be a fool... be cool.

Better yet...

"Well, work it on out, honey. (work it on out)

You know you look so good. (look so good)

You know you got me goin, now, (got me goin)

Just like I knew you would. (like I knew you would)!"

The Power of Welcome

What makes us feel welcome, comfortable, appreciated in any environment? What kinds of emotions are triggered when we experience a welcoming feeling -and when we don't? How do hoteliers instill the spirit of welcome in their teams and create a warm sense of belonging the moment their guests arrive? And, how can the power of welcome move beyond borders and reach out to guests before they even set foot on the property?
Recently, I was in a doctor's office and was overwhelmed by how welcome I felt and how comfortable the staff made me feel. Having felt quite the opposite, unwelcome and uncomfortable, in many doctor offices, I was actually stunned by this experience. What made this team different is that from the moment I opened the door, each person from the receptionist, to the administration team, to the x-ray technician, to the nurse and the doctor greeted me warmly by name and with direct eye contact. Each person I met introduced themselves and explained what would happen next. I felt unique and special even though I was probably one of over 100 patients that day. I noticed that the doctor in charge was very interactive with his staff, greeted them and laughed with them and kept a level of positive energy going at all times, even with a demanding schedule. His staff felt welcome and special too and that impacted the way they treated each patient.
In any hospitality environment, the spirit of welcome is so important in creating a strong foundation for the guest experience. Each person, each point of contact, can add so much to the ‘welcoming' experience for guests!
A welcome goes beyond words, it creates a feeling of caring and gives a sense of pleasure. A sincere welcome reaches out and positively pulls guests in to the hospitality environment they have chosen and makes guests feel like they have made a good choice. A cordial and courteous welcome gives guest the feeling they have been invited to join the setting even though they chose to go on their own. The power of welcome is to affirm the guest made the right choice and is further welcome to enjoy (and spend!) each aspect the property (or business) has to offer.
On a recent trip to London, we found ourselves looking for dinner after 10pm and were not having much luck. Finally, we found an Italian restaurant, after walking and searching for about an hour. We were tired, weary and hungry. We were warmly greeted, like missing family, by Salvo the owner, who gently ushered us to a comfortable corner table. He fussed over us, steered his team over to us promptly and chatted with us as if he had known us for years. We felt immeasurably welcome within minutes and relaxed into one of our most enjoyable meals ever. He checked on us regularly, brought the meals himself, and made sure the spirit of welcome in his restaurant was constant for our entire stay.
Hoteliers and hospitality leaders can generate a feeling of welcome in many different ways. Due to bad weather and traffic we arrived very late at our lodging after a longer than expected nine hour drive. Once again, it was after 10pm, all markets and restaurants were closed and we were starving and frustrated. As we unlocked the door, a cheery written welcome sign and a small basket of fresh local bread, and healthy snacks to tide us over until morning greeted us. We were so relieved and enjoyed these treats as a welcome respite from our hard drive and appreciated anticipation of our stay to come. This thoughtful gesture made us feel so welcome, even with no one around.
Written communications which confirm reservations in advance of any property or venue visit, whether for business or pleasure, can also begin the welcoming process. Add a welcoming statement to correspondence which confirms guest and business plans and begin establishing a special feeling and mindset for each pending visit.
Hoteliers can use the power of welcome throughout every facet of the guest experience, both within and beyond property borders. Welcoming strategies can be developed for different arrival times and in consideration of guest profiles. For travelers who arrive late, something comforting waiting in their rooms, may be just the welcoming feeling needed after the stress and fatigue of travel. Housekeeping teams can be trained to deliver something appropriate for any late arrival such as chamomile tea, warm cookies, and especially a welcome note acknowledging their late arrival with an offer to help make them comfortable, even at that late hour.
When dining, hosts and servers should welcome guests in addition to serving them and understand the value of making guests feel at home while eating a meal.
Children offer all sorts of opportunities for unique welcome strategies. I always appreciate the front desk agent who acknowledges and welcomes my 8 year old son at the same time that he or she welcomes me. Sometimes, a small gift of something (some tic tac toe sheets or small games or even a treat) to occupy the child's time while parents get registered and have luggage delivered can be a relief to parents and fun for the children.
On the other hand, an unwelcome feeling is very easy to create as well. Looking down while speaking, no introduction or use of names, rushed and robotic gestures, efficient yet discourteous service - all of these can dismiss any hope of a welcoming feeling . When a feeling of welcome is not there, it makes guests uncomfortable and question their lodging or business choice. Guests become less inclined to spend more, come back again, or refer others. Why would they? They did not feel welcome or welcome to come back!
A welcome expresses and acknowledges gratitude for a particular action which is why we say "you're welcome" in response to a thank you. These simple words show appreciation and value for whatever just took place.
There are so many ways to use the power of welcome as a business strategy and key facet of exceptional service delivery. Keep the following tips in mind and consider developing the welcome thought process:
Recognize how to make guests feel welcome. Direct eye contact, a smile and sincere words at each point of contact will generate positive emotional responses in guests.
Introduce yourself. By giving your name you also give your welcome and bring guests closer to feeling comfortable and relaxed.
Keep checking on guests and evaluate if they seem to feel welcome or if they appear uptight or uncomfortable. Like Salvo the restaurant owner, he kept checking on us and making sure his welcome was constant and consistent.
Determine ways to welcome guests before they even arrive and beyond property borders. Strategize on ways to reach out and invite guests to feel welcome before they set foot on the premises.
Consider special touches, like the bread basket and personal notes, to continue to build on a feeling of welcome. Brainstorm creative welcome ideas with managers and their teams. Involve them in the process.
Ensure employees feel welcome in their own work space and place and welcome them to work each day! Post signs in break rooms and around the property and make sure that welcoming feeling begins each staff meeting.
Creative uses of the spirit and power of welcome will keep guests wanting more. Welcome a welcoming strategy into managing each guest experience and welcome the referrals, repeat business and additional income which will make more business welcome!