Page 277 - Harnessing the Management Secrets of Disney in Your Company

258 The Disney Way

of teaming. After discussing her performance at several management meetings,
Eric was on the verge of recommending her termination. But when he realized
it was really his responsibility to coach and train new employees, Eric vowed to
do everything he could to help her “turn the corner.” And as Eric now proudly
admits, “She’s my ‘go to girl.’ She’s the first one I turn to whenever I need help.
She’s the one I ask to coach any new employee that may be having problems
with teaming. She even jokes about almost getting fired during her first few
weeks on the job.”
Today, it would be nearly impossible to begin a career at John Robert’s
without understanding the company’s core values. And with a minimum of
four interviews over time, each candidate has the opportunity to evaluate if
and how those values mesh with his or her own. Only about 1 in 25 who
apply will be hired. In John’s words, “We want to make sure they are not
just running up and down the street looking for the best deal. We don’t hire
from other salons.” During the initial interview, candidates receive a list of
the John Robert’s nonnegotiables.

Service. Unless candidates are clients of John Robert’s, they most likely
do not understand what John Robert’s service is all about. During their fi rst
interview, they’ll hear a few powerful stories of exceptional customer service
at John Robert’s: a spa attendant who did some quick grocery shopping for
an elderly client while she was receiving a spa treatment; an employee who
picked up her client at home during bad weather; and many other examples

of how John Robert’s staff go the “extra mile” to make the client experience
“magical.”
These “magical moment” situations may not happen every day; however,
the expected “secret service” for each and every client is “magical” by most
salon standards. The client cycle begins with the Pre Experience, which occurs
before the client enters the salon and involves a polite telephone conversation
with an appointment taker who never rushes the conversation and who uses
your name at least four times. (This not only makes the client feel good, but
the repetition helps the employee memorize the client’s name.) The next
phase is called the Start of the Experience. Walking into John Robert’s is like
walking into no other salon. You are immediately greeted by a hostess who
announces your arrival to the operator. The hostess neatly places your coat
on a hanger, brings you a refreshment of your choosing, and addresses you
by your name throughout the conversation. While the operator analyzes your
needs and expectations, you receive a stress-relieving massage before your