Page 53 - The New Gold Standard

Set the Foundation
ping soup. That’s why I work for Ritz-Carlton!” When leaders
welcome and respond to the needs of employees and their fam-
ilies, as did the manager in Marina Del Rey, they role-model the
behaviors they want staff to demonstrate toward customers.
The Three Steps of Service are clearly reflected in the way
Ritz-Carlton staff takes care of business partners, vendors, and
others who come in contact with the company. Brian Sheehan,
chairman and chief executive officer of Team One, the advertis-
ing agency that handles the Ritz-Carlton account, relates, “From
my perspective, our agency was invited into a relationship with
the company so graciously. It is as if they said, ‘welcome into our
family,’ and there’s only one way they can treat you: total com-
munion. I think communion is a good word because it’s commu-
nity. It’s a healthy environment in that regard. It’s quite amazing.”
In the spirit of consistency, Ritz-Carlton also uses the Three
Steps of Service to ensure that new employees are warmly wel-
comed into the company and that staff are given a fond farewell
when they retire, transfer, or depart. Further, the steps are re-
flected in the spirited welcome evidenced by signed banners
from employees at Ritz-Carlton properties worldwide to each
new property about to open and join the Ritz-Carlton family.

The 20 Basics

While no longer reflected on the Credo Card, Ritz-Carlton es-
tablished guidelines for providing service the Ritz-Carlton way.
These 20 standards created a consistent approach and expecta-
tion for service delivery at a level well beyond the foundation of
the Three Steps of Service.
While the 20 Basics have been replaced by more flexible al-
ternatives, these core service standards not only underpin leader-
ship’s commitment to driving a positive culture but they also
acknowledge a variety of other important and unchangeable as-
pects of Ritz-Carlton’s past and future success. (Please see the
sidebar “The Ritz-Carlton 20 Basics.”)

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