Page 58 - The New Gold Standard
P. 58

PRINCIPLE 1: DEFINE AND REFINE
           tight confines of a shiny and immaculately clean commercial
           kitchen. You take your place standing in a circle of Ladies and
           Gentlemen donning tall chef hats and white aprons. You observe
           that the meeting is taking place at the beginning of a shift, and
           the master chef starts by sharing The Credo and talking about
           the importance of creating a unique guest experience. A pastry
           chef then shares a story of exceptional customer service from a
           Ritz-Carlton hotel in another part of the world. The story comes
           from an excerpt of a letter sent in by a grateful guest. Collectively
           the chefs discuss the story and how it reflects on a core value of the
           Ritz-Carlton. A sous chef then leads a brief discussion of how
           the customer story connects with what they can do in their de-
           partment to create memorable experiences for guests on that
           very day. A few brief announcements are offered, staff employ-
           ment anniversaries are acknowledged playfully, and a motiva-
           tional quote is provided by yet another member of the circle.
           The meeting is adjourned after approximately 20 minutes.
              Now you are whisked off to join a group of executives at the
           Ritz-Carlton corporate office in Chevy Chase, Maryland. The
           circle you enter there, while lacking the chefs’ hats and aprons, is
           essentially identical to the one you witnessed at the hotel. Senior
           leadership listens to the same customer service story discussed
           by the food preparers. Corporate staff engages in the same types
           of discussions, as well as the presentation of quotes and The
           Credo. In both locations (and in all locations of Ritz-Carlton,
           for that matter) attendees at lineup will be carrying their Credo
           Cards and referring to them much as athletes might refer to their
           team’s playbook.
              This highly interactive process does not operate as an actual
           staff meeting. The more accurate explanation of its ultimate pur-
           pose is that it creates substantial inspirational, social, and cul-
           tural benefits.
              From the perspective of Marguerite Dowd, executive ad-
           ministrative assistant in sales and marketing at The Ritz-Carlton,
           Laguna Niguel, lineup is “an integral part of every department


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