Page 84 - The New Gold Standard

PRINCIPLE 1: DEFINE AND REFINE

5. I continuously seek opportunities to innovate and improve
the Ritz-Carlton Experience.
6. I own and immediately resolve guest problems.
7. I create a work environment of teamwork and lateral ser-
vice so that the needs of our guests and each other are met.
8. I have the opportunity to continuously learn and grow.
9. I am involved in the planning of the work that affects me.
10. I am proud of my professional appearance, language, and
behavior.
11. I protect the privacy and security of our guests, my fellow
employees, and the company’s confidential information and
assets.
12. I am responsible for uncompromising levels of cleanliness
and creating a safe and accident-free environment.
(Copyright © The Ritz-Carlton Hotel Company, L.L.C. All rights reserved.
Reprinted with permission.)
See Chapter 5 for information about the Key Success Factors, Chapter 11
for information about Community Footprints, and Chapter 7 for
information about Mystique.

In order to distinguish between the 20 Basics and the Ser-
vice Values, one need only look at the different guidelines the
Basics versus Values offer when it comes to communicating with
guests. Where the 20 Basics defined specific ways to speak to a
guest (for example, “my pleasure”), the Service Values encour-
age “professional language.”
An important aspect of the Service Values is their hierar-
chical structure. If you start with 10, 11, and 12, you will
notice they represent Functional values—things like safety,
security, and cleanliness. Unless you first execute on the func-
tional aspects of your business, you will never move up to the
next plateau. To reach the next level of excellence, which Ritz-
Carlton refers to as Emotional Engagement, Values 4 through 9
come into play. These involve learning and the professional

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