Monday, July 28, 2008

The Bed and Breakfast

I am writing this as I am flying home from spending a week on the Outer Banks of North Carolina and recharging my batteries (which, by the way, every business owner should do at least twice a year to keep your thinking fresh!). I spent the week at a bed and breakfast and got to observe a small business up close and personal. During my stay, I noticed two critical areas in this business that could make or break them. The first area was positive: the place delivered outstanding customer service. In talking with the owner, Steve, it was very obvious that he was very committed to providing a high level of customer service and had empowered his team to make sure that everything they did created a positive experience for the customer.

This was most evident at one point during the week, when a problem arose with a reservation. One of their rooms had been double-booked, and Steve was going to have to make a customer leave that supposedly had booked their room for an extra night. He handled the situation beautifully by booking the customer in another bed and breakfast of higher value and footed the bill for that night, resulting in what I’m sure was a very satisfied customer.

The next key area wasn’t so positive. Shortly after the double-booking incident, I overheard Steve talking to someone on the phone, complaining about how every time he leaves the place goes to hell and how he had major dissension in the ranks. Almost every afternoon, his executive chef was heard ranting and raving in rather colorful language about the morning shift and one individual in particular. Now these things happen in any business; however, this ranting and raving happened within clear earshot of any guest staying in the building and not only was it clear how unhappy he was but also that these situations were very detrimental to Steve as the owner. He had a critical issue with leadership and team and needs to get everyone on the same page. By making sure everyone first understands the service standards that Steve wants to uphold, he can then make it clear that if issues arise, they should be dealt with behind closed doors — not within earshot of his guests.

If I were advising Steve, the first thing I would suggest to him is to meet with his executive chef and make it understood that if he has issues he needs to bring them to Steve. If someone is not upholding the service and quality standards, then proper training and communication with them is absolutely critical. Then if things don’t improve, then obviously changes need to be made.