Erin, a restaurant manager I know, was approached by a complaining customer the other day. Here’s a summary of what she told me about it:
- Customer: The Servers here never paid any attention to us for over 15 minutes. No one even stopped by to say they would get back to us. Do your people know which tables they are responsible for serving?
- Erin: Yes – it was really busy. And they are young, and most of them only work part-time. We train them, but they don’t always pay attention.
OK, it sounds like Erin is not listening to her Complaining Customer. But it got worse:
- Erin continues, “For example, we have been training them how to set the tables properly – the flowers in the center, the salt and pepper on the right side, the sweetener on the left. But still they forget!”
How did Erin veer off into table-setting décor? She was defensive in the face of a complaint, and maybe that impaired her ability to sincerely acknowledge what the customer was saying. I heard the complaint as Servers neglecting their customers or not “owning” their tables. But maybe they don’t have “their” tables – maybe they just pay attention to certain people or locations they prefer.
I remembered putting myself through college as a waitress, when my boss made it very clear which tables I needed to tend to. Whoever sat at “my table” was “my customer”. I never heard much about settings or floral décor, just an emphasis on “clean and neat”. If your training emphasizes where to put the salt shaker, that’s what people will think is most important.
Erin’s job is now to improve her staff’s accountability for customer-oriented results. People can be accountable for the products, services, and communications they deliver – but only if they know exactly what those “deliverables” are. At a restaurant, greeting customers is one deliverable; taking food orders from customer to kitchen is another. Bringing food, checking on customer needs, and clearing dishes – all are results a restaurant Server is accountable for delivering. Ideally, that’s the core of training.
Erin and I talked about this, and at some point, Erin said, “You know, with such slow service I bet that customer didn’t give a hoot about the flowers, or whether the sweeteners were on left or even there at all. I’d better train people on what good customer service looks like.”
Accountability’s middle name is “count”, which is a clue that training people on their work responsibilities needs to be specific. If Erin’s servers don’t “own” their station of 4-7 tables (depending on space arrangements, etc.), then it’s time to invent the idea of “stations”, number the tables, and assign certain table numbers to each Server – and talk about the specifics of serving customers at those tables. That is something everyone can count, and Erin can count on her people to serve customers well.