Lessons From a Professional Kitchen: Excellence is the Result of a Series of Intentional Elements of Service

The dining experience at a four-star restaurant provides excellent lessons for hospitality in the church.

With one son who is the general manager of a restaurant that is part of a national restaurant chain and another who is the food services manager for a conference center, I have a serious interest in all things food. My waistline also shows that, but that’s another story.

During a visit to my older son’s house I was perusing his bookshelf and took a look at “On the Line“, about the famous New York restaurant Le Bernardin and Executive Chef Eric Ripert. It’s a well-written and beautifully photographed look at the inner workings of the world-famous restaurant.

It’s also full of great lessons for churches that want to have world-class Guest Experiences.

Your church will not be serving exquisite meals that diners pay big bucks for – but your church can learn that the meal is only a part of the total dining experience.

The Dining Experience

One of the things that diners remark upon after eating at Le Bernardin is that the service is almost invisible. By the end of the meal, you’ve been helped by as many as seven people, but you can’t quite identify them. Although friendly and available, they work out of your field of attention so that you can focus on the food, and companions, in front of you.

While it might seem effortless, it’s a rigorous ballet that requires training and focus. The men and women juggle a plethora of details in their heads while projecting an air of gracious calm.

We have to perform to give you an illusion of effortless perfection. For you to have the right food in front of you at the right time, excellent and at the right temperature, and obviously having clean china – all those little details you’d never think of are vital

– Eric Ripert

 

THE QUICK SUMMARY – On the Line, by Eric Ripert

Take one top New York restaurant, add danger, drama, and dialogue, toss in their best recipes, and you have a cooking classic.

How does a 4-star restaurant stay on top for more than two decades? In On the Line, chef Eric Ripert takes readers behind the scenes at Le Bernardin, one of just three New York City restaurants to earn three Michelin stars. Any fan of gourmet dining who ever stole a peek behind a restaurant kitchen’s swinging doors will love this unique insider’s account, with its interviews, inventory checklists, and fly-on-the-wall dialogue that bring the business of haute cuisine to life.

From the sudden death of Le Bernardin’s founding chef, Gilbert Le Coze, to Ripert’s stressful but triumphant takeover of the kitchen at age 29, the story has plenty of drama. But as Chef Ripert and writer Christine Muhlke reveal, every day is an adventure in a perfectionistic restaurant kitchen. Foodies will love reading about the inner workings of a top restaurant, from how a kitchen is organized to the real cost of the food and the fierce discipline and organization it takes to achieve culinary perfection on the plate almost 150,000 times a year.

A SIMPLE SOLUTION

The most visible part of a dining experience is the food placed on the table in front of the diner. However, that meal represents many people doing many different tasks, some hours ahead of the mealtime.

Excellence happens best when it’s not seen at all. Your meal should be relaxed and gracious, but it’s hard to imagine the military precision with which the dining room is run.

Excellence doesn’t happen by accident but instead is the result of a series of intentional elements of service.

The center of attention in a four-star restaurant may be the food, but it’s the service before, during, and after that creates the experience.

At Le Bernardin in New York City, the service is as much the creation of Executive Chef Eric Ripert as is his exquisite dishes. Along with the restaurant’s founder Maguy Le Coze, Ripert has created the elements of service that keep Le Bernardin at the top of its class.

Hiring– while they prefer staff with a two- or three- star background, they have been known to go with their gut instinct and hire the people they like, those that have the demeanor and willingness to please.

Training– the standard of perseverance and constant training is set at the top and carried throughout the organization. General manager David Mancini and Maître d’ Ben Chekroun want each hire to know what goes into every other job on the floor. The constant cross training that goes on enables the entire staff from the captains to the busboys to operate in a seamless, fluid manner.

Knowledge– The level of service expected by customers at Le Bernardin is matched and exceeded by the knowledge the staff constantly pursues. From the technical side (knowing the menu by heart, how each serving is prepared, the correct place settings, etc.) to the human aspect (learning to watch guests for clues, anticipating their needs), the staff is always learning.

Attitude– over the years the atmosphere has become less formal, but Le Bernardin’s staff will provide what you are looking for: to celebrate, to eat, to do business, to entertain the family. Their goal is for you to enjoy the experience and leave happy with a smile.

The Sixth Sense– Chekroun says that the ability to read a guest is the key to providing four-star service. “You can tell if someone is used to a four-star restaurant or it’s their first time. It’s our job to put them at ease no matter the situation. Intuition is very important on the floor – before a guest can ask “Where’s my waiter?” you must be there.”

Teamwork– At Le Bernardin, service is like the proverbial chain – a weak link will compromise the whole thing. Anyone on the chain, from the time you make a reservation till the moment you leave, can ruin the experience. It’s all about functioning as a team; even though the service is broken into sections, that’s merely strategic. The entire team is expected to understand the ebb and flow of the service and step in before needed.

Presentation– The hallmark of the food at Le Bernardin is the exquisite simplicity of the food, which calls for adding the final touch at the table. The sauces for the meal are served at the table, which provides several advantages: warmer service, better flavors, and eye-catching presentations.

Eric Ripert, On The Line

A NEXT STEP

Let’s step away from the elegance of Le Bernardin and visit your church. Is it too big a jump to imagine that your hospitality needs to have the same elements of service as a four-star restaurant?

List the seven elements of service noted above, each on a chart tablet page.

After reading the description for each one, brainstorm with your team how that element of service applies to your hospitality ministry.

For each of the seven elements, write one or more actions that your hospitality teams are currently doing that are working well. Ask the question “Is this good enough, or can we do better?” List the responses on the appropriate page.

Now go back to the seven elements, this time looking for areas that are either a total miss or sorely lacking. Ask the question “How can we make this better?” List the responses on the appropriate page.

Finally, review all of the actions you have listed. Circle the top three your team wants to pursue in each category, and assign responsibility and timelines for each.

In ninety days, reconvene your team, bring out the chart tablets, and update progress and results for each of the actions circled.

Excerpt taken from SUMS Remix 73-2, issued August 2017.


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt there.

 

>> Purchase SUMS Remix here<<

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Learn to Develop the Art of Mis-en-Place

Despite how it may feel, competition for the spiritual attention and Sunday attendance of today’s family is not with the growing church down the road. Church leadership must redirect energy from being “bigger and better” than other churches, and instead see those places that provide “WOW! Experiences” as the real points of comparison among first time guests.

While that may seem like an impossible to achieve negative, this present reality can also be turned into a positive. Churches must start LEARNING from those top-notch places and their leaders.

Eating out at one-of-a-kind experiences has never been more popular or accessible. Celebrity chefs and buzz-creating restaurants are literally popping up in cities across the country, large and small. In the world of hospitality, the culinary segment has unique applications to the Guest Experience ministries of a church. The dining experience at a four-star restaurant provides excellent lessons for welcoming ministries in your church.

With recommendations from one son who is a general manager for a national restaurant chain and another who is the chef at a conference center, today’s post, along with two more to follow, explores the food industry. In it we will focus on a behind-the-scenes look at the importance of hospitality from some of the best restaurants in the country.

THE QUICK SUMMARY – Work Clean, by Dan Charnas

The first organizational book inspired by the culinary world, taking mise-en-place outside the kitchen.

Every day, chefs across the globe churn out enormous amounts of high-quality work with efficiency using a system called mise-en-place―a French culinary term that means “putting in place” and signifies an entire lifestyle of readiness and engagement. In “Work Clean,” Dan Charnas reveals how to apply mise-en-place outside the kitchen, in any kind of work.

Culled from dozens of interviews with culinary professionals and executives, including world-renowned chefs like Thomas Keller and Alfred Portale, this essential guide offers a simple system to focus your actions and accomplish your work. Charnas spells out the 10 major principles of mise-en-place for chefs and non chefs alike: (1) planning is prime; (2) arranging spaces and perfecting movements; (3) cleaning as you go; (4) making first moves; (5) finishing actions; (6) slowing down to speed up; (7) call and callback; (8) open ears and eyes; (9) inspect and correct; (10) total utilization.

This journey into the world of chefs and cooks shows you how each principle works in the kitchen, office, home, and virtually any other setting.

A SIMPLE SOLUTION – Develop the art of mise-en-place

Every day, chefs across the globe put out enormous amounts of high quality work with efficiency using a system called mise-en-place – a French culinary term that means “putting in place” and signifies an entire lifestyle of readiness and engagement.

For the culinary student, it is usually the beginning point of their career. But it is a beginning point that is repeated every day of their career – it’s the first thing they will do at the start of each day’s work.

Mise-en-place means far more than simply assembling all the ingredients, pots and pans, plates, and serving pieces needed for a particular period. Mise-en-place is also a state of mind. Someone who has truly grasped the concept is able to keep many tasks in mind simultaneously, weighing and assigning each its proper value and priority. This assures that the chef has anticipated and prepared for every situation that could logically occur during a service period.

Mise-en-place as a simple guide to focusing your actions and accomplishing your work is a necessary first step on the way to an exceptional guest experience.

Mise-en-place comprises three central values: preparation, process, and presence. When practiced by great chefs, these three mundane words become profound. The byproduct of these values may be wealth or productivity, but the true goal is excellence.

Preparation

Chefs commit to a life where preparation is central, not an add-on or an afterthought. To become a chef is to accept the fact that you will always have to think ahead, and to be a chef means that thinking and preparation are as integral to the job as cooking. For the chef, cooking comes second. Cooking can’t happen without prep coming first.

Embracing preparation also means jettisoning the notion that prep work is somehow menial, beneath us. Your preparation – and its intellectual cousin, planning – thus becomes a kind of spiritual practice: humble, tireless, and nonnegotiable.

Process

Preparation and planning along are not enough to create excellence. Chefs must also execute that prepared plan in an excellent way. They insure excellent execution by tenacious pursuit of the best process to do just about everything.

A commitment to process doesn’t mean following tedious procedures and guidelines for their own sake. It’s not about turning humans into hyper-efficient robots. Process is, quite the contrary, about becoming a high-functioning human being and being happier for it.

Excellence arises from refining good process – how can I do this better or easier, or with less waste? It’s a job, like preparation, that never ends.

Presence

Chefs commit to being present in ways from the mundane to the sublime.

After months and years of repeated prep and process, the cook acquires a deeper kind of presence – becoming one with the work, and the work becoming kind of meditation. “Kitchen awareness” demands that one not only be “with” the work, but also “with” your comrades and their work at the same time.

This kind of awareness isn’t scatteredness. It is, quite the contrary, something closer to what the Eastern traditions call mindfulness.

Presence in all its forms – getting there, staying there, being focused, being open, and cultivating boundaries – helps us adjust our preparation and process as the circumstances shift around us.

Dan Charnas, Work Clean – What Great Chefs Can Teach Us About Organization

A NEXT STEP

The three values listed above – preparation, process, and presence- aren’t ideals to admire and applaud. They must be practiced – and can be, by anyone, anywhere.

To apply the values listed above to your hospitality ministry, begin by creating three chart tablets, writing the values above, one word per page.

Read the descriptions listed for each value.

In a discussion with your team, walk through your guest experience from beginning to end, and list each action on the appropriate page. If it fits on more than one page, put it on the page it makes most sense, or is strongest.

Review the lists with your team.

  • What’s missing? Write it in, and assign it to a leader, along with a timeline, for development.
  • What needs to be made stronger? Write it in, and assign it to a leader, along with a timeline, for strengthening.
  • What’s unnecessary? Remove it from the list, and your regular activities.

Excerpt taken from SUMS Remix 73-1, released August 2017


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt there.

 

>> Purchase SUMS Remix here<<

 

Do Your Guest Experience Teams Understand the Power of a Smile?

What might be going through the minds of your Guests as they walk from the parking lot and into the worship environment of your church for the first time?

Are they nervous? Have they been on campus before? Is it obvious where to enter the building and which door leads into the sanctuary? Are they having a tough morning? Do they see anyone else? Did they have trouble finding a parking spot? Is God about to do something HUGE in their life?

Think of the last three experiences you had as a customer in a non-church environment – how did it go?

Probably not very well, according to studies done by Experience International.

Could it be the teams delivering the experience were only serving to their expectations?

Could something as simple – but powerful – as a smile change your Guest Experience?

THE QUICK SUMMARY – The Wonderful World of Customer Service at Disney, by J. Jeff Kober

Now in its 2nd edition, The Wonderful World of Customer Service at Disney brings forward new ideas–past and present–for how to take customer service in your organization to a whole new level.

See it from the eyes of J. Jeff Kober, a foremost leader in the best business practices of not only Disney, but some of some of the top world-class organizations. You’ll see concepts not only implemented by Walt Disney himself, but by the dreamers and doers of today–creating high-tech, high-touch experiences for new generations of guests. It will leave you thinking differently about how to approach customer service in your own setting.

A SIMPLE SOLUTION

The smile is the universal language of hospitality and service. When guests see a genuine smile as they approach, they recognize and appreciate your team’s warmth and sincerity.

Smiling is one of the best ways to create a positive first impression, as a smile is visible across distances, even before you have a chance to greet guests with words. Your body language begins with a smile, and what better way to convey to people that you are friendly and glad to see them.

The greatest symbol of traditional customer service is a smile.

Why smile? A large body of work has been done on why smiling matters. A casual look on the Internet reveals the following about a genuine smile:

  • Makes us more attractive
  • Helps us to change our mood
  • Provides us greater attention/ notice from others around us
  • Boosts our immune system and overall health
  • Utilizes less facial/ neck muscles— approximately 16 facial for smiling and some 43 for frowning
  • Lowers the blood pressure
  • Helps make people more successful in the long run
  • Helps us stay more positive
  • Releases endorphins that act as natural painkillers
  • Boosts levels of serotonin, which regulates our moods, sleep, sexuality, and appetite
  • Acts as a natural painkiller
  • Makes us look younger
  • Helps pave our mental attitude toward a better future
  • Releases a warmer vocal tone
  • Becomes contagious with others
  • Relieves our stress
  • Makes others more comfortable in our presence
  • Triggers certain hormones, lowering heart rates, and steadying breathing
  • Helps support our immune systems and fight illness
  • Helps us to live longer
  • Becomes contagious
  • Eases the tension in an embarrassing moment

If you want your team to smile, then you need to think about what it takes. A genuine smile represents what is foundational in an authentic display of courtesy.

Jeff Kober, The Wonderful World of Customer Service at Disney

A NEXT STEP

As noted in the quote above, the power of a simple smile to change the attitude of both the person smiling and the person being smiled at is huge. Consider working through the following actions with your hospitality team leaders, and encouraging them to do the same with their team members on a regular basis.

When first meeting a guest, be personable and friendly. Welcome them with a genuine smile, eye contact, and a warm greeting. Rehearse this with your team and consider having a warm up for teams that have contact with guests. Consider it your “engagement calisthenics.”

Before you start your day serving, take a moment in your team huddle and give each other a big smile – just in case you forgot what it looks like, Next, try a frown, next anger, next confusion, and finally apathy. It is important for you to see what guests might see every day – and how it looks on you!

Put a physical and emotional smile on your face the first 30 minutes of every day. Your mind is a neutral instrument; it cannot differentiate between real and imagined. To physically smile and dwell on the positives of work and guests for 30 minutes will change your frame of mind, your outlook, and your mood.

Put a smile in your voice each time you greet someone. It will inject your personality into your voice as well as present a friendly attitude to those people you are greeting. Be sure to give permission to team members to comment quietly if your smile and voice inflection diminish.


Excerpt taken from SUMS Remix #46-3, published August 2016.


I’m proud to be a part of the Auxano team, where our 15 years of onsite Guest Perspective Evaluations with over 500 churches form the basis of the Guest Experience Boot Camp. Held on August 29-30 at The Cove Church in Mooresville, NC (Charlotte), the Boot Camp will provide two days of collaborative learning that will help your church develop its front line. Up to five members of your team can attend for an investment of $1,995 for the whole team.

Learn more and register here.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Establish High Expectations for Your Guest Experience Teams

What might be going through the minds of your Guests as they walk from the parking lot and into the worship environment of your church for the first time?

Are they nervous? Have they been on campus before? Is it obvious where to enter the building and which door leads into the sanctuary? Are they having a tough morning? Do they see anyone else? Did they have trouble finding a parking spot? Is God about to do something HUGE in their life?

Think of the last three experiences you had as a customer in a non-church environment – how did it go?

Probably not very well, according to studies done by Experience International.

Could it be the teams delivering the experience were only serving to their expectations?

THE QUICK SUMMARY – The Experience, by Bruce Loeffler and Brian Church

Bring Disney-level customer experience to your organization with insider guidance.

The Experience is a unique guide to mastering the art of customer service and service relationships, based on the principles employed at the renowned leader in customer experience – the Walt Disney Company. Co-Author Bruce Loeffler spent ten years at Disney World overseeing service excellence, and has partnered with Brian T. Church in this book, to show you how to bring that same level of care and value to your own organization.

Based on the I. C.A.R.E. model, the five principles of Impression, Connection, Attitude, Response, and Exceptionals give you a solid framework upon which to raise the level of your Guest experience. You will learn how to identify your welcoming systems issues and what level of Experience you are currently offering.You can then determine exactly what the “Guest Experience” should be for your organization, and the changes required to make it happen.

A SIMPLE SOLUTION

In a recent study of 500 organizations, Brian Church, co-founder of Experience International, polled the organizations

…with regards to Experience they provide, both externally (for their customers and clients) and internally (for their employees.)The results were compiled into a hierarchy of the experience called the Five Levels of the Experience and ranging from exceptional down to toxic.The results were staggering. Only 3% of organizations scored on an Exceptional level and roughly 60% of all organizations scored either average or toxic.

Ask yourself this question, what exactly happened to service excellence in America? What happened to creating relational experiences for the customer interface and interaction?There are many companies that still strive to create an exceptional experience, but by and in large, the bulk of American companies are subpar when it comes to the level of service and relational excellence they provide.

This same trend can be found in churches when it comes to welcoming our Guests to our church campuses.

What can churches do in order to provide more than just “good” or “average” levels of Guest experiences?

With regard to the overall experience created by your organization, it is incumbent upon every employee, manager, and executive to (1) know where they stand, (2) know where they want to be, and (3) have a plan and a process to help them improve.

I C.A.R.E Principles

I – Impression:The lasting imprint made through first and ongoing relational inflection points; the catalyst to building a relationship.The Impression that you provide before a guest interacts with your company all the way until their interaction is complete matters; it is the catalyst to building and maintaining that relationship.

C – Connection:The pivot point between contact and relationship. Converting clients
and customers from consumers to Ambassadors (those on a mission to tell the world specifically about you) hinges on the ability to create the cerebral, emotional and personal connection.

A – Attitude: The filter for everything you think, say and ultimately do. Attitude is the lens in which you see the world and the outward expression of inward feelings.

R – Response: Service is about personal responsibility and responding as opposed to reacting.The hallmark of customer service and an exceptional experience is the response. If the response time, tone and talent do not match up with every other aspect of an exceptional experience, everything else is rendered useless.

E – Exceptionals: The secret behind the experience is the relational expertise and execution that comes from the people in charge of delivering it.The management team and employees must be prepared and empowered to have the Experience living and breathing.

Bruce Loeffler and Brian Church, The Experience 

A NEXT STEP

Here’s a short example of how you can use the information found in The Experience at your church.

I-Impression – To the Guest, your Guest ExperienceTeams are the church – at least the first face of the church. It is your job to initiate and create a positive first Impression with each Guest you encounter.

Based on this principle, IMPRESSION, here are some developed actions that become a baseline standard for your Welcoming Team.

Use the following actions as an example for your hospitality teams:

• When first meeting a Guest, be personable and friendly. Welcome them with a genuine smile, eye contact, and a warm greeting. Rehearse this with your team and consider having a warm- up for teams that have contact with Guests. Consider it your “engagement calisthenics.”

• Before you start your day serving, take a moment in your team huddle and give each other
a big smile – just in case you forgot what it looks like, Next, try a frown, next anger, next confusion, and finally apathy. It is important for you to see what Guests might see every day – and how it looks on you!

• Look Guests directly in the eye. The more genuine your warmth is, the more it reflects in your eyes as a smile. When you look Guests in the eye, it demonstrates confidence in yourself and a primary reason to trust you. Start with your team, building the eye contact habit – and watch the level of how people Experience you increase.

Gather your welcome or hospitality team to review all five principles of the I. C.A.R.E. model and do the following:

1. Make application to the local church as modeled above for IMPRESSION

2. Develop three actions for the teams from each principle.

3. Practice for a few weeks, and then review your 15 actions making improvements or adjustments where necessary.

Share stories and note the difference in your Guest’s experience before and after implementing these expectations.


Excerpt taken from SUMS Remix #20-2, published August 2015.


I’m proud to be a part of the Auxano team, where our 15 years of onsite Guest Perspective Evaluations with over 500 churches form the basis of the Guest Experience Boot Camp. Held on August 29-30 at The Cove Church in Mooresville, NC (Charlotte), the Boot Camp will provide two days of collaborative learning that will help your church develop its front line. Up to five members of your team can attend for an investment of $1,995 for the whole team.

Learn more and register here.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.

Where Does Your Guest Experience Start?

When a Guest pulls into your parking lot for your weekend worship experience, do you consider that the beginning of your Guest Experience process?

Elevation Parking 2

I hope not.

How you answer the question asked in the title of this post may very well be one of the most important determining factors of the success of your Guest Experiences.

Your Guest’s Experience with your organization begins well in advance of pulling into your parking lot and finishes long after leaving.

How so?

Consider that many first time Guests to your church “check you out” online in advance of coming. For many, your “digital doorway” is their first impression. How’s that working for you?

Another, less obvious connection is with your physical facility – owned, leased, whatever. Everyone driving buy 24/7 gets a subtle – but sometimes very overt – message about you from your facility. What do your Guests see Monday – Friday? What about the weekend?

Any kind of communication – print, digital, verbal – is also making an impression on your Guests. Are you intentional in your communication? When your Guest arrives, will their experience in reality match up with the expectations created by your communications?

There are other examples, but I think you get the point: your Guest Experience starts long before – and continues well after – you Guest is physically present.

So where does your Guest Experience actually begin?

  • Is it a thought process triggered by events in a Guest’s life (good or bad)? People undergoing life change will often instinctively reach out to the church for comfort or growth opportunities.
  • Is it when your regular attenders verbally ask their friends and neighbors to join them for the new series you’re starting next week?
  •  Is it a more direct contact, like a print piece or other form of marketing that landed in their mailbox, or their inbox?
  • Is it the story your facility tells – one that invites people into a place, expecting something positive and uplifting to occur?
  • Is it when your church is seen out and about in the community, serving others in a visible and noticeable way?

All of the above – and many more you can think of – occur before a Guest physically comes onto your property.

For whatever reason, a Guest is thinking about, or has decided, to come to your place.

For them, the Guest Experience has already begun.

 

Do You Have 3D Guest Experience Vision?

On a recent trip to the theater while wandering around the lobby prior to the movie, and during the previews, there were several references to upcoming 3D movies.

I was reminded of the recent 3D movies I had seen, as well as the 3D magic I experienced in Mickey’s PhilharMagic while on a recent field trip to the Magic Kingdom. 3D movies use the latest technology to show a film in 3 dimensions, giving a richness and depth to the movie.

courtesy orlandosentinel.com

courtesy orlandosentinel.com

Of course when I think of Disney my first thoughts are Guest Experiences, and it didn’t take me long to put the two trains of thought together:

Do you have a 3D Guest Experience at your church?

These 3 dimensions are not length, width, and depth, but 3 representations of time: past, present, and future. A wise Guest Experience leader recognizes the importance of all three:

  • Past is history
  • Present is reality
  • Future is opportunity

History – Every past success and failure in your Guest Experience can be a source of information and wisdom – if you allow it to be. The wise Guest Experience leader learns both from success and failure. Don’t be satisfied with your successes, and don’t be dismayed by your failures. History is important: it is not a rock to hold on to, but a bridge to the future.

Reality – No matter what a Guest Experience leader learns from the past, it will never tell you all you need to know for the present. The wise Guest Services leader is constantly gathering information from many sources about what’s going on in the here and now – because that’s where we are at. They ask others on their team, they talk with their peers; they look to other leaders for insight. Wise Guest Experience leaders also become students of the Guests they are seeking to minister to.

Opportunity – Wise Guest Experience leaders see tomorrow before it arrives. They have a vision for a preferable future, they understand what it will take to get there, they know who they will need to be on the team to be successful, and they recognize obstacles long before they become apparent to others.

Most 3D movies require the viewer to wear special glasses but even then the view was only an illusion of multiple dimensions.

Wise Guest Experience leaders will understand the three dimensions of past, present, and future, and realize they are not an illusion, but a powerful force that will help them lead their Guest Experience Teams with real depth and dimension.

Lead your Guest Experience Teams with 3D vision, and you will exceed your Guest’s expectations every time.

>> Want to learn how to improve the Guest Experience for your church? Fill out this form and I will contact you.

The Importance of Clarity in Your Guest Experience

The process of making consommé is one of the most interesting things a chef will do in the beginning of his culinary education. Interesting, because you take a perfectly good stock and add a mixture of egg whites and lean ground beef, which has the effect of looking like a ground beef milk shake.

Consumme

courtesy The Atlantic

That gooey mess is the secret to the final product. As the consommé simmers, the ground beef mixture, known as a raft, floats atop the liquid. During the cooking process, the raft magically draws proteins and other impurities that are found in every stock, leaving the resulting liquid perfectly clear.

How clear? According to the chefs from the Culinary Institute of America, if you can read the date on a dime at the bottom of a gallon of consommé, it’s clear.

The secret to making a good consommé is leaving it alone. Once the raft is in place, all the work is done by the simmering action. Any attempt to stir the consommé will disrupt the clarification process and result in a cloudy consommé.

Properly done, the distinguishing characteristic of a great consommé is its strong flavor and clarity.

Your church’s Guest Experience should have clarity, too.

Completing a 3-part series begun here and continued here, today’s post delivers the final three “secret sauces” from Chip Bell’s book Sprinkles.

 

Alliance

Alliance can be defined as “an association formed for mutual benefit, or a relationship based on an affinity in interests, nature, or qualities.” Guests care when they share, particularly if sharing is invited, not expected. Simplicity and sincerity are important to remember when helping the Guest move toward a position of helping you.

The secret sauce of Alliance reminds us that the partnership between team members and Guests always carries a co-created experience. Guest inclusion begins by being comfortable enough to ask the Guest for assistance. It also means being willing at times to sacrifice a little on efficiency or effectiveness for the commitment gained through participation. How are you involving your Guests in a partnership that creates and delivers an exceptional experience?

Accessible

Accessible can be defined as “able to be reached or entered.” Recent research shows that being easy to do business with trumps every other feature of basic customer service. When a customer feels they can connect with you anytime, even big problems can be reduced to manageable proportions. Make access to stressless service a vital and obvious part of your Guest Experience recipe. After all, “stressed” spelled backwards is “desserts.”

The secret sauce of Accessible is best used by examining your Guest’s experience through their eyes. Often, that involves the conscious effort to see details that we are blind to. When was the last time you took an “empathy walk” in the shoes of your Guests, experiencing exactly what they do?

Adventure

Adventure can be defined as “an unusual or exciting experience or activity.” Is the Guest Experience you provide more like a light or a candle? Lights are important because they provide us with the capacity to see or see better. Candles do they same thing, but with style. If you want a romantic dinner, you don’t just turn on the light.

The secret sauce of Adventure reminds us that a great Guest Experience is light-like, but an innovative Guest Experience is candle-like. People who deliver great Guest Experiences focus on being good at what they do; people who deliver innovative Guest Experiences seek to add imagination to what they do. What could your organization do to make your Guest’s experience unexpectedly unique?

I hope you’ve enjoyed this brief culinary excursion into the 9 Secret Sauces from Chip Bell’s wonderful book Sprinkles. I’ve only briefly touched the surface of the great ideas you will find in it. Want to create a great Guest Experience recipe? Look no further than Sprinkles!

Sprinkles