Attention to detail is always a must for hospitality R & M and CapEx!
Although I have shared this story many times verbally, this is the first time I have committed it to paper. I attribute the story to two highly respected hospitality friends of mine; Bob Brock (nationally known hotelier who purchased the 5th franchise of Holiday Inns in the 1950’s) and one of his most valued General Managers, Willard Brittin. Although both have passed-on, I heard both men tell the story deep from their heart…..to point out to hotel staff and management “the importance of attention to detail”.
The “Black Box” of their object lesson is imaginary, yet effective!
• The owner of this Black Box is to carry it to a remote location within the hotel or on the hotel property, leave it behind and return to their office using a different route (through both guest and non-guest areas)….all the while looking at the many details that are noticeable (floors, finishes, lights, fabrics, mechanical, hardware, exteriors, landscaping, paving, etc.). When faulty issues are discovered they are to be noted and converted into “work orders”. Some concerns may be simple Repair & Maintenance projects while other discoveries will require future CapEx as a solution.
• In one week the owner of the Box is to return to the location using a different route. Again, the importance is giving full attention to the items and issues that are exposed on this additional new path to the imaginary Black Box. Upon reaching the Black Box it is moved to its new home in another remote location. Its owner returns to their office using a totally different route, all the while “recording for action” any newly observed concerns.
• Each week this task is to be repeated and “work orders” issued to correct various matters.
This Black Box exercise will do much to place a hotel far beyond its competition in resolving those small details that the staff so often overlooks and guests see! Try it!
To share the techniques that you have used to improve “attention to detail”……click here
John
I continue to use this story today in some of my hotel classes. It’s amazing how many simple timeless management principles are still out there in a modern day techno world! Thanks for bringing up positive memories of not only Mr Brock & Willard, but of TIM/BHC in general!
Bill Bennett
Bill, thank you for your comments! TIM & BHC were both outstanding organizations outfitted with associates that had a heart for hospitality!!! They were not only good to the hotel guests, they were great mentors and made a difference in hospitality industry!
John Fulton
John
The guest expectation is in the details. Front steps/entry doors, lobby carpet seams, interior and exterior lighting, lobby seating arrangements, desk design for user friendly access for all guests, the elevator trim, flooring, wall covering, hallway carpeting, thresholds, corridor lighting, guestroom doors and user friendly/ security friendly lock system and everything leading up to entering the actual guest room has a shelf life and an appearance life. We operate several historic hotels, the buildings are treasures in their own right,however it still all comes down to the actual guest contact areas that must be maintained and guest service, to ensure intent to repeat. CAPEX and work orders are a way of life in 100+ year old hotels and crisscrossing every access point within the hotel with a critical eye for detail is everyone’s job. Timely article for many reasons, thanks for the read…………….and I didn’t even start on restaurants,lounge or banquet spaces…:)
Larry, you are correct to mention all of those areas. You also bring up a good point….”a critical eye for detail is everyone’s job”. It should be stressed that every hotel associate benefits from the guest expectations being met….after all that is what builds guest loyality!
John Fulton
John,
from my short 71 years, this concept is true everywhere. Take a rancher/farmer for example, from the road his pasture may look lush and green but the good ones “walk the land” to see what’s really going on.
My pictures and mirrors may look good from across the room but I want the guests when they look closely at them to see quality they would like in thier own homes-it’s in the details
Bob
You are right, Bob. By using a “casual glimpse approach”…..many conditions at a hotel may look favorable. However, upon an intentional inspection……malfunctions, wear or deterioration may be discovered. In some cases replacement may be justified, but conditions identified soon enough often can be corrected with minor repairs or adjustments. This proactive approach often rewards the owner by freeing up CapEx money for other high profile issues.
John Fulton
John,
Such a nice article!! Having worked as an in-house designer for two large companies I know exactly how this works as it was my responsibility to “constantly maintain” what was designed. With many of my client properties today I also see many operational and housekeeping slights that appear sometimes glaringly ignored. In today’s economic climate that is too often the case. There are way too many properties that are in dire need of improvement and/or extensive renovation. Let us all hope that 2012 will herald in an environment allowing owners to revive their neglected properties. This should both of us busy for quite a while.
Carolyn Henry
Thank you for your comments, Carolyn! Due to the economy, hotelier’s have experienced neglect of capital improvements and deferred maintenance like our nation has not encountered before! Owners and operators will be well advised to strategically plan their next 5 to 7 years of CapEx with great thought and wisdom. Most will not be able to correct the ill effects in one year! Also, as occupancy begins to climb, management companies will be reluctant to turn away room nights due to renovations!
John Fulton
That’s a great idea (and a good excuse to get some exercise). There’s no better way to experience a hotel than from the perspective of the people who are funding your job, and it seems like this would also be a good opportunity to interact with guests in a less formal situation (without a big desk between you). People who are interested in adding some light tech to the process might want to check out some of the “punch list” apps available for the iPad or tablet PCs. Armed with a scan or dwg file of the hotel floors, you can create attention items right on the plan and email them — not that a #2 pencil and yellow notepad isn’t a time-tested, “no batteries required” approach.
Jim, I like your idea of the iPad or Tablets. To your point, some people may feel more comfortable with technology and some with a #2 pencil. Of course the issue….is taking action to get around to see a facility’s condition…..so there can be “attention to detail”. Thanks for your input!!
John Fulton
Very good article John and thank you for sharing.
The devil is definately in the details and the finest of details are what our guests see and react to, in regard to their patronage to our properties. In drilling down into the details throughout my hospitality career, I have always challenged myself and all my teams to “See something today…that you have never seen before in our hotel”. I coach and encourage the teams to identify at least one thing on a daily basis, that is deficient or that could be improved upon in order to improve our product or service to our end user guests. Work orders are used for product deficiencies and suggestion cards for service opportunities. To do this successfully is much harder than one may think, because our associates if allowed, will sometimes accept a “status quo” mindset and many times operate within the confines of the envrionment that we have provided them without question. This normally exists in a downward communication enviornment.
To succeed in the pertetual challenge of finding deficiencies or ways to improve our product and services, an organization must have engaged and caring associates that are both passionate and persistant about articulating their finding and their ideas for improvements.
I have empowered associates to either take immediate corrective action to address deficiencies/needed improvements, or to report these one level up if they require assistance in the process. The concept can be fun for all the team and it certainly adds some interesting dialogue to “Coffee with the General Manager” and “Coffee with the VP” when the question is asked; “What have you found today…this week, etc”? Additionally, it can be very rewarding to the associates to know that their efforts and ideas really do make a difference in improving our facilities and services.
Taking top quality care of our assets must always be a priortiy to every member of the team. The old saying that “You get what you inspect, not what you expect” still rings true today, in light of all the technology that has been introduced into our industry and it reaffirms that there is no substitute for “Hands on Mangement”. Having “fun” in the achievement of our asset management goals along the way…is paramount to our success.
I like the Black Box theory and will be considering an implementation.
Thank you,
Ronnie Breaux
Ronnie, you share some techniques that should be commended!! In any industry, it is the “status quo” mindset that makes business fall to mediocrity (and below!). In hospitality, guests can sense this and it will reflect in their price/value and loyality “position”! I especially see the wisdom in the “Coffee with the General Manager” approach that emphasizes the topic “What have you found this week?”.
Keep up your “Hands-on Approach” and “Having Fun”!!!!
John Fulton
Great article. We always talk about as designers our attention to detail and we’d hope our clients are paying attention to detail also for their guests.
The other comments are great too- I am going look for that ‘punch list’ app!
I appreciate that Designers are especially mindful of “attention to detail”. It is their decisions that substantially affect the longevity/wearability of fabrics, durability of furnishings/finishes, etc. A product inappropriatedly specified will cost the owner “Capital Expenditure” money prematurely and will rob funds away from other more necessary projects.
Keep up your “attention to detail”. I appreciate your comments!
John Fulton
John,
What a fantastic concept, and to be able to recognize a mentor with honor and respect through your mission is something that will inspire so many others.
My mentor was my first General Manager, Bob Kramm at Pier 66 Resort & Marina. Bob Kramm gave me my first break in hotel Sales & Marketing, and (like you), he inspered me to inspire others. If I had to summarize the culmination of what his mentorship meant for me (i.e., my “black box”), it was how to distinguish between those players that “Get It”, from those who don’t.
Attention to details like eye contact, smiles, name recognition, holding a door, even saying “may I” instead of “can I” It’s all details that do not affect a hotel’s budget! It’s simply paying attention to the little things that mean big things to business that you’ve already earned! Ultimately, making your guest to feel Welcomed, Appreciated, and Important to your hotel. Clearly, your mission, John, is locked on that target! You, my friend “Get it!!”
Best Wishes
Charles Tona
Charles….fortunately there are many, many folks that are positive mentors in the hospitality industry! I encourage those making a career out of hospitality to absorb the “good” techniques that are in front of them! Learn and apply!!
John Fulton
John, even a simple sales and marketing guy like me can see the value of such an exercise. As I have said my entire career, “show me a sales and market guru and I’ll show you a well operated hotel”.
Thanks for the wisdom.
Jay
Jay…your comment brings up a point! Each associate in a hotel should take the black box approach and apply it to their area of their hotel’s business!
Thanks!
John Fulton
John,
Regarding the article, I will take a less is more approach with my response……..bullseye! Best regards, Bruce
Bruce, thanks for your reply and support!
John Fulton
I agree with you John and when I started out I was taught that every day I walked into my hotel I had to walk into it like it was the first time I ever saw it, It took me some time to switch my eyes and brain to do it, but I now do it to every hotel regardless of the number of times I have visited. ( I also learned to look up which few people do) I also made it a habit when I was a GM to walk my hotel in quadrants every day so I saw it all at least once daily. And yes, I walked with work tickets in hand. Always good to be reminded that things are always changing in your hotels minute to minute.
Catherine…..these are great comments that add to the focus of my article. Of course, it is the intent that in someway our sharing of these career experiences…will help others improve the way that they take care of hotel guests. I appreciate your insight!
John Fulton
John,
Great article! I can see where the “Black Box” method can be applied to many aspects of our business. Reading through it makes me also think about the everyday attention to detail necessary in areas such as finance, marketing, intermediate/long term planning, etc. Thanks for sharing it!
Hope all is well!
Noel
Good point Noel!! Your comment points out how the “black box” approach could apply to the vertical system of most any company in most any industry!!
John Fulton
Great Article!
The old adage,” inspect what you expect” and get out of your office and look at your property with a guests set of eyes. We too often follow the same paths around our properties and need to constantly be aware of all the details and statements our property is telling our guests about us.
Thanks for sharing
Brian, good comments! I especially like your comment that “our properties are telling our guests about us”!!
John Fulton