The Union Club of Cleveland’s Lawrence McFadden, CMC, GM/COO, is working to establish a “yes” customer service culture rooted in always being prepared for whatever comes next.
I remember hearing the phrase “hurry up and wait” while working in the banquet kitchen at the Greenbrier circa nineteen eighty-five. I later learned its definition surrounds the ebb and flow of a perfectly orchestrated banquet. I also learned that what is best for the food, is not always best for the customer or their requirements in the ballroom fifty feet away. So as a young eighteen-year-old aspiring chef who only cared about the food, I patiently waited for the yell of “fire” from the banquet chef at each event.
Conversations between the Sous Chef and banquet manager always seemed like total chaos to my young passionate ears. I was ready for plate up, but I had to wait for the all-important signal to fire food.
Years later, I learned the secret is the balance between program and product for both the customer and the establishment. A really organized banquet menu is built for a “pause” or “wait” in service. These premeditated pauses often secured success if understood by all parties, especially the kitchen.
Now, almost forty years later this statement rings clearly in our daily strategic plan while amid a once-in-a-lifetime pandemic.
Last week I sat with the past president of the Union Club and I explained how we were operating one day at a time. He runs a very successful law firm, and he echoed a similar sentiment. Both of us agreed this is a new normal but it certainly doesn’t have an SOP (standard operating procedure) or previously created game plan that we can follow.
Health and wellness are much like politics and religion. Everyone has their own opinions and beliefs.
One thing is for sure, though. Safe health practices, operational cleanliness, and our staff’s understanding of the situation are mandatory in today’s atmosphere. Add in a touch of personalized empathy, pro-active listening, and patience, and you have the new normal for most member/employee interactions.
Employees, members, and guests seem “personally scared,” so the very least we can do is meet them on common ground with understanding and accommodations. When dietary restrictions used to be their main concern; cleanliness and wide-open spaces seem to be the most requested norm of the day.
Accommodating these fears means “no” is not a response anyone can give. We have to understand the members’ concerns and go above and beyond to communicate all we’re doing to keep them safe. Flexibility in our normal standards or protocols are the bare necessities. Dress codes, for example, comes to mind as professionals are working from home prior to enjoying the club.
Four Seasons coined the phrase, “The answer is yes!—now what’s your question?” It’s a customer service gem that we work hard to make our default here at the Union Club. I’ve even added it into my weekly leadership meetings. During these sessions, my message to the managers goes something like this:
Saying “yes” is more self-empowering than “no,” so if it’s a reasonable request or it’s accessible, the answer must be “yes.” When the cultural default is set as yes, it starts to become self-sustaining. Other employees witness the yeses and work to emulate, or even top them.
One night, when I was the Executive Sous Chef of the Waldorf Astoria, I had just changed out of my uniform. But a Prince and his friends were staying with us for a month and they wanted 30 chocolate soufflés. It was midnight, but we managed to pull it off and I felt like a million bucks after executing that service promise even as the clock struck 2 AM and I was walking out of the employee entrance.
The pandemic has caused me to reflect on many of these lessons, and inspired me to challenge my entire staff to never say “no.” It is simply not an option yesterday, today or tomorrow. In supporting this philosophy, our club members truly seek our greatest good, adding a vested interest in the safe wellbeing of our club. Nothing should be out of reach of our talents.
Maybe the only “yes” that isn’t used today is when a member asks are you better today than yesterday when our normal future seems so uncertain. The truth is most of our days are better. We know a little more than we previously did even if the news changes or the conditions demand us to wait for the next day’s instructions or information.
This brings me back to my original thought: We might just have to hurry up with our proactive planning or revisions and wait for potential implementation.
Since March, many of our previous plans, creative ideas, membership programming, and contingency plans are never utilized. I have learned a lot about myself during these trying times, but I certainly don’t feel the need to experience these lessons again. I eagerly await a different challenge in the years to come. But until that time comes, we might just need to hurry up with the mis-en-place and wait for the members and guests to return when they are comfortable and it is safe to do so.