Quality is solving mistakes - not avoiding them - Column

That was the meaning of the message given us by Jim Veil, the general manager of the Ritz-Carlton Phoenix. It was amazing how much I learned from his talk. Listen to this: "We don't just tolerate mistakes; we expect them. That's part of being human. Our focus instead is on developing a system in which mistakes can be instantly rectified."

The Ritz-Carlton management appears to believe that total quality is not perfection. Total quality instead is instantly solving those mistakes and problems that are inevitable. What a concept!

And Ritz-Carlton appears to have the record to support its effectiveness. During the last three, very tough years for the lodging industry, RC has grown profitably from nine to 25 properties and from $80 million to $250 million in annual sales. And it was a finalist in the Malcolm Baldridge 1991 Quality Award to boot!

Why is that so interesting to me? Because I and, I expect, many of you have misspent most of our business and personal lives trying to be perfect. I have always felt that it is my job to anticipate every problem, think of every detail, fulfill everybody's unspoken wish. And it has often made me and others around me crazy.

There are those who say that seeking perfection makes you better. That is a kind of "reach for the stars because if you fall short, you'll still be at great heights" attitude. But where this attitude falls down is when you are responsible to lead others -- who may not be so interested or motivated as you -- in the pursuit of perfection.

To continue with Veil's line of thinking, we can succeed if we simply: (1) Train those we lead to take the highest percent of correct actions possible. (2) Then empower those same people to solve those few mistakes they will inevitably make.

I think this new attitude is why over the years I've gotten away from criticizing those I lead and instead am learning to encourage and support them. Think about it. If I am going to see only 1% or less of the actions my employees take in one day, what good is to go after their imperfections like a heat-seeking missile? Note: That is an actual description from a former employee.

Instead, I'm learning to point out what my employees are doing right and show them -- train them -- how to solve any bad situations I noted while present. I hope this tactic only will affect their performance when I'm not there but also may put a deposit in their self-esteem bank.

Finally, it's been my experience that service customers don't generally mind when a retail or restaurant salesperson makes the first mistake. With notable exceptions, consumers at your units will generally give the benefit of the doubt to those who serve their needs. Most recognize the frailty of our human condition, so why can't we?

There is absolutely no point in frustrating your unit management and service staffs with unrealistic expectations. The result is anxiety, and that anxiety is taken out on your customers in a hundred different forms; anger, blame shifting, indifference and no-shows are just a few.

You see, the customer doesn't mind the first mistake too much. But we all know what happens if you can't get it resolved. Over the years I've grown leery of so-called incentive contests that pit one member of the team vs. others. Your unit looks best and operates best when it is a group of confident people working together to make each guest's experience a good one.

When a guest confronts an empowered, confident team, he or she can feel it. That attitude gives a visible, palpable quality to the service experience. Even when it is not perfect the first time, the total experience is always excellent.

On the other hand, when a guest meets an uptight group of competitors, striving for perfection that can't be achieved, they can see that, too. And they don't come back for a second look.

Instantly solving a problem is not easy, but it is simple. And it is achievable. Being perfect is not.

COPYRIGHT 1992 Reproduced with permission of the copyright holder. Further reproduction or distribution is prohibited without permission.
COPYRIGHT 2004 Gale Group