p>

“For here or to-go?”

“Next.”

“Can I take your order?”

“Delivery or carry-out?”

While it might appear to many that these phrases are ‘greeting

Does your staff really know and understand what you are talking about? If the company directive is to improve speed, does the staff understand doesn't that mean sacrifice quality? Often times as leaders, we know what we mean, but the managers and staff might have a very different idea. Did you know the word 'set' has over 460 different definitions?

While attending a CHART conference last year, guest speaker Shep Hyken had the group write down nine words they associated with the word ‘run.' He then had us compare lists with one other person. A simple word we all know, but the majority of the group matched either none or one word with the other person. The point of the exercise? Be specific with direction and guidance.

For example, when the direction is ‘greet the guest,' the staff could interpret that as:

• “For here or to-go?”
• “Next.”
• “Can I take your order?”
• “Delivery or carry-out?”

While it might appear to many that these phrases are ‘greetings

w what we mean, but the managers and staff might have a very different idea. Did you know the word 'set' has over 460 different definitions?

While attending a CHART conference last year, guest speaker Shep Hyken had the group write down nine words they associated with the word ‘run.' He then had us compare lists with one other person. A simple word we all know, but the majority of the group matched either none or one word with the other person. The point of the exercise? Be specific with direction and guidance.

For example, when the direction is ‘greet the guest,' the staff could interpret that as:

• “For here or to-go?”
• “Next.”
• “Can I take your order?”
• “Delivery or carry-out?”

While it might appear to many that these phrases are ‘greeting

Hyken had the group write down nine words they associated with the word ‘run.' He then had us compare lists with one other person. A simple word we all know, but the majority of the group matched either none or one word with the other person. The point of the exercise? Be specific with direction and guidance.

For example, when the direction is ‘greet the guest,' the staff could interpret that as:

• “For here or to-go?”
• “Next.”
• “Can I take your order?”
• “Delivery or carry-out?”

While it might appear to many that these phrases are ‘greeting

one word with the other person. The point of the exercise? Be specific with direction and guidance.

For example, when the direction is ‘greet the guest,' the staff could interpret that as:

• “For here or to-go?”
• “Next.”
• “Can I take your order?”
• “Delivery or carry-out?”

While it might appear to many that these phrases are ‘greeting

p>

“For here or to-go?”

“Next.”

“Can I take your order?”

“Delivery or carry-out?”

While it might appear to many that these phrases are ‘greetings,' they aren't the ones you want your people using—not if you're trying to enhance service, anyway. The staff, however, hears these at many of the competitors and believes this is the way to properly greet the guest. Similar scenarios happen for suggestive selling (“Anything else?,” “You don't want to upsize that, do you?,” “Is that all?”), delivering the food (“Here's your food,” “#54,” “Burger with fries.”), and thanking the guest (“Next,” “Wait over there,” and “…” silence).

As leaders you must think globally and focus on the 10,000-feet view of operations—the higher up the corporate hierarchy, the bigger the picture and focus. Don't forget, however about acting locally. Provide the global direction (enhance service, increase speed, lower costs) and follow up with local specifics so the front-line staff executing the direc