“Don’t Give Orders, Give Purpose” - Ritz Carlton Founder WARNS Why Managers Lose Good Employees
Episode Stats
Words per Minute
160.44614
Summary
In this episode, we discuss the importance of a good work environment and how to create a positive work environment in order to attract, retain, and attract the right employees. We talk about how to improve the work environment, how to make a good first day of work experience, and what to look for in a potential employee.
Transcript
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She said, Ritz went from, in 1991, having employee turnover at around mid-50%,
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and then by the time it was done, it was around low 20%.
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What did you do to lower retention, increase retention as much as you did?
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Outside of that, though, outside of that, what else did you do?
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And we established standards already during the interview.
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Because, you know, people don't seem to get that.
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Most what you want, all of us, from an employee is the right behavior.
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But behavioral analysts, working with the University of Colorado and the University of Frankfurt on that,
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behavioral analysts will tell you behavior cannot be taught after somebody is 16 years old.
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Unless, unless there's a significant emotional event in your life.
00:01:24.680
And interviewing for a job is a significant emotional event.
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We just ask questions rather than establishing standards right there, behavioral standards.
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And said, Patrick, you know, we have an attitude in our hotel, in our company.
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In fact, within 10 feet, we look him in the eye and say, friend, good morning.
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I just established a new behavior in you for your benefit to be successful.
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And then orientation, first day of work, which every company does wrong.
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I role-played how to say hello in front of every new hotel, in every new hotel, and every takeover.
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But within 10 feet, they make a decision about you, us you make about them.
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So what decision do I want you to make about us, about me?
00:03:11.060
We look them in the eye and said, good morning, sir, or good morning, ma'am.
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And I role-played how to talk to each other as employees.
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I said, first of all, do you want a good work environment?
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I said, okay, now, Patrick, the people in the environment are responsible for the work environment.
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I walk by you and I say, good morning, Patrick.
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And pretty soon, you will say, good morning, horse.
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The day of orientation is a very significant day.
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So I'm going to say, Patrick, I'm going to put you on the payroll, but you cannot show up.
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But when, if you show up, you'll pay for the next 10 days.
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Because I want you to have a significant emotional event when we do orientation.
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Because if I let you before without having the proper orientation, I didn't use the significant
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And what is the right behavior you're trying to teach me?
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To pay me 10 days that I'm not working for you?
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Oh, I'm repeating the things I told you during the interviewing process.
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The orientation is a day when we teach you again.
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If you worked somewhere, I can tell you how you were oriented.
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You come to work and the boss tells you the rules of the company.
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Here is what we do and here is what we don't do.
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And then you get insurance papers and all kinds of papers.
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When you go through all this work, that's the day of orientation.
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And when you finish with that, the boss makes his pathetic team speech.
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A team is a group of people who work toward a common objective.
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And on the way to the kitchen, Fred tells Bill the new waiter.
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Instead of the day of orientation saying, here's who we are.
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You know, Patrick, we have to give human beings purpose, but we have to, at the same time, tell them the motive of our purpose.
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But he wrote another book about the behavior of the human being.
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And he said, impossible that people can buy into orders and direction.
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That is, the millennials say, what's in it for me?
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If we accomplish that, here's what, you will make, have more opportunities.
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