IMPLEMENTING THE RITZ-CARLTON'S GOLD STANDARDS OF SERVICE ACROSS SENIOR LIVING
“We see our residents as family members,” says Dewiet Miller, Balfour Senior Living executive director. “Only by learning their preferences are we able to tailor our elements of service because each experience needs to be personalized. You can’t just say you believe in customer service, you have to build these connections.”
The benchmark of customer service Building strong relationships is at the top of the Gold Standards Service Values list and Miller agrees that’s where excellent custom- er service begins. “We see our residents as family members,” he says. “Only by learn- ing their preferences are we able to tailor our elements of service because each expe- rience needs to be personalized. You can’t just say you believe in customer service, you have to build these connections.” The relationship starts before a resident
moves in and is continually nurtured after, says Walker Wirth. We need to know what they worry about for their mom or dad and they need to know their loved one will be cared for. “We always ask one question to the family – what keeps you up at night?”
Meeting expressed and unexpressed wishes Another Service Value evident in senior liv- ing is anticipating and responding to needs. Kastan points out the Colonnades achieve this with a hands-on approach. “We pro- mote visible management and team mem- bers who are in front of the residents,” he says. “Even the housekeepers know every- one’s names.” Residents gain a bigger sense of security
when we’re all accessible, says Kastan, and it also helps the staff notice and address any changes sooner. “If we see someone walk- ing more slowly…we can then find out if they need more care or maybe they just need help moving furniture or getting rid of clutter,” he says. The ability to anticipate needs is an ex-
ample of what Balfour’s valet service pro- vides for one of their residents who still drives. Miller says she goes out most days around 10:00 in the morning, and her car is always waiting at the door by 9:30. She commented at the resident council meeting
22 SENIOR LIVING EXECUTIVE / ISSUE 1 2017
that she didn’t know how they always had it ready, but that it made her feel extra special. After 20 years of experience, Walker
Wirth says whenever she hears from fami- lies that weren’t happy at another place it’s almost always because they didn’t get the in- dividual attention they needed. “It’s all about removing obstacles out of their way.”
Personalizing your services “A one-size-fits-all philosophy doesn’t work if your goal is to deliver a high level of customer service,” says Miller. Creating memorable experiences is a Service Value that’s replicated in senior living and Miller adds this should start when the first call or email comes in. “You should never miss an opportunity to engage and personalize the experience,” he says. In fact, creating a customer-centric en-
vironment should be the DNA of a brand, according to consultant Bruce Himelstein, founder of the BJH Group and former cor- porate vice president of sales and marketing for Ritz-Carlton. “Make sure your employ- ees are listening to the customer and that management is listening to the person that is closest to the customer. That’s where strong and authentic feedback comes from,” Himelstein says. This philosophy can also be carried out
in daily ways. While the industry focus used to be based almost solely on regulations, it’s now shifted to resident-centered care, says Kastan. “Instead of having everyone ready for breakfast by 8:00 a.m. we now let people wake up when they want.” “When you’re 85 and living in long-term
care, you’re not going out driving or oper- ating equipment so we also offer beer and wine at meals,” Kastan says. “We make sure it’s ok with their meds, but if this is some- thing they enjoyed at home, they should be able to have that choice here.”
Allowing your staff to do their job Ritz-Carlton prides itself on empowering their staff to create the best experiences for their guests and also to resolve prob- lems that arise; a viewpoint shared by the senior living leaders. “We empower our employees to create
customer service and solve problems,” says Miller. “I may be designated as the leader, but I have 120 employees who need to replicate our philosophy. They don’t have to go find a manager when they come upon a problem. They’re trusted and empowered to solve it.” Himelstein recommends selecting the
best talent you can find who will provide a tremendous level of customer service and then let them do their job. “You have to empower people to deliver a high level of service,” he says. “We get it right most often when we get out of the way.”
Words of advice When asked for any recommendations they might pass along to others striving for top of the line customer service, all three senior living executives said hiring the right person is key. “You need people who have a caring heart and want to serve others. It’s what makes this job work,” Kastan says. Walker Wirth says she can tell in the
first two minutes if a person will be a good fit. And it can be the smallest of things like a smile. “Because sometimes it’s a touch or a smile that can change a resident’s life.” But management should also be visi-
ble. The executive director may be seen as the boss, but effective leaders should role model, Miller says. “We’ll go park a car or serve a plate to a resident. We don’t make them wait until a staff member can carry it out. If it’s urgent for them, it’s ur- gent for us.”
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