LIFELONG LEARNING Managing Expectations BY STEPHANIE ROBERT
Recently, my sister and I helped my mother find a senior living community. Shortly after my father passed away, she had a surgery to install a pacemaker and had two knee re- placements, and we noticed a sharp decline in her ability to take care of the two-story house. Stairs, even after the knee surgery, were like climbing Mount Everest for her. We also noticed her struggle with small things like getting a bag of groceries inside the house or making a healthy dinner for herself. And mostly, we constantly worried about her quality of life. She seemed so…alone. When we approached her about the
thought of moving into a senior living com- munity, we honestly thought she would resist, and we rehearsed for hours what we could say to help her realize that moving into a com- munity was a wise decision. We were thrilled when she had quite the opposite reaction. She admitted that she had been over-
whelmed since my dad died and would like a place that was smaller and more manageable. A place where someone would be nearby if anything were to happen. A place where she could meet new friends and enjoy herself again. In essence, she was looking for a place where she could thrive and call home.
Know your customer Excited that my mother was on-board we started to research nearby senior living com- munities. We visited several and spoke with a number of sales teams. Each would give us tours of the building and grounds and were very friendly, but one stood out among the rest. It was the one that didn’t try to sell us a “product.” Instead, they sold us a “lifestyle,” and the peace of mind that this was a secure place for mom to call “home.” Everyone on the team had the same mes-
sage, “This is the place you want to be if you want to be a part of a thriving com- munity that is full of activities and activities and unexpected conveniences. We go the extra mile to ensure that our residents are happy and flourishing.” Every question we asked was answered, but they went beyond explaining the obvious and provided us with
details that made it more relatable for all of us. Getting more information than we asked for was what made the difference in the end. As an example, when we asked about meals,
we weren’t told, “Breakfast is from 7 am - 10 am and dinner from 4 pm - 8 pm.” Rather, “We are open seven days each week. Breakfast is served from 7 am - 10 am and dinner from 4 pm - 8 pm. We have a special menu avail- able if you have any dietary needs and can always make something special that fits in with your requirements.” “We also offer a takeout service because
we know that it takes time to make new friends and you may not feel comfortable sitting on your own.” Mind blown!
kids some ice cream before the parade gets to where we’re at right now?” Cast members take this opportunity to draw from their theme park knowledge and Disney service training. Their response will most likely remind people of when the parade will pass by certain locations in the park, offer possible vantage points, or advise of a close-by ice cream and drink stand to make sure everyone has a cool treat. This is important. Rather than dismissing
the “3 o’clock parade?” question as some- thing trivial, cast members understand that it offers the opportunity to exceed a guest’s expectations and make them feel special by further personalizing their experience.
“I noticed that you are using a cane, Mrs. Robert. We can always deliver the meal directly to your door if that would be a better option.”
Personalize interactions This experience reminded me of when I worked with amusement parks and at- tractions and how Disney approaches cast member training. Disney cast members are coached to exceed patron expectations and personalize an experience. For example, how would you respond if
you were asked, “What time is the 3 o’clock parade?” On any given day at the theme parks, you might hear guests asking cast members this seemingly odd question. And, while yes, there is an obvious answer, that is most likely just the tip of the iceberg of information the guest is looking for. They want more. In this situation, cast members will ask
some additional questions to uncover what is truly at the crux of what the guest really wants. Underlying questions could be some- thing like, “What is the best place to view the parade?” or “Do I have time to get my
Things to consider Senior living most likely has its own set of “3 o’clock parade” questions and they will be different for every community. It’s important to find yours. Asking frontline employees is often a great place to start. Then, train every employee on the value
your community delivers, how to anticipate such questions, and how to use them to exceed potential resident expectations. This represents a huge opportunity for your com- munity to differentiate itself and show you are truly listening, engaging with residents, and are empathetic to their concerns. Ask your team about what can be done to
improve occupancy and attract new residents and think about about your community’s “3 o’clock parade”question(s). Identify ways to train your employees to forgo the seemingly obvious “need” in favor of understanding and delivering what each customer truly “wants.” You’ll be amazed at the outcomes!
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