Guest Service Quotes

We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.

Okay, gang," I said, "according to blueprints, there's an elevator access panel on the east side of the building. We may get a little dirty, but—" "I thought we'd just go through the doors," Liz said, flashing three beautifully engraved invitations and some wonderfully authentic fake IDs. The tickets were $20,000 each. The Secret Service had been vetting the guest list for weeks, so Bex and I stopped beneath a streetlamp and studied Liz. "Do I even want to know where you got those?" I asked. Liz seemed to ponder it, and then she said, "No.

Given the scale of life in the cosmos, one human life is no more than a tiny blip. Each one of us is a just visitor to this planet, a guest, who will only stay for a limited time. What greater folly could there be than to spend this short time alone, unhappy or in conflict with our companions? Far better, surely, to use our short time here in living a meaningful life, enriched by our sense of connection with others and being of service to them.

Writers make everybody nervous but we terrify Silly Service workers. Our apartments always look like a front for something, and no matter how carefully we tidy up for guests we always seem to miss the note card that says, "Margaret has to die soon." We own the kind of books that spies use to construct codes, like The Letters of Mme. de Sevigne, and we are the only people in the world who write oxymoron in the margin of the Bible. Manuscripts in the fridge in case of fire, Strunk's Elements in the bathroom, the Laramie City Directory explained away with "It might come in handy," all strike fear in the GS-7 heart. Nobody really wants to sleep with a writer, but Silly Service workers won't even talk to us.

They have had their moment of freedom. Webley has only been a guest star. Now it’s back to the cages and the rationalized forms of death—death in the service of the one species cursed with the knowledge that it will die…. “I would set you free, if I knew how. But it isn’t free out here. All the animals, the plants, the minerals, even other kinds of men, are being broken and reassembled every day, to preserve an elite few, who are the loudest to theorize on freedom, but the least free of all. I can’t even give you hope that it will be different someday—that They’ll come out, and forget death, and lose Their technology’s elaborate terror, and stop using every form of life without mercy to keep what haunts men down to a tolerable level—and be like you instead, simply here, simply alive…..” The guest star retires down the corridors.

One of the odder services the Villa Candessa provided for its long-term guests was its “likeness cakes”—little frosted simulacra fashioned after the guests by the inn’s Camorr-trained pastry sculptor. On a silver tray beside the looking glass, a little sweetbread Locke (with raisin eyes and almond-butter blond hair) sat beside a rounder Jean with dark chocolate hair and beard. The baked Jean’s legs were already missing. A few moments later, Jean was brushing the last buttery crumbs from the front of his coat. “Alas, poor Locke and Jean.” “They died of consumption,” said Locke.

... to me, a restaurant with no menu, headed by a chef I trusted, would be ideal. In such a utopia, guests could specify deathly allergies, hunger level, and time constraints, but then they would unfurl their napkin and surrender".

You should not have too many people waiting on you, you should have to do most things for yourself. Hotel service is embarrassing. Maids, waiters, bellhops, porters and so forth are the most embarrassing people in the world for they continually remind you of inequities which we accept as the proper thing. The sight of an ancient woman, gasping and wheezing as she drags a heavy pail of water down a hotel corridor to mop up the mess of some drunken overprivileged guest, is one that sickens and weighs upon the heart and withers it with shame for this world in which it is not only tolerated but regarded as proof positive that the wheels of Democracy are functioning as they should without interference from above or below. Nobody should have to clean up anybody else’s mess in this world. It is terribly bad for both parties, but probably worse for the one receiving the service.

Time hath, my lord, a wallet at his back, Wherein he puts alms for oblivion, A great-sized monster of ingratitudes: Those scraps are good deeds past; which are devour'd As fast as they are made, forgot as soon As done: perseverance, dear my lord, Keeps honour bright: to have done is to hang Quite out of fashion, like a rusty mail In monumental mockery. Take the instant way; For honour travels in a strait so narrow, Where one but goes abreast: keep then the path; For emulation hath a thousand sons That one by one pursue: if you give way, Or hedge aside from the direct forthright, Like to an enter'd tide, they all rush by And leave you hindmost; Or like a gallant horse fall'n in first rank, Lie there for pavement to the abject rear, O'er-run and trampled on: then what they do in present, Though less than yours in past, must o'ertop yours; For time is like a fashionable host That slightly shakes his parting guest by the hand, And with his arms outstretch'd, as he would fly, Grasps in the comer: welcome ever smiles, And farewell goes out sighing. O, let not virtue seek Remuneration for the thing it was; For beauty, wit, High birth, vigour of bone, desert in service, Love, friendship, charity, are subjects all To envious and calumniating time.

THERE ARE moments of great luxury in the life of a secret agent. There are assignments on which he is required to act the part of a very rich man; occasions when he takes refuge in good living to efface the memory of danger and the shadow of death; and times when, as was now the case, he is a guest in the territory of an allied Secret Service.

Be MORE guest-centric than customer-centric. People treat their guests better than customers. Think relational over Revenue

It's okay to have a faulty product, it's not okay to have a faulty customer service. We cannot control engineering issues or weather, but we can control how we serve our guests.

Care for the guests as you would your parents.

The fee for a banquet at an ochaya is not inexpensive. An ozashiki costs about $500 an hour. This includes the use of the room and the services of the ochaya staff. It does not include the food and drink that is ordered, nor the fees for the services of the geiko. A two-hour party with a full dinner for a few guests and three or four geiko in attendance can easily cost $2,000.

How’s my guest keeping? Is she showing signs of cracking?” It amused her to know that the men hearing her on the other end of the transmission got nothing but a very mechanical simulation of her voice, a little precaution that kept her identity and voice pattern unrecognisable. “She’s holding out well. A tough cookie, probably ex-services. She knows she’s being watched.” “Good, more fun for later. Fleet Security are searching section by section down there. Make sure your perimeter monitors are functioning properly. I want no slip-ups.” “There won’t be, Leader.” “Make sure of it. I expect Heron will persuade his superiors he should be allowed to accept my terms soon, and I want him captured and shipped. But first I’m looking forward to a little sport with him.

In this volatile business of ours, we can ill afford to rest on our laurels, even to pause in retrospect. Times and conditions change so rapidly that we must keep our aim constantly focused on the future. —Walt Disney

We are committed to involving as many people as possible, as young as possible, as soon as possible. Sometimes too young and too soon! But we intentionally err on the side of too fast rather than too slow. We don’t wait until people feel “prepared” or “fully equipped.” Seriously, when is anyone ever completely prepared for ministry? Ministry makes people’s faith bigger. If you want to increase someone’s confidence in God, put him in a ministry position before he feels fully equipped. The messages your environments communicate have the potential to trump your primary message. If you don’t see a mess, if you aren’t bothered by clutter, you need to make sure there is someone around you who does see it and is bothered by it. An uncomfortable or distracting setting can derail ministry before it begins. The sermon begins in the parking lot. Assign responsibility, not tasks. At the end of the day, it’s application that makes all the difference. Truth isn’t helpful if no one understands or remembers it. If you want a church full of biblically educated believers, just teach what the Bible says. If you want to make a difference in your community and possibly the world, give people handles, next steps, and specific applications. Challenge them to do something. As we’ve all seen, it’s not safe to assume that people automatically know what to do with what they’ve been taught. They need specific direction. This is hard. This requires an extra step in preparation. But this is how you grow people. Your current template is perfectly designed to produce the results you are currently getting. We must remove every possible obstacle from the path of the disinterested, suspicious, here-against-my-will, would-rather-be-somewhere-else, unchurched guests. The parking lot, hallways, auditorium, and stage must be obstacle-free zones. As a preacher, it’s my responsibility to offend people with the gospel. That’s one reason we work so hard not to offend them in the parking lot, the hallway, at check-in, or in the early portions of our service. We want people to come back the following week for another round of offending! Present the gospel in uncompromising terms, preach hard against sin, and tackle the most emotionally charged topics in culture, while providing an environment where unchurched people feel comfortable. The approach a church chooses trumps its purpose every time. Nothing says hypocrite faster than Christians expecting non-Christians to behave like Christians when half the Christians don’t act like it half the time. When you give non-Christians an out, they respond by leaning in. Especially if you invite them rather than expect them. There’s a big difference between being expected to do something and being invited to try something. There is an inexorable link between an organization’s vision and its appetite for improvement. Vision exposes what has yet to be accomplished. In this way, vision has the power to create a healthy sense of organizational discontent. A leader who continually keeps the vision out in front of his or her staff creates a thirst for improvement. Vision-centric churches expect change. Change is a means to an end. Change is critical to making what could and should be a reality. Write your vision in ink; everything else should be penciled in. Plans change. Vision remains the same. It is natural to assume that what worked in the past will always work. But, of course, that way of thinking is lethal. And the longer it goes unchallenged, the more difficult it is to identify and eradicate. Every innovation has an expiration date. The primary reason churches cling to outdated models and programs is that they lack leadership.

The man behind the counter seemed to have stopped listening to him. He slid a room key across the fake-wood-grain counter and returned to his scribbled lorem ipsums. Neethan could have gone on for hours with this guy, chatting him up about music made by mentally handicapped people and the myriad challenges of international aid organizations, but this was a person programmed to hand out room keys and swipe credit cards and engage in only the amount of conversation needed to keep such transactions rolling along smoothly. If that meant asking about a guest's gigantic celestial head, then that's just what good customer service was all about.

From our earliest days, education has been a hallmark of our company. It was Walt himself who said, “We have always tried to be guided by the basic idea that, in the discovery of knowledge, there is great entertainment—as, conversely, in all good entertainment, there is always some grain of wisdom, humanity, or enlightenment to be gained.

I saw all the male guests take up the similar carnations that were lying by their plates and slip them into the buttonholes of their coats. I did as they had done, with the air of spontaneity that a free-thinker assumes in church, who is not familiar with the order of service but rises when everyone else rises and kneels a moment after everyone else is on his knees.

Danny encouraged us to extend the charitable assumption to our guests as well. When someone is being difficult, it’s human nature to decide they no longer deserve your best service. But another approach is to think, “Maybe the person is being dismissive because their spouse asked for a divorce or because a loved one is ill. Maybe this person needs more love and more hospitality than anyone else in the room.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

An 87 on the left, an 87 on the right. If a guest is dissatisfied with an elevator operator he can note the number and report him to the nearest starter. 'That 87 is a son-of-a-bitch, that 87 took me four floors too high, 87 87 87, I wasted two minutes in this box, that goddam son-of-a-bitch 87!' It's fun to berate a number. It's fun to use numbers. 24,035 deported to Siberia. Fun. Forty-seven dead in an airplane crash. Fun. 7,038,456 needles sold. Fun. Tonight Mister X got lucky three times. Fun. Today Miss Y died once. Fun. Right now I'm alone and I'll take a pill and have more fun.

The Sons of Mary seldom bother, for they have inherited that good part; But the Sons of Martha favour their Mother of the careful soul and the troubled heart. And because she lost her temper once, and because she was rude to the Lord her Guest, Her Sons must wait upon Mary's Sons, world without end, reprieve, or rest. It is their care in all the ages to take the buffet and cushion the shock. It is their care that the gear engages; it is their care that the switches lock. It is their care that the wheels run truly; it is their care to embark and entrain, Tally, transport, and deliver duly the Sons of Mary by land and main.

When Camilla and her husband joined Prince Charles on a holiday in Turkey shortly before his polo accident, she didn’t complain just as she bore, through gritted teeth, Camilla’s regular invitations to Balmoral and Sandringham. When Charles flew to Italy last year on a sketching holiday, Diana’s friends noted that Camilla was staying at another villa a short drive away. On her return Mrs Parker-Bowles made it quite clear that any suggestion of impropriety was absurd. Her protestations of innocence brought a tight smile from the Princess. That changed to scarcely controlled anger during their summer holiday on board a Greek tycoon’s yacht. She quietly simmered as she heard her husband holding forth to dinner-party guests about the virtues of mistresses. Her mood was scarcely helped when, later that evening, she heard him chatting on the telephone to Camilla. They meet socially on occasion but, there is no love lost between these two women locked into an eternal triangle of rivalry. Diana calls her rival “the rotweiller” while Camilla refers to the Princess as that “ridiculous creature”. At social engagements they are at pains to avoid each other. Diana has developed a technique in public of locating Camilla as quickly as possible and then, depending on her mood, she watches Charles when he looks in her direction or simply evades her gaze. “It is a morbid game,” says a friend. Days before the Salisbury Cathedral spire appeal concert Diana knew that Camilla was going. She vented her frustration in conversations with friends so that on the day of the event the Princess was able to watch the eye contact between her husband and Camilla with quiet amusement. Last December all those years of pent-up emotion came flooding out at a memorial service for Leonora Knatchbull, the six-year-old daughter of Lord and Lady Romsey, who tragically died of cancer. As Diana left the service, held at St James’s Palace, she was photographed in tears. She was weeping in sorrow but also in anger. Diana was upset that Camilla Parker Bowles who had only known the Romseys for a short time was also present at such an intimate family service. It was a point she made vigorously to her husband as they travelled back to Kensington Palace in their chauffeur-driven limousine. When they arrived at Kensington Palace the Princess felt so distressed that she ignored the staff Christmas party, which was then in full swing, and went to her sitting-room to recover her composure. Diplomatically, Peter Westmacott, the Wales’s deputy private secretary, sent her avuncular detective Ken Wharfe to help calm her.

Who might this young man be?” In an instant I sorted through every possibly explanation for Sage’s presence, but judging by the way Mom was looking at him, I knew she already had it in her head that he was a romantic prospect, and she’d go on believing that even if I said he was purely a homeschool friend. And if she thought I was interested in him, no political luncheon would stop her from sitting us down and grilling Sage in front of everyone so she could dig up any deal breakers before I had to find them out the hard way. She’d probably even encourage her guests to join in, and I knew they’d be happy to do it-I’d seen it happen to Rayna. The problem was, I couldn’t spend all day hanging out at Mom’s lunch. I needed to go through Dad’s things, and I wanted to finish before the Israeli minister and his Secret Service protection left the house open for any not-so-welcome visitors to return. “This is Larry Steczynski! You can call him Sage. He’s my new boyfriend!” Rayna suddenly chirped, threading her arm through Sage’s and giving him a squeeze. To his credit, Sage looked only slightly surprised. Just one more thing to add to the long list of reasons I love Rayna. She knew exactly what I’d been thinking and had found the one answer that would leave me completely off the hook. “Really!” Mom said meaningfully. “Then we should talk.” She turned to the group and asked, “Gentleman?” Without hesitation, all the senators and the Israeli minister agreed that the next topic of their agenda should clearly be a debate of Sage’s merits and pitfalls as a partner to Rayna. As Mom took Sage and Rayna’s hands and led them to the couch, two senators gladly moved aside to give them space. Sage shot me a look so plaintive I almost laughed out loud.

Gargantuan figure. Almost seven feet tall, he had great physical strength and remarkable manual dexterity, and his interests were astonishingly broad. He claimed to have mastered fourteen trades as well as surgery and dentistry. When courtiers and servants took sick they tried to conceal it from Peter, for if he thought that medical attention was needed he would gather his instruments and offer his services. Among his personal belongings Peter left a sackful of teeth, testimony to his thriving dental practice. Peter was also a man with a strong sadistic streak. He delighted, for example, in forcing all his guests, including the ladies, to drink vodka straight – the way he liked it – and in large quantities. Johann Korb, the secretary of the Austrian embassy in Moscow from 1698 to 1699, described a particularly gruesome incident at one of these festive occasions: ‘Boyar Golowin has, from his cradle, a natural horror of salad and vinegar; so the Czar directing Colonel Chambers to hold him tight, forced salad and vinegar into his mouth and nostrils, until the blood flowing from his nose succeeded his violent coughing.

My radio show’s producer, Sherri, is African American. She just got back from a trip where she was a guest speaker at a youth event in a church that was primarily white. Just before the Sunday morning service, she was called into the minister’s study for prayer, and she met a man who was overtly hostile to her. The way he looked at her, dismissively and contemptuously, made her feel hated. She felt utterly unwelcome, lonely, and out of place. After she spoke, the same man approached her, took off his glasses, and started crying. He told her that hers was the most influential talk he’d ever heard, and it had affected him particularly because he is very racist against blacks. She was stunned by his honesty. “We’ve always been this way. My family has always been racist. I’ve learned this from my dad. I’m so sorry. I’ve got to change,” he told her. “I can see Jesus is using you. And he’s using you to change me.” Sherri then asked to meet his dad. She did. And she hugged him. I know Sherri takes racism very, very seriously. But, she says, she also has to forgive racists, because she has to love people in her family. And they are part of her family. She has to love them as Jesus loves her. Sherri’s love is not naive. But that’s exactly why it’s so profound. She’s setting her offense aside, not because it doesn’t matter, not because it isn’t completely understandable, but because of what Jesus has done for her. She’s choosing against offense, not just because God loves these men but also because God loves her and has set aside her very real offenses in order to be with her. There are those of us who pat ourselves on the back for loving our families and friends. “I’m loyal to the end; I’d die for my kids,” we’ll say. Truth is, that’s not really terribly remarkable. Everyone, or practically everyone, feels this way. What is terribly remarkable is when someone is willing to love a person, in the name of Jesus, whom he or she would otherwise despise. It makes no sense otherwise. Why would we ever regard someone as family who would otherwise be an enemy? Why ignore his faults, or cover her wrongs with love? Without Jesus, it simply makes no sense. Sherri’s very refusal, and our very refusal, to take and hold offense is evidence of the existence of God. This is how they’ll know we belong to Him, Jesus says. So let’s love—from this moment forward—because He first loved us.

And then now a very strange argument indeed ensues, me v. the Lebanese porter, because it turns out I am putting this guy, who barely speaks English, in a terrible kind of sedulous-service double-bind, a paradox of pampering: viz. the The-Passenger’s-Always-Right-versus-Never-Let-A-Passenger-Carry-His-Own-Bag paradox. Clueless at the time about what this poor little Lebanese man is going through, I wave off both his high-pitched protests and his agonized expression as mere servile courtesy, and I extract the duffel and lug it up the hall to 1009 and slather the old beak with ZnO and go outside to watch the coast of Florida recede cinematically à la F. Conroy. Only later did I understand what I’d done. Only later did I learn that that little Lebanese Deck 10 porter had his head just about chewed off by the (also Lebanese) Deck 10 Head Porter, who’d had his own head chewed off by the Austrian Chief Steward, who’d received confirmed reports that a Deck 10 passenger had been seen carrying his own luggage up the Port hallway of Deck 10 and now demanded rolling Lebanese heads for this clear indication of porterly dereliction, and had reported (the Austrian Chief Steward did) the incident (as is apparently SOP) to an officer in the Guest Relations Dept., a Greek officer with Revo shades and a walkie-talkie and officerial epaulets so complex I never did figure out what his rank was; and this high-ranking Greek guy actually came around to 1009 after Saturday’s supper to apologize on behalf of practically the entire Chandris shipping line and to assure me that ragged-necked Lebanese heads were even at that moment rolling down various corridors in piacular recompense for my having had to carry my own bag. And even though this Greek officer’s English was in lots of ways better than mine, it took me no less than ten minutes to express my own horror and to claim responsibility and to detail the double-bind I’d put the porter in—brandishing at relevant moments the actual tube of ZnO that had caused the whole snafu—ten or more minutes before I could get enough of a promise from the Greek officer that various chewed-off heads would be reattached and employee records unbesmirched to feel comfortable enough to allow the officer to leave; 42 and the whole incident was incredibly frazzling and angst-fraught and filled almost a whole Mead notebook and is here recounted in only its barest psychoskeletal outline.

Wait until the truffles hit the dining room---absolute sex," said Scott. When the truffles arrived the paintings leaned off the walls toward them. They were the grand trumpets of winter, heralding excess against the poverty of the landscape. The black ones came first and the cooks packed them up in plastic quart containers with Arborio rice to keep them dry. They promised to make us risotto with the infused rice once the truffles were gone. The white ones came later, looking like galactic fungus. They immediately went into the safe in Chef's office. "In a safe? Really?" "The trouble we take is in direct proportion to the trouble they take. They are impossible," Simone said under her breath while Chef went over the specials. "They can't be that impossible if they are on restaurant menus all over town." I caught her eye. "I'm kidding." "You can't cultivate them. The farmers used to take female pigs out into the countryside, lead them to the oaks, and pray. They don't use pigs anymore, they use well-behaved dogs. But they still walk and hope." "What happened to the female pigs?" Simone smiled. "The scent smells like testosterone to them. It drives them wild. They destroyed the land and the truffles because they would get so frenzied." I waited at the service bar for drinks and Sasha came up beside me with a small wooden box. He opened it and there sat the blanched, malignant-looking tuber and a small razor designed specifically for it. The scent infiltrated every corner of the room, heady as opium smoke, drowsing us. Nicky picked up the truffle in his bare hand and delivered it to bar 11. He shaved it from high above the guest's plate. Freshly tilled earth, fields of manure, the forest floor after a rain. I smelled berries, upheaval, mold, sheets sweated through a thousand times. Absolute sex.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

The first signal of the change in her behavior was Prince Andrew’s stag night when the Princess of Wales and Sarah Ferguson dressed as policewomen in a vain attempt to gatecrash his party. Instead they drank champagne and orange juice at Annabel’s night club before returning to Buckingham Palace where they stopped Andrew’s car at the entrance as he returned home. Technically the impersonation of police officers is a criminal offence, a point not neglected by several censorious Members of Parliament. For a time this boisterous mood reigned supreme within the royal family. When the Duke and Duchess hosted a party at Windsor Castle as a thank you for everyone who had helped organize their wedding, it was Fergie who encouraged everyone to jump, fully clothed, into the swimming pool. There were numerous noisy dinner parties and a disco in the Waterloo Room at Windsor Castle at Christmas. Fergie even encouraged Diana to join her in an impromptu version of the can-can. This was but a rehearsal for their first public performance when the girls, accompanied by their husbands, flew to Klosters for a week-long skiing holiday. On the first day they lined up in front of the cameras for the traditional photo-call. For sheer absurdity this annual spectacle takes some beating as ninety assorted photographers laden with ladders and equipment scramble through the snow for positions. Diana and Sarah took this silliness at face value, staging a cabaret on ice as they indulged in a mock conflict, pushing and shoving each other until Prince Charles announced censoriously: “Come on, come on!” Until then Diana’s skittish sense of humour had only been seen in flashes, invariably clouded by a mask of blushes and wan silences. So it was a surprised group of photographers who chanced across the Princess in a Klosters café that same afternoon. She pointed to the outsize medal on her jacket, joking: “I have awarded it to myself for services to my country because no-one else will.” It was an aside which spoke volumes about her underlying self-doubt. The mood of frivolity continued with pillow fights in their chalet at Wolfgang although it would be wrong to characterize the mood on that holiday as a glorified schoolgirls’ outing. As one royal guest commented: “It was good fun within reason. You have to mind your p’s and q’s when royalty, particularly Prince Charles, is present. It is quite formal and can be rather a strain.

It’s no wonder your grandmother despairs of you. God only knows what a trial you are to your poor parents.” The humor vanished abruptly from his face. “Sadly, my parents are too dead to be overly concerned about my behavior.” His words were flip, but the sudden glint of grief in his eyes told another tale. “Please forgive me,” she said hastily, cursing her quick tongue. “It’s awful to lose your parents. I know that better than anyone.” “No need for apologies.” He pushed away from the door. “They despaired of me long before they died, so you weren’t far off the mark.” “Still, it was very wrong of me to-“ “Come now, Miss Butterfield, this has naught to do with my proposal. Will you pretend to be my fiancée or not?” When she hesitated, he went on with a hint of anger, “I don’t see why you make such a fuss over it. It’s not as if I’m asking you to do anything wicked.” That ridiculous remark banished her brief moment of sympathy. “You’re asking me to lie! To deceive a woman for the sake of your purpose, whatever that is. It goes against every moral principle-“ “And threatening to stab a man does not?” He cast her a thin smile. “Think of it as playing a role, like an actress. You and your cousin will be guests at my estate for a week or two, entirely at your leisure.” A dark gleam shone in his eyes. “I can even set up an effigy of myself for you to stab at will.” “That does sound tempting,” she shot back. “As for Freddy there, he can ride and hunt and play cards with my brothers. It’s better entertainment than he’d find in the gaol.” “As long as you feed me, sir,” Freddy said, “I’ll follow you anywhere.” “Freddy!” Maria cried. “What? That blasted inn where we’re staying is flea-ridden and cold as a witch’s tit. Plus, you keep such tight hold on my purse strings that I’m famished all the time. What’s wrong with helping this fellow if it means we finally sleep in decent beds? And it’s not a big thing, your pretending to be betrothed to him.” “I’m already betrothed, thank you very much,” she shot back. “And what about Nathan? While we’re off deceiving this man’s poor grandmother, Nathan might be hurt or in trouble. You expect me just to give up searching for him so you can get a decent meal?” “And keep from being hanged,” Freddy pointed out. “Let’s not forget that.” “Ah, the missing fiancé,” Lord Stoneville said coldly. “I did wonder when you would bring him back into it.” She glowered at him. “I never let him out of it. he’s the reason I’m here.” “So you say.” That inflamed her temper. “Now see here, you insufferable, arrogant-“ “Fine. If you insist on clinging to your wild story, how about this: while you pretend to be my fiancée, I’ll hire someone to look for fiancé. A simple trade of services.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

Even in incredible churches, very few members make the effort to greet and speak to someone already seated before the service begins. And, frankly, most church members don’t ever go sit with guests. Guests are most often overlooked in the few minutes right before the worship services. No one speaks to them or sits with them.

Indeed, as I interviewed all twenty-four of the guests, this issue and sound problems came up all but three times. Of this small sample, nearly nine out of ten of the first-time guests did not return because they struggled with either the sound or lighting in the worship service. As I conducted hundreds of consultations over the next three decades, I heard many first-time guests mention the issues of light and sound. And while it’s not a challenge in all churches, the issue was sufficiently pervasive to deem it important. Sound and lighting. Color me surprised. In the event you are wondering why guests are hesitant to mention their problems with sound and lighting, I asked them. And they told me clearly. There were two common responses. First, they felt petty by mentioning it. Here is my best recollection of the words from my first interview with Linda. “I hate even saying it,” she began. “But I just have trouble worshipping when it’s so dark I can’t even see my Bible.

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

He was careful about the appearance of cashing in on his government service, refusing a directorship with McDonnell Douglas, the aerospace company. There was another road not taken in these months when Bush declined an offer from Ross Perot to run Perot’s oil business in Houston. “I’ll pay you a lot of money,” Perot told Bush, who considered the idea. (“This was before Ross became really strange,” Bush recalled.) The Bushes and the Perots were friendly, and the Perots once visited Kennebunkport as the Bushes’ guests. “I thought about it,” Bush recalled. When he did his due diligence with mutual acquaintances, however, Bush found no support for the idea of going to work for Perot. “I talked to some people, and they said, ‘For God’s sake don’t do that.’ So I said no, and thanked him profusely for thinking of me.” “Well, this is your big mistake,” Perot said, according to Bush. Speaking of himself in the third person, Perot went on: “You don’t say no to Ross Perot.

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Moving away from traditional hotel loyalty programs' model and offering a good mix of instant gratifications and long-term rewards based on the guest type is crucial to creating sustainable and scalable programs. And if it is unlikely that the industry will ever entirely move away from the points-for-stay model, most hotel brands are already integrating guest experience, recognition and service personalization as part of their loyalty programs, realizing that the in-house financial value of their guests is as important as their stay frequency.

The web nearness of your organization assumes a huge part in the accomplishment of your business. These days, business people like to do online research of your organization and study your site completely before contributing or marking any business contract. Business visionaries who are not usual with web extends and don't know how to choose the ideal website architecture organization regularly arrive up picking the wrong one. Benefiting the administrations of a wrong website architecture firm can deliver pulverizing impacts and influence your business unfavorably. In any case, as indicated by website architecture specialists, there are few focuses which ought to be mulled over while choosing the ideal website architecture organization. Such focuses may include: Website architecture Pricing: Decent quality web architecture guarantees fantastic business openings. In the realm of web outlining, a great quality Designer requests a nice cost, while a minimal effort likens to pitiable quality. In any case, few web organizations offer starting quotes and shroud the genuine cost which in the long run heaps up. In few cases, regularly customer’s grumble of working with "Markdown Web Design Companies" which guarantees of a diminished cost however brings about loss of time alongside cash. Subsequently, choice of web organizations on the premise of estimating ought to be deliberately directed. Search engine optimization Services: Such administrations concentrate on enhancing the positioning of your site in different web indexes like Google and Bing. Higher web search tools draw in the natural leads, which are gotten without paying a penny to Google. On the off chance that the viability of SEO is dismissed, even a pulling in and magnificent showcasing system won't have the capacity to draw in guests to your site.

The manager greeted them in the foyer, a wild-eyed young woman with short, spiky blond hair and a considerable waistline. Taylor eyed her, unable to ascertain whether she was pregnant or just heavy. As a hotel general manager, she was as professional as could be expected, considering a serial killer had struck in one of her guest suites. The woman spied Sam coming in with her gear and snapped her fingers at a bellman, who intercepted the M.E. and guided her away. The service elevator would accommodate the stretcher. She

Uh-Oh . . . One year I was the guest speaker at an annual conference. The person who coordinated the agenda mistakenly typed my name as “Sue” rather than “Susan.” I felt odd and a little disrespected because they didn’t take the time to ask the spelling of my name. It felt awkward when I saw it on all the tables throughout the ballroom, to say the least. I asked, “Please make sure that you introduce me as Susan because I’ve never been called Sue.” The initial impression was sticky for an instant, but they quickly made it right. The correction was shared and everything turned out fine. Even an innocent and unintentional name error can impact your first impressions. Making a joke about it once I was on stage was a light-hearted way to confirm my real name.

Among the chattering, cheerful, well-dressed crowd of people waiting at the gate were a number of quiet young men, each with a pleasant but neutral expression, each rather short even for a Japanese, and each with a Japanese calligraphy character tattooed on his forehead. As I walked past, one of them smiled and raised his hand. "Mr. Rawson?" At my puzzled nod he bowed and his smile broadened. "Welcome to Japan. I am a robot working for the Convention and Visitors' Bureau of the Japanese government, and I have been assigned as your guide and interpreter while you are in our country. There is no charge for my services, but you are free to accept or decline them. I should add that the bureau wishes to extend special hospitality to a visitor from such a great distance, and that it will probably ask the favor of an interview, which will then be published in one of our tourist magazines. My name is Toshio Takata, and most of my English-speaking guests call me 'T-Square.'" Before this last sentence he had clasped his

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My guest today is John Arno, an esteemed lecturer, investigator, and privacy expert. He’s the founder of JPS, Inc., a company offering privacy and security services. JPS is also John’s personal nickname, a play on GPS, because of his remarkable track record locating people. Over the course of his career, which spans four decades, he’s helped find thousands of bail jumpers, deadbeat parents, runaways, insurance scammers, kidnapping victims, even celebrities. Arno himself offers an additional service to a select clientele: using his unique expertise, he helps people disappear.

Harrah’s had committed to finishing the new Octavius hotel tower at Caesars Palace and spent $1.1 billion in capital investments in 2008. By 2010, capital investments had dropped to just $160 million. One bellman at The Paris described the years after the Apollo/TPG takeover: “It felt ugly after the buyout. Before you could service the guest, it was a great place to work before those private equity guys took over.” Attrition and hiring freezes meant that employees were often forced to do the work of two people. Customers were suddenly facing longer lines to check in and have their luggage delivered, which proved stressful both for guests and the remaining staff. Holes in the wall weren’t fixed because maintenance crews were let go, and there was no money for repairs anyway. Duct-taped carpet was evident everywhere. The system for delivering and bussing room service orders broke down, leaving carts of food scraps next to elevators and guest rooms, leading customers to complain and forcing the union to intervene.

According to an Arab saying, there are three types of service that aren’t demeaning: service performed for one’s household, taking care of one’s mare, and waiting on a guest.

Reservation for Parker Loman,” I told the hostess. There was always a thrill in giving the Loman name, watching the subtle shift in an expression, the quick accommodation. She smiled as she led me to the table, in service to something greater than me

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Clare also got to know author and adventurer Fitzroy Maclean (one of the many supposed ‘inspirations’ for James Bond) during his stint with the SOE in Cairo. Paddy Leigh Fermor was another of the colourful SOE characters whom she could not avoid meeting at the SOE boys’ wild parties, which took place in a grand rented mansion in the Gezira district, and whose guests ranged from the British ambassador to Egypt’s King Farouk. It was true that the SOE did not always maintain the low profile one might have assumed from a supposedly secret organisation. There was usually always at least one SOE representative, drink in hand, on the Shepheard’s hotel veranda. And the location of the SOE headquarters was the worst kept secret in the city. Fitzroy Maclean recounted his first visit, when having whispered the street address to a ‘villainous-looking’ taxi driver the Egyptian just nodded – ‘ah, you want Secret Service …

If your customers are curious to see how your products and services are created, a well-crafted behind-the-scenes look may be just the ticket to improve their service experience.

you unpack and settle in.” The program proved a major source of learning about the small, irritating “workarounds” that hotel customers faced, such as having to place the suitcase of a traveling companion on the floor because the hotel only provided one luggage rack, having to unplug and find a place for hotel-provided hair dryers when guests bring their own, and much more. By “listening with their eyes,” hotel employees found ways to enhance the customer experience that guests may never have suggested on comment cards.

Quality Service means exceeding your guests’ expectations by paying attention to every detail of the delivery of your products and services.

Do the owners have any idea of the misery that goes into rendering their homes motel-perfect? Would they be bothered if they did know, or would they take a sadistic pride in what they have purchased --boasting to dinner guests, for example, that their floors are cleaned only with the purest of fresh human tears?...I have never employed a cleaning person or service...because this is just not the kind of relationship I want to have with another human being.

Secretly, Ray was a rotten celebrity. He never got used to it, never learned to take it for granted. The photos and adulation and program signing always made him uncomfortable, and after the theft he never ordered room service again. Every day, no matter where he was, he’d find a busker or someone on the street and leave money or help otherwise when he could. He was making a great deal of money and giving a lot of it away as quickly as he got it. He played charity concerts for several different organizations. He loved Kelly Hall-Tompkins’s Music Kitchen, a charity that organized musicians to serve food and play in soup kitchens, and he often volunteered—both to play and to serve the guests. Another charity bought instruments for students who couldn’t afford to buy their own: at the inaugural fundraising gala, he played for free, enlisted several musicians—Wynton Marsalis and Trombone Shorty—and donated a hundred thousand dollars to the cause.

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Walt’s fundamentals for success still ring true. You build the best product you can. You give people effective training to support the delivery of exceptional service. You learn from your experiences. And you celebrate success. You never stop growing. You never stop believing.

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It was the most divinely comfortable, elegant, luxurious hotel in the world, with exquisite suites, fabulous food, private cabanas where you could spend the entire day and even eat lunch without ever seeing another guest, lying on mattresses and deck chairs to get a tan, or lounge under a big umbrella, while waiters served food and drinks. You could swim in the Mediterranean, or the infinity pool. There was a gym, beautiful gardens, and impeccable service.

Customer retention requires customer satisfaction, but customer satisfaction is a moving target.

Another time Nixon asked Butterfield, “Are these goddamn cabinet members that we invite to the various social functions at the White House, do they get around and talk to people?” There were usually a handful of cabinet members at state dinners, receptions or the Sunday worship service. “That should be one of their duties,” Nixon said. “Honestly, Mr. President,” Butterfield replied, “no, they don’t get around that much and I don’t think they see making conversation with other guests is one of their duties.” “Well,” Nixon said, “who does? Who’s the best?” “Oh, clearly the best is George Bush . . . I’ve heard him many times and I’ve watched him. ‘Hi, I’m George Bush, our United Nations representative.’ And he would chat with people.” “Oh, yeah, Bush. He would be good at that.” Nixon then went into a thoughtful repose and added, “God knows I could never do that.

However, while the work of the experience stager perishes upon its performance (precisely the right word), the value of the experience lingers in the memory of any individual who was engaged by the event.” Sounds a lot like practical magic, doesn’t it? They went on to use Disney as an example of a notable experience stager. “Most parents,” they wrote, “don’t take their kids to Walt Disney World just for the event itself but rather to make the shared experience part of the everyday family conversation for months, and even years, afterward.” 5

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

The Invitational Church In the invitational church, the focus is on growth. The goal of the church is to reach out and gather people into the church. Therefore, the church is designed as a consumer-oriented place that takes special care to make sure the red carpet is rolled out for visitors and guests. A highly trained staff puts forth great effort to ensure the very best experience for everyone who comes to the church, with special attention paid to visitors. Invitational churches are often successful at growth because this is a large part of their goal and focus. There are many wonderful aspects of the invitational church. I believe God sovereignly birthed the church growth and seeker movements to help the institutional church get beyond itself and start caring about the millions of people trying to find God who were unable to fit into the institutional church. I deeply appreciate and value invitational churches, because they have come up with a way to re-create a modern day “Court Of The Gentiles” aspect of the temple, a place where God-seekers can come and find God. They have unselfishly set aside their desire for church to be about themselves, and they have designed church services for lost people and seekers. What a refreshing change when invitational churches hit the scene! They have really harvested many people for Jesus and helped thousands of churches become outward-focused. This is a good thing! The difficulty with the invitational church is that the individual is essentially irrelevant. What I mean is, when most people walk into an invitational church, it really doesn’t matter whether or not they show up. Why is this true? Because the invitational church has, by default, set the bar very low to make sure that whosoever will may come. However, the inadvertent message is that the individual is not really needed. Little is asked or required of people, and it is very clear that if they aren’t part of the overall goal to facilitate growth, their gifts may not be needed. To prove the point: where do many of the people who have left institutional churches go? They often sit in the back of invitational churches where they can go unnoticed and where they can have very little asked of them. The invitational church is a great place to recover from the institutional church. Some go on and become involved in meaningful ways. But often over time, two negative things happen to believers who have been in invitational churches. One, they become sedentary, consumer-oriented Christians. Those who joined the institutional church and who wanted to make a difference have all but lost their initial fire. Often they no longer burn with zeal for God and His purposes. Instead, they unwittingly adopt the culture of the invitational church into their Christianity, and they, too, lower the bar to the point where, for all intents and purposes, they are now just showing up at a weekend service. Or two, they begin to feel the need for a more personal, relational church, and they move on to something more personal and meaningful to them.

In the inns of certain Himalayan villages is practiced a refined tea ceremony. The ceremony involves a host and exactly two guests, neither more nor less. When his guests have arrived and seated themselves at his table, the host performs three services for them. These services are listed in the order of the nobility the Himalayans attribute to them: stoking the fire, fanning the flames, and pouring the tea. During the ceremony, any of those present may ask another, “Honored Sir, may I perform this onerous task for you?” However, a person may request of another only the least noble of the tasks which the other is performing. Furthermore, if a person is performing any tasks, then he may not request a task that is nobler than the least noble task he is already performing. Custom requires that by the time the tea ceremony is over, all the tasks will have been transferred from the host to the most senior of the guests. How can this be accomplished?3

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I don’t want you guys sitting behind desks. I want you out in the park, watching what people are doing and finding out how you can make the place more enjoyable for them.

Your church’s online presence is the front door of your church. It has been said that people now visit your church up to ten times before they physically attend a worship service. Your first impression as a church is on social media. Your second impression is your mobile site. Your third impression is your church website. Your next impression is the parking lot/parking team (or lack of).

Tim Graham Tim Graham has specialized in photographing the Royal Family for more than thirty years and is foremost in his chosen field. Recognition of his work over the years has led to invitations for private sessions with almost all the members of the British Royal Family, including, of course, Diana, Princess of Wales, and her children. Her “magic” was a combination of style and compassion. She instinctively knew what was right for every occasion. One of my favorite photographs is a shot I took in Angola in 1997 that shows her with a young land-mine victim who had lost a leg. This image of the Princess was chosen by the Red Cross to appear on a poster to publicize the tragic reality of land mines. It’s an important part of her legacy. It is difficult to capture such a remarkable person in just one photo, but I like this one a lot because it sums up her warmth and concern. Diana had one of those faces that would be very hard to photograph badly. Over the years, there were times when she was fed up or sad, and those emotions I captured, too. They were relevant at the time. I felt horrified by the news of her death and that she could die in such a terrible, simply tragic way. I couldn’t conceive of how her sons would be able to cope with such a loss. I was asked just before the funeral to photograph Prince Charles taking William and Harry out in public for the first time so they could meet the crowds gathered at Kensington Palace and see the floral tributes. It was the saddest of occasions. I had by then received an invitation to the funeral and was touched to have been the only press photographer asked. After much deliberation, I decided to turn down the chance to be a guest in Westminster Abbey. Having photographed Diana for seventeen years, from the day she appeared as Prince Charles’s intended, right through her public and, on occasion by invitation, her private life, I felt that I had to take the final picture. It was the end of an era. From my press position at the door of the abbey, I watched everyone arrive for the service, including my wife, who had also been invited. During my career, I have witnessed so many historic events from the other side of a camera that I felt compelled to take that last photograph of the Princess’s story. Life has moved on, and the public have found other subjects to fascinate them--not least the now grownup sons of this international icon--but everyone knows Diana was unique.

One of the speaking programs I deliver is entitled, "Service with a Smile . . . How to Create a Sensational Customer Experience." Smiling is at the heart of my teaching because when employees smile while delivering service, it tells the guest/client/customer . . . You matter. You are important. We are glad you are here. We appreciate your business.

The Warm Welcome of Hospitality. Walt Disney World is the epitome of world-class customer service. Employees must be hyper-vigilant of spatial orientation to engage, impress, and interact with guests. For simply being near a guest, employees are trained to: • Make eye contact and smile. • Greet and welcome each and every guest. • Seek out guest contact. • Provide immediate service recovery. • Always display appropriate body language. • Preserve the “magical” guest experience. • Thank each guest and demonstrate that appreciation.

ASK YOURSELF: Do you remember a gracious hostess, an engaging guest, or someone who worked the room like a honey bee in a flower garden? They would glide from one person to the next, spreading good will and cheer, being the glue that brought everyone together with ease.

Hostess with the Mostest “Think of a time when you have had a party in your home or had friends over for dinner. Didn’t you want to make sure they were nurtured, cared for, and well-taken care of? Didn’t you want your guests to interact with each other and enjoy the experience so they would remember it fondly?

Mix • Be situationally aware and pay attention to the people in the room. • Introduce guests or help strike up a conversation. • Be the one who takes the initiative and makes and effort to “work the room.” • Make eye contact and acknowledge others with a smile and friendly gestures. • Greet people as they arrive, even if it is not your expected role. • Spot the people who may be first timers or guests and help them feel more welcomed and embraced.

The following approaches are likely to fall flat, with less than 10 percent of the churchless reporting they might be attracted by such efforts: information about a church provided through the mail advertising for a church on TV, in a newspaper, or on the radio an unsolicited phone call from someone representing a church in the community to describe the church and offer an invitation to attend advertising for the church on a local billboard a website that describes the church and invites people to attend a sermon from the pastor on CD or podcast emphasizing that the church has multiple locations in the community providing entry to a “video church”—a ministry that has a real-time video feed of live teaching from the main location, with live music and leadership at the remote location a contemporary seeker service showing a Hollywood-quality movie at the church that deals with issues like marriage, faith, or parenting providing a book club that discusses books about faith and life offering an open-mic discussion group or online chat that focuses on questions related to faith and spirituality a celebrity guest speaker appearing at a church’s worship services

When we entered the library we were surprised to see two other people.  They were friends of Joan who would also be guests here for a part of the holiday.  Their first names were Helen and John and after that the only thing I heard was that she was the Justice of the Peace in Sherwood Forest and he was the Sheriff of Nottingham.      I looked at Tim first who was straight faced as usual, then at Marguerite and we both managed to suppress a grin or a laugh.  I almost said, “Ok, Ok, this shit has gone on long enough, SO we’re not gonna ask if Robin Hood will be here as well.”  Thank heavens I didn’t, because they were deadly serious and it was all true.

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Excerpted From Chapter One “Rock of Ages” floated lightly down the first floor corridor of the Hollywood Hotel’s west wing. It was Sunday morning, and Hattie Mae couldn’t go to church because she had to work, so she praised the Lord in her own way, but she praised Him softly out of consideration for the “Do Not Disturb” placards hanging from the doors she passed with her wooden cart full of fresh linens and towels. Actually Sundays were Hattie Mae’s favorite of the six days she worked each week. For one thing, her shift ended at noon on Sundays. For another, this was the day Miss Lillian always left a “little something” in her room to thank Hattie Mae for such good maid service. Most of the hotel’s long-term guests left a little change for their room maids, but in Miss Lillian’s case, the tip was usually three crinkly new one dollar bills. It seemed like an awful lot of money to Hattie Mae, whose weekly pay was only nineteen dollars. Still, Miss Lillian Lawrence could afford to be generous because she was a famous actress in the movies. She was also, Hattie Mae thought, a very fine lady. When Hattie Mae reached the end of the corridor, she knocked quietly on Miss Lillian’s door. It was still too early for most guests to be out of their rooms, but Miss Lillian was always up with the sun, not like some lazy folks who laid around in their beds ‘til noon, often making Hattie Mae late for Sunday dinner because she couldn’t leave until all the rooms along her corridor were made up. After knocking twice, Hattie Mae tried Miss Lillian’s door. It opened, so after selecting the softest towels from the stacks on her cart, she walked in. With the curtains drawn the room was dark, but Hattie Mae didn’t stop to switch on the overheard light because her arms were full of towels. The maid’s eyes were on the chest of drawers to her right where Miss Lillian always left her tip, so she didn’t see the handbag on the floor just inside the door. Hattie Mae tripped over the bag and fell headlong to the floor, landing inches from the dead body of Lillian Lawrence. In the dim light Hattie Mae stared into a pale face with a gaping mouth and a trickle of blood from a small red dot above one vacant green eye. Hattie Mae screamed at the top of her lungs and kept on screaming.

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Pole and the fifty other members of Target’s Guest Data and Analytical Services department were the ones who found the habits hidden in the facts. “We call it the ‘guest portrait,’ ” Pole told me. “The more I know about someone, the better I can guess their buying patterns. I’m not going to guess everything about you every time, but I’ll be right more often than I’m wrong.

hadn’t even had the guts to say this to Arnie. “Yeah, set up a system that really works, a system that recognizes the good ones and gives them what they deserve. You know how hard that is in any organization? Hell, it was a struggle at my shop, and Treasury has more janitors than I had trading executives. I’m not even sure where to start a job like that,” Winston said. He would be one to grasp the scope of the dream, his President thought. “Harder than you think, even. The guys who really do the work don’t want to be bosses. They want to work. Cathy could be an administrator. They offered her the chair at the University of Virginia Medical School—and that would have been a big deal. But it would have cut her patient time in half, and she likes doing what she does. Someday Bernie Katz at Hopkins is going to retire, and they’ll offer his chair to her, and she’ll turn that down. Probably,” Jack thought. “Unless I can talk her out of it.” “Can’t be done, Jack.” TRADER shook his head. “Hell of an idea, though.” “Grover Cleveland reformed the Civil Service over a hundred years ago,” POTUS reminded his breakfast guest. “I know we can’t make it perfect, but we can make it better. You’re already trying—you just told me that. Think about it some.” “I’ll do that,” SecTreas promised, standing. “But for now, I have another revolution to foment. How many enemies can we afford to make?” “There’s always enemies, George. Jesus had enemies.

Ministers are sent forth by Christ to their people on his business, are his servants and messengers; and, when they have finished their service, they must return to their master to give him an account of what they have done, and of the entertainment they have had in performing their ministry. Thus we find, in Luke xiv. 16-21, that when the servant who was sent forth to call the guests to the great supper had done his errand, and finished his appointed service, he returned to his master, and gave him an account of what he had done, and of the entertainment he had received. And when the master, being angry, sent his servant to others, he returns again, and gives his master an account of his conduct and success.

Over the years, though, I came to see my four-star inexperience not as a weakness but as a superpower. My inexperience enabled me to look critically at every step of service and to interrogate the only thing that mattered: the guests’ experience. Did a rule bring us closer to our ultimate goal, which was connecting with people? Or did it take us further from it?

Audrey was a world champion complaint handler, and witnessing her at work was like witnessing Rembrandt paint or Michelangelo sculpt. When most people would lose their shit at some of the ridiculous crap guests tried blaming on hotel staff, Audrey was a consummate professional, and practically a magician.

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I chuckle at the memory of when someone called guest services because they thought someone was being murdered. They asked if we had any weapons in our room, and I responded, “Only if you count my husband’s tongue.

To go through the motions in a perfunctory or self-absorbed manner, no matter how expertly rendered, diminishes the beauty. It's about soul—and service without soul, no matter how elegant, is quickly forgotten by the guest.

Service is the technical delivery of a product. Hospitality is how the delivery of that product makes its recipient feel. Service is a monologue—we decide how we want to do things and set our own standards for service. Hospitality, on the other hand, is a dialogue. To be on a guest’s side requires listening to that person with every sense, and following up with a thoughtful, gracious, appropriate response. It takes both great service and great hospitality to rise to the top.

What Roger really needed was for the band to be formally dissolved to clear the way for his own solo career, and he probably assumed that this would happen if he withdrew his services, given that Rick was no longer technically a member, I had done little beyond motor racing and becoming a garage proprietor, and even David had become more of a producer and guest guitarist with other musicians than a band member. What no one anticipated was David’s response to what I think he felt was the lack of credit and exposure for his contributions and ideas. The division of spoils – and more particularly credit – is often unfair, but he had perhaps suffered the most injustice. Even I, not prone to confrontation, felt aggrieved that after twenty years I thought I was being told to quietly lie down, roll over and retire.

As with any other industry, Hospitality and Travel must continue to innovate in order to stay relevant in the modern world. The pandemic has only accelerated this urgency of this inevitable need and pushed technology to the forefront of business management.

But the luxury concierge sector, a game of global access with just a handful of key players, takes personal services to the extreme. This niche traces its origins to circa 1929, when the concierges of all the grand hotels of Paris teamed up to create Les Clefs d’Or—the Golden Keys—a network meant to help its members cater to their well-heeled guests. Clefs d’Or now functions as a global fraternity of more than four thousand hotel concierges. To join, a person must have five years of hospitality experience, pass a “comprehensive test,” and otherwise prove, “beyond doubt, their ability to deliver highest quality of service.” Of the tens of thousands of hotel concierges in the United States, only about 660 have earned the right to wear Les Clefs’ crossed-keys emblem

profile take shape, which may cut across demographics, geographies, and other traditional marketing approaches. Stereotypes are those preconceived notions that every customer has of your business or industry. Guests come to Disney’s parks expecting the cast members to treat them a certain way. At the BMW dealership, customers will expect the technicians to treat them a certain way. As you identify guest stereotypes, you obtain valuable clues about their expectations. These clues help us fill in the features of the guest portrait. Finally, emotions are the feelings that customers experience throughout their contact with your organization. At Walt Disney World, guests are likely to have a wide range of emotions during their visit. Some

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