G
when it is focused, sincere and ongoing.
Most world-class organizations quickly
indicate training and education as keys
to their success. However, it isn’t simply
a matter of sending employees to classes
and checking training off your to-do list.
It is about using educational opportunities to strategically deepen the culture
of the organization. The information in
this article is applicable to all training
efforts, including orientation, on-the-job
training and ongoing training efforts.
Effective education/training in an
organization should accomplish three
objectives:
OBJECTIVE 1:
BUILD PRIDE IN THE ORGANIZATION
OBJECTIVE 2:
COMMUNICATE THE “TRUE PRODUCT”
In order to get the highest level of
performance, associates need to understand the value of what they do beyond
the mechanics of the job. Most people
Continued on page 36
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SCORE | 2016 Issue 3
When employees are proud of what
they do and the organization they work
for, they will usually go the extra mile
when opportunities present themselves.
This is because they feel a sense of duty
to uphold the image the organization
has built. In most companies, employees
don’t truly feel a connection to the
company’s heritage and traditions;
therefore, they have no anchor for an
emotional connection.
As leaders, we should use every
opportunity to educate our people on
the values, heritage and traditions of
the company. We need to provide a
foundation for pride. Employees will
always gripe internally about certain
organizational issues. It is simply human
nature. The true measure of pride is how
they talk about the company externally.
If someone badmouths the company,
do employees defend the company’s
honor? Or do they join in with the
badmouthing?
Storytelling is at the core of organizational pride building. Where did the
company come from? What makes it
special? What are some of the legends
that define the company’s culture?
Disney makes a special point to highlight
the challenges and struggles of the early
years and how the challenges were overcome through courage and creativity.
This helps new cast members appreciate
the legacy they are
now responsible for
upholding. I know
of a hospital whose
orientation program
highlights their
ongoing community
involvement and the special place they
occupy in the hearts of community residents. Employees get the message that
they are now ambassadors of this reputation. This message is stressed in every
one of the hospital’s training activities.
As mentioned above, storytelling is
a key tool in the pride-building component of training. Anthropologists tell us
that throughout history humans have
used storytelling to perpetuate their
cultures. Stories create a picture of the
culture in action and help create an
emotional connection. A good place to
start is with long-term employees, especially those who were with the company
from the beginning. Get them to tell
you stories of those early years and how
the company endured through good
and bad times. Why did the company
succeed? Who were some of the key
people involved? You clearly won’t be
able to use every example, or even most
of the examples. But a few gems will
present themselves that truly define the
company’s origins.
Also, talk to your outstanding
employees one-on-one. Why are they
proud to work with the organization?
What stories do they share that provide
the rationale for their pride? Again, you
won’t be able to use everything you hear,
but certain themes will arise that will
help new employees connect emotionally with the culture. Make these stories
key components of your organization’s
training activities.
THE
eorge Miliotis was the general
manager of the California
Grill restaurant from the time
it opened until he left in 2002.
The California Grill is an upscale restaurant located at Walt Disney World.
George is a big believer in training
and education. Every new cast member
attends the Disney “Traditions” orientation. George recognized, however,
that it was his responsibility to support
and supplement the education his cast
members received. George spent 15
minutes every day educating all California Grill cast members (front-ofhouse and back-of-house). If he wasn’t
there, the assistant manager conducted
the training session.
Three topics were covered in these
short sessions: wine, food and service.
George trained servers from all walks
of life to be world-class food and wine
experts. Every cast member on every
shift knew how to describe all menu
items in a way that highlighted the
reason it was special (menu items vary
depending on season). George’s servers
knew the perfect wine to accompany the
meal a guest had ordered. Servers could
describe the freshness of the tomatoes
used in a way that would make your
mouth water. George also discussed
guest service issues, which included
recognizing performance, providing
showmanship tips (how to describe the
wine list is truly an art), or anything else
he felt deserved attention. The impact
of these daily educational moments was
impressive:
• Wine revenue represented 30-plus
percent of total sales at the California
Grill. Beverage sales in similar restaurants average only 10 to 15 percent of
sales.
• In 1999, a USA Today food critic
wrote that the single best meal he had
that year in the United States was at the
California Grill.
• 65 percent of the original staff (seven
years at the time George left) were still
with the restaurant. This is in an industry
that averages nearly 200 percent turnover per year.
Education, in all its forms, pays off
By Dennis Snow