What makes scripts crucial?




Scripts are crucial, not merely important. Additionally, strict adherence to them with constant inspection and validation of progress toward their proper deployment is just as important as the relevance of the scripts themselves.

 

We all know that a powerful process sets you free. It has been repeatedly demonstrated in the military, commercial, and academic fields. Whether they are aware of it or not, successful people follow a process in practically every area of their everyday lives.

 

If you want to achieve ultimate success, scripts must be used in conjunction with every effective method. The majority of rank-and-file teammates are simply unable to communicate when, what, or how they should. This is where a solid methodology combined with scenario-based scripts is useful. Again, though, scripts alone are not enough; they must be constantly monitored and checked for compliance, with coaching provided for mistakes as well as accomplishments. You take a lot of risks if the examination doesn’t have an ongoing component.

 

I was involved in three separate (though related) incidents this week when a customer’s experience was jeopardized and money was lost. With a procedure, a script, and checks and balances, these issues can be readily resolved, despite the fact that they occur frequently.

 

Situation 1: While waiting for a table during happy hour at a pub…

 

I’m waiting for the rest of my party and our table while seated alone at the bar. I was on time. I became aware that there was no procedure, no script, and no rhyme or reason to anything as I watched the bartender move from customer to customer while concentrating entirely on those sitting at the bar. Some individuals were informed of the happy hour offers, while others weren’t. Some folks got water, while others didn’t. Some people received menus, while others didn’t. A few people had nothing, while others received silverware and place settings.

 

I refused to be there for happy hour when the bartender inquired about it. That didn’t mean I wouldn’t place an order; it only meant I wasn’t interested in anything on the happy hour menu. She then departs from me and approaches the following customer to collect his order before advising him that “That’s not on happy hour,” to which he replied, “Is it not available at all? I still desire it.

 

What can be learned from this dining experience, then? They were losing thousands of dollars every day due to a lack of process with a script, inspection coaching, and continuous training. Imagine if everyone received the following introduction: “Welcome to ABC Restaurant, my name is Michele, and here are our happy hour specials, which end at 7 o’clock.” I’ll be back as soon as possible with water and to take your order. WOW! You now know her name, what the happy hour entails, when it ends, and where to get water.

 

Situation 2: A different restaurant, waiting to be seated while standing at the hostess stand.

 

The hostess is speaking on the phone with a customer while I wait in line to be seated. She received no instructions, scripts, or even the appearance of a procedure. Phone calls, faxes (yep, they had fax machines up there), and walk-ins all lead to her. She almost certainly manages the online appointments as well.

 

I overheard her say, “2 p.m. on Saturday? Yes, feel free to enter; we are here. The lady who answered the phone stated emphatically that no reservation was required before adding, “Nope, we’re dead on Saturdays, come on up.” Because of the scale of the party, the person on the other end of the phone double-checked before responding, “Yeah, we’re good for 10 people.”

 

Uh…

 

Why would you choose not to make a reservation?

 

WHY WOULD YOU NOT RECEIVE INFORMATION ON CONTACT?

 

WHY DID YOU REFUSE TO CONFIRM THE RESERVATION?

 

Why DO YOU NOT VERIFY THAT THEY KNOW WHERE YOU ARE LOCATED?

 

Personally, and according to the glances we were exchanging with one another, at least two other people in line, we wouldn’t eat there. They’re “dead on Saturdays, and I’m beginning to worry, for a reason. Cleanliness, perhaps? Quality? Staffing? All problems that would sabotage ten people’s lunches, right?

 

How, then, should this conversation have gone? This is Jill, and it’s a beautiful day at ABC Restaurant. Are you calling to book a reservation? Following their affirmative response, she should repeat the party size and time to them, noting “2 at 10” but rather “10 at 2.” What name should we use for this reservation, and what’s a good way to reach you? Does it text? As it is a large gathering, repeat it back and then call the day of the reservation to confirm. All the more reason to reserve a party that size given that they are “dead” at that point!

 

3. The Rolex was given as a company gift.

 

My incredibly excellent friend owns a business that gives brand-new Rolex watches to seasoned team members. The ones they purchase often cost roughly $15,000. basically the cost of a car. He was on speakerphone while making calls to secure one while I was in his office. The initial two calls were horrible.

 

They went as follows:

 

Jewelers: “Watches, this is Jim.”

 

Customer: Hi Jim, Gary here, and I’d want to buy a stainless steel Rolex for a worker.

 

“We don’t have any,” said the jeweler.

 

Customer: I didn’t anticipate that you would, but if you want, you can have my name and phone number.

 

Jewelry store: “There isn’t a deadline.”

 

Customer: Regardless of how long it takes, I can make a deposit over the phone…

 

You must enter the jewelry store, it says.

 

Now, when I tell you that both calls were the same, I really just mean that they were both awful. Based on his staff size and tenure, he typically purchases two of these $15,000 watches each year. Having that client in your pipeline is nice. Imagine if these individuals offered him alternatives like used items, a different brand with a comparable price, a waiting list, etc. Nothing.

 

He eventually located someone who handled the phone properly on the third call, so. We immediately departed to get there and make the transaction because it was the store’s owner. Now, when he was there, he also bought his wife an important piece of jewelry, and when she went in to pick it up from being sized, she also bought herself a new Rolex and gave their kid a Rolex as a graduation present. Therefore, in just three days, that one call went from a $15,000 sale to a $100,000 transaction, creating a customer for life.

 

Asking yourself, “What would the owner do in that situation?” is an excellent acid test. Perhaps you need scripts, a procedure, and continual adherence counseling if he won’t do what you have just done.






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