A Fish Rots From The Head

CUSTOMER SERVICE, or the lack thereof, has been a hot topic in Namibia for years, but remains unresolved. Just look at the negative reviews about accommodation establishments and restaurants on social media platforms, and postings from dissatisfied or aggrieved customers.

Some say that the root cause of the problem is low spending on skills training, and failure to routinely retrain frontline staff. Others are adamant that low remuneration of that category of staff undermines work performance. Another school of thought is that it already starts with the recruitment of personnel. People with the wrong attitude are employed.

Whatever the reason for or cause of suboptimal service delivery in the hospitality sector might be, bosses must shoulder the blame. That great general and French emperor Napoleon Bonaparte reportedly said there are no bad soldiers, only bad officers.

‘Undercover Boss’ is a reality television series launched a decade ago in 2009. The owner or a senior executive of an enterprise goes undercover, usually disguised as a newly recruited employee. The aim is to check out how the firm is performing. In this way, the boss observes first-hand how well or not customers are being served, other employees treated, and the firm’s processes or procedures applied during the routine course of doing business.

Originating in England, the ‘Undercover Boss’ series was produced in many other countries. I have seen episodes from series made in the USA and Canada.

The boss in disguise more often than not gets a rude awakening, soon realising that all is not well at the frontline of business. They often embarrassingly realise that aloofness and detachment on the part of the leadership and management is actually part of, or is the problem.

This gives credibility to the adage that a fish rots from the head. An adage is a short saying that gains credibility over time, and is often used to underscore a message or lesson. The adage ‘a fish rots from the head’ is a proverb of ancient origin, which is of course used in a metaphorical rather than a literal sense.

Episodes of ‘Undercover Boss’ that I recall are where the owner of a large hotel group makes a point of routinely going through the check-in process, and routinely staying in a room. She said this helps her identify or anticipate problems and potential annoyances. She then guides her management on remedial action, thus avoiding inconveniences to guests. Happy guests return.

A restaurateur follows a similar practice, and convincingly says this contributed towards consistent business growth for over a decade, when most eateries lose their customer attraction after three years.

Customers will routinely bestow ratings for service received, and when let down, make a point of telling all and sundry. Social media makes this easy, and hotels or restaurants who give sloppy service will quickly learn the hard way. Potential customers take such feedback seriously, and then their business elsewhere.

For smart entrepreneurs in the hospitality sector, it is obvious that service starts once the guest checks in at the hotel, or is seated at the table, ready to dine. As much as it applies to the provision of services, so too it is when selling goods. Before the sale is made, service becomes part of the sales transaction, and continues after it has ended.

Training frontline staff to provide the highest level of customer service must not be ignored. But let’s not skirt the issue. Work takes me around Namibia and at hotels where service is lacking, rooms are scruffy, showers dirty, food greasy and unappetising. It is clear that the root cause lies with the nowhere-to-be-seen owner or management.

* Reach Danny Meyer at danny@smecompete.com