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Legendary Stories: A Four Seasons Anecdote

And our employees continually do amazing things, going beyond what anyone would normally expect from customer service. I'm reminded of an event at Four Seasons Chicago, about six months after it opened in 1989. The event was a small black-tie fund-raiser for sixty people hosted by President and Nancy Reagan to support Children's Memorial Hospital.

Every gentleman in the room wore black tie—except one.

Hans [Willimann, a thirty-year Four Seasons veteran] overhead a man off to one side speaking with his wife as donors lined up to get their pictures taken with the former president and first lady.

"You could have told me that it was black tie!" he complained to her. "If you had, I wouldn't feel like an idiot."

Hans moved close enough to hear this, and he approached in classic Four Seasons fashion.

"I'm sorry," he said, "but I couldn't help but overhear your conversation. I work here. I understand your dilemma, and I think I can help."

Hans invited the man to follow him to the uniform office.

"Khaled, this gentleman doesn't have a tuxedo. Can you help him?"

Khaled invited the gentleman to have a seat in his office, excused himself, changed out of the tuxedo he was wearing, put on his civilian clothes, and rushed to the laundry to press his very own tuxedo for the guest to wear. The pants were a little bit too big, so the staff seamstress came up and fixed them, and the gentleman rejoined the party.

The next day Hans received a length and effusive letter of praise from Mr. Steingraber expressing his gratitude. The letterhead indicated that he was the chairman and CEO of a major global strategic consulting firm, A.T. Kearney. And he felt that if his consultants had the kind of attitude that Hans and his banquet manager had demonstrated, the company could be twice their size.

Source: Four Seasons: The Story of a Business Philosophy

The Character of Frontline Employees

Delighting guests means putting kindness and intelligence into action. Often, delight comes from something small doesn't cost a great deal—offering a pot of tea to someone who arrives with a cold, for example. You can't script or incentivize staff to do this. It would feel mechanical and lack authenticity. And it's not necessary. If you have the right people on board, they come to work with that motivation. They take personal pride and satisfaction in seeing to it that the guests are well cared for. Just as important, you must select and develop the right people as front-line leaders so they can create an environment in which people can be their best.

Source: The Ultimate Question 2.0 (p. 211)

Four Seasons Founder Isadore Sharp on Culture

Over the years, we've initiated many new ideas that have been copied and are now the norm in the industry. But the one idea that our customers value the most cannot be copied: the consistent quality of our exceptional service. That service is based on a corporate culture, and a culture cannot be mandated as a policy. It must grow from within, based on the actions of the company's people over a long period of time.

Four Seasons is the sum of its people—many, many good people.

Source: Four Seasons: The Story of a Business Philosophy