Issue link: https://www.e-digitaleditions.com/i/480616
28 FEDA News & Views Foster Frable continued owner/chef, the dealer may discover that some "issues" from their perspective are negotiable or perhaps not even a con- cern to the owner/chef. This is an important point. Items like fit-and-finish or cosmetic damage may rank low in priorities for the owner/chef, while a missing faucet or oven rack is a big issue. If time/resources are limited, fix items that provide the most benefit to start-up and approvals, and base that list on what the customer actually says, not on assumptions. Bad news is bad, late bad news is unforgivable. Most owners can deal with bad news when it's first known; delaying or withholding bad news only leads to bigger prob- lems. Waiting until the end of a project to inform an owner about unexpected change orders is a recipe for disaster. A common excuse is that fixing the problem was not control- lable, and/or the owner would have had to pay for it anyway. Even so, owners deserve to know when a problem is first discovered. Knowing early could lead to a deferred buying decision or purchasing a different brand or size of equipment. Also keep in mind that the bearer of late bad news will have to fight to be paid. Rules of the Road Customers have the right to expect prompt atten- tion and the high levels of customer service out- lined in this article. The following guidelines foster good communication and meet expectations: Document all conversations and directions, and copy anyone affected by the direction from the manager or chef. This usually includes the owner, architect, consultant, project manager, and GC. If the request involves added costs or possible delays, it must be clearly documented. The more comprehensive the records, the less likely there will be misunderstandings or rejected change orders. After 40 years in the business, I have learned that designers and dealers who have the most problems at the end of a project are those who document the least. Obtain signed agreements for every requested change not in the original scope or contract. Make sure the document includes any impact on the schedule as well as the cost. A signed approval will make it easier to get fast approvals on change orders. Frequently contact the owner/chef to become aware of potential issues, especially during the installation. During the negotiation phase of a project, dealers and owners are in close contact. Once the project has started, however, dealers often make the error of leaving the owner alone. This mistake precludes learning about problems early on while they can be easily corrected. Be firm and clear. Expectations need to be man- aged. When something cannot be done, say so. It's the professional thing to do. If something goes wrong, apologize, explain the situation, and pro- vide solutions, not excuses. Keep cool. Chefs in our industry are often high- energy and accustomed to adversarial relation- ships with staff and/or suppliers. No amount of agitation from a customer justifies retaliation. Encourage all team members, including installers and subcontractors, to remain calm and not take any tirades personally. Remember, the issues of the moment will pass and be forgotten, but harsh words stick in our memories. Successful projects require skill, passion, and good communication. At the end of every project, docu- ment what went right and wrong. Share that infor- mation with team members. Focus on developing systems and standard forms of communications that keep common errors from repeating and make sure team members are fully trained to use them. The reward for doing good work is more good work. Dealers that understand and perform as though they have a stake in every project out- come—well, they just get more projects. PERFECT CUP OF TEA INTRODUCING TEACUP WITHOUT THE MESS WWW.SERVICEIDEAS.COM