"Mrs. VanPopplin is coming in for a do-over, and she's not happy."

"It's Jenna's birthday; make sure to sign her card."

"Does anyone have questions about the new product line that goes on the shelves today?"

Every day at Preston Wynne Spa starts with a quick pre-shift huddle. All workers gather with the manager on duty and set their game plan for the day. It's similar to what restaurants call "the lineup," and it's not unlike a football huddle. The staff members talk about any VIP customers who will be coming or how they should approach a previously unhappy patron who is coming back for a redo. It takes just a couple of minutes for the manager to create the pre-shift plan, and it puts everybody in alignment before starting the shift.

The daily pre-shift event puts a positive focus on company basics. It builds greater awareness of the value of both customers and coworkers. It also provides tools for dealing with situations that may arise unexpectedly and sets a positive emotional state for the staff. The shift manager finds out whether anyone is missing or coming in late. Managers also take the opportunity to receive employee comments.

Peggy Wynne Borgman, the sharp-minded, big-hearted president of Preston Wynne Spa in Saratoga, Calif., is a standout in the extraordinary way she creates world-class customer service experiences. She understands that her employees spend a significant portion of their lives at work. So to make the company an appealing place to work, Borgman makes protecting an enjoyable and harmonious work environment one of her core values. This translates into happier, more skilled employees who know how to treat customers right.

The spa industry is highly competitive. Those who provide the most gracious service to their typically high-powered and time-impoverished clientele get repeat business. How does Borgman guarantee her customers will be cared for at the highest possible levels? She encourages her managers to focus on their internal customers--their employees. Ensuring that communication is frequent and open makes employees feel valued and inspires better service.

This type of continuous communication is what operations manager Nandita Mahadevan believes is responsible for the spa's low turnover rate. And a low turnover rate means that customers are more likely to have a positive experience with a well-trained and service-oriented staff member. Mahadevan supports her employees in their client-care efforts by keeping the lines of communication open. "I have an open-door policy," Mahadevan says. "When issues come up, I encourage employees to talk to us so that we can get them resolved quickly."

One way to keep in contact is through technology. When there's a need, the staff can send Mahadevan an instant message through the spa's computer network from anywhere in the building. If a technician wants to pick up an extra shift, Mahadevan can look at the schedule and reply in seconds. "I try my level best to get back to every employee immediately," she says.

Along with immediate availability through instant messaging technology, face-to-face management is a proactive step Mahadevan takes every day. "Managing by walking around is the best way," she says. "It makes it easier for someone to come up to you with a problem, instead of having to track you down in your office to get the smallest things solved." Sometimes, Mahadevan will get spa treatments herself, so she gets yet another opportunity to interact with the technicians.

Of course, some issues are uncomfortable for staff to share face-to-face. To receive feedback on those items, Mahadevan provides "quality building report" forms to her staff. If a technician is unhappy with something or had a bad experience with a client or coworker and wants to bring it to management's attention, she can fill out a form anonymously. The forms cover everything, from tips being delayed to room cleanliness.

"As trivial as that may seem, that's what they do on a day-to-day basis," Mahadevan says. "When you spend eight hours in a room, its cleanliness is important." Her deep understanding of what is meaningful to her staff is what makes Mahadevan an internal customer service superstar. She maintains a happy staff roster by reminding her employees, "The only way we can make things better is if you tell us." When employees communicate well with management, good feelings spread out to their external customers.

As a business owner, you often get too caught up in the details of day-to-day "stuff"--like payroll, HR forms or sales calls--to communicate regularly with your staff. However, you can change that. Small things, like a five-minute meeting at the beginning of the day, can make a big difference in how valued your employees feel and how valued they make your customers feel.

What Preston Wynne Spa calls "the morning huddle" can easily be put in place at any business. In the few minutes while people are gathering, encourage your staff members to get to know each other a bit with some casual conversation. Move on to review the scheduled activities of the day, then ask if anyone has any concerns that need to be addressed. At first, the meetings may seem awkward and some employees may balk at the idea of having a meeting "every single day." Don't let that deter your intention of regular communication. Try different agendas until you find a formula that fits your company. Over time, a quick morning huddle can become a critical positive energy boost to start the day.

Another easy-to-implement plan is for managers to "manage by walking around." This refers to walks through the office to interact with employees. Ask them if there's anything you can do for them. You may be surprised by what you learn that you may not have otherwise known. It's also a great way to ensure that small problems are solved before they become big issues.

By focusing on communication with your internal customers--your staff--you will positively impact the quality of your customer experience.

Marilyn Suttle and Lori Jo Vest are the authors of Who's Your Gladys?: How to Turn Even the Most Difficult Customer into Your Biggest Fan. Suttle, founder of Suttle Enterprises LLC, has taught thousands of people across the country how to have happier, more productive relationships with customers. Vest has been involved in relationship-based sales and customer service for more than 20 years, most recently with television production studio Communicore Visual Communications.

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