Building a Culture of Service Excellence

Creating a culture of service excellence isn't just about setting high standards — it's about constructing an environment in which exceptional service becomes second nature. Tom Hedrick, Vice President of Tribal Community Services at San Manuel Band of Mission Indians, has spent over three decades mastering this art. From his humble beginnings at 16 to his current leadership role, Hedrick's journey is a testament to the power of dedication, empathy, and strategic leadership.

A Career Built on Growth and Opportunity

Hedrick’s career began at 16, working as a team member for the San Manuel Band of Mission Indians. Reflecting on his journey, he remarked, “It’s seldom you start at 16 to get a job and it turns into a career. I was fortunate to grow as the business grew.” Hedrick’s roles evolved from managing slot operations to learning table games, eventually leading him to direct customer experience initiatives.

Hedrick attributes much of his success to seizing opportunities and being prepared. “I use the term lucky a lot — I’d much rather be lucky than good. When you think of luck, it’s when preparation meets opportunity,” he shared. This philosophy guided him through various leadership roles, including Director of Customer Experience and Manager on Duty, before taking on his current position.

Defining Service Excellence

For Hedrick, exemplary service is about creating memorable experiences. “It’s about creating individual memories for those we serve,” he explained. This personal touch is fundamental to business success, driving both personal accountability and team collaboration.

Hedrick emphasized that personal accountability and team collaboration are the cornerstones of exceptional service. He illustrated this with a poignant story: Near the buffet, a 95-year-old guest was celebrating her birthday, but was initially denied the birthday promotion because her birthday had been the previous week. The team went above and beyond, not only to ensure her meal was comped, but also to organize a birthday cake and special swag bag. This was all topped off with the entire team coming out to sing “Happy Birthday”, as they presented her with a cake and candles. This story highlights the values of high-quality guest service in action, where team members are empowered to create unforgettable moments for guests.

Leadership's Role in Service Standards

Leadership plays a crucial role in setting and maintaining high service standards. Hedrick believes in leading by example and providing clear direction. “Leaders need to give the team clear direction on the why — the expectations. Empowering the team and knowing they’re supported is crucial,” he said.

Regular team huddles every few hours to celebrate wins and discuss challenges are a part of Hedrick’s approach. “If you let the team know you’re there to help, it reinforces the support,” he noted. This open line of communication helps team members feel less isolated, especially in high-pressure environments.

Hedrick also emphasizes the importance of listening. “My boss taught me to listen with the intent of listening, not to answer,” he said. This approach helps leaders understand and address the needs of their team effectively, fostering a culture of respect and support.

Implementing Strategies for Top-Notch Service

Hedrick has implemented several strategies to cultivate a culture of premium guest care. One key approach is treating leadership as a service role. “If you’re in leadership, you’re serving the team,” he explained. This philosophy was particularly evident during the COVID-19 pandemic when the casino closed. The executive team, including Hedrick, focused on reopening safely and responsibly, continuously communicating with team members, and ensuring they felt supported.

A significant part of this strategy was comprehensive training. Hedrick’s team trained 2,800 team members in a short period, ensuring they were prepared for the new safety protocols. “Our goal was to establish a program to keep people safe and responsibly bring back those who wanted to work,” he shared.

Another critical element is feedback and continuous improvement. Hedrick uses pulse surveys every 45 days to gauge team sentiment on empowerment, support, and work-life balance. “Often, people will tell you the truth. We listen to their feedback and take actionable steps,” he said. For example, when team members requested more space for food storage, Hedrick’s team responded promptly, earning trust and respect.

Advice for Aspiring Professionals

Reflecting on his extensive career, Hedrick advises young professionals to slow down and listen. “The culture of listening is not overrated. People want to be heard,” he emphasized. He encourages aspiring leaders to take in every experience and learn from it, as understanding and empathy are crucial in service-oriented roles.

Hedrick’s journey from a 16-year-old team member to a vice president showcases the power of preparation, opportunity, and a relentless commitment to quality service. His insights offer valuable lessons for anyone looking to build a culture of exceptional service in their organization.