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Lou Burrows

Lou Burrows

1 Dec 2009 | 10:39

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It’s a wonderful thing to watch an expert at work. When I see someone at work who is totally in the flow, being brilliant, I find it totally mesmerising. Take the other night, for example. I had the privilege to be at The Blue Note Café in New York watching Dave Brubeck (aged 89 and fabulous). I remember two men from that evening: Dave Brubeck, for being a totally amazing pianist and performer, and the barman, Chip. We arrived at the bar at 6pm and from then until 8pm the bar steadily filled up with people eager to get their drinks in before Dave Brubeck went on stage.

The place was rammed with people and the barman was just an incredible person to watch – he was calm, friendly, served up to four people at a time, never wrote down a single order, did all the maths in his head and for two hours solid chopped limes, served cocktails, cleaned surfaces and made polite conversation with guests. I found it hard to take my eyes off him. There is something truly wonderful about seeing someone at the top of their game – and you don’t have to be a world renowned artist to reach that status. If we look around in our daily lives we are surrounded by ordinary people being superstars, and that’s a daily inspiration for me.

Comments

1. At 15:32 on 02 Dec 2009, Andy wrote:

Lou;
Did you observe what enabled Chip (and indeed Dave) to deliver great service? I would think they both knew exactly what the purpose of their job was, they had direct control over their decision making, they had immediate feedback from customers on their performance, they had no arbitrary targets set for them by a manager, etc.
In my 30 years' experience in business and as a customer, when we give/get great service it is because there are indeed great people but more importantly great people working within a great system, i.e. where the work is truly designed to deliver great service. At the same time I have also experienced bad service where unfortunately great people are working within a terribly poor system, i.e. where the work is poorly designed. As W. Edwards Deming once observed, place good people in a poor system, and the system always wins!

My thinking has now changed at last and now I blame first the system, not the people. But the silver lining is that given a method (Systems Thinking) people can redesign the system for themselves, make the work work again and deliver great service.

Andy
A systems thinker
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