July/August 2010 Parking - 12

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On People and Parking Continued

associates involved and should roll up into the annual performance review process.

7. Reward for Failure
For any number of reasons, organizations often “reward,” and therefore perpetuate, failure. Maybe the attendant should have been fired at some other location but was moved here because he was a “warm body” and showed up for work most of the time. Or maybe it is union or location work rules or constraints. The subliminal message is that failure will get you an easier job, moved to a better location, or “kicked upstairs.” In a service context, acting as if you don’t care as this associate did and blithely passing the

problem onto someone else is a reward in the sense that the individual has less work to do. No need to invest psychic energy in someone’s problems if you don’t have to. With long odds on winning the lottery, perhaps your management life can be made easier by identifying why your service people fail and then providing them the ticket for success. 
Charles R. “Charlie” Munn III, CAPP CPP is a former com, , mercial parking executive and operations consultant. He is now a customer service management consultant and freelance writer. Contact him at cmunn3@aol.com.

• llluminated sensors and signs with flashing arrows direct drivers to the nearest available open parking space • Thousands of sensors can be connected via low voltage wiring • Easy-to-follow guidance displays save drivers time and frustration • ‘Go green’ with more LEED points by conserving energy and reducing greenhouse gases • Could be a standalone system or integrated with our management software via a PC • Expandable to handle additional building automation requirements such as HVAC, lighting, energy management, carbon monoxide monitoring and other variables

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National Parking Association PARKING July/August 2010

July/August 2010 Parking

Table of Contents for the Digital Edition of July/August 2010 Parking