Kimpton Hotels and
Restaurants
Client: Kimpton Hotels and Restaurants
According to MMHI, Kimpton Hotel's rank higher on customer satisfaction and emotion than all other leading world class hotel brands. We attribute our success to the Kimpton Culture, which we have developed over 15 years with the work of Ward Ashman and Trimergence.
-Mike Depatie, CEO & President, Kimpton Hotels and Restaurants
Kimpton’s Goal was to achieve a level of customer satisfaction previously unimaginable in the hospitality industry by creating a business culture that drives stronger, more connective relationships between management, employees, and customers.
The Kimpton Story begins with founder Bill Kimpton’s dream. As a traveling businessman, Bill constantly found himself unsatisfied with the hospitality he received in hotels throughout the world, and could not escape the feeling of loneliness that enveloped him as he traveled. Thus, he envisioned creating a place where travelers could feel ‘at home.’
In order to achieve this dream, Kimpton set out to create a relationship-centric business culture designed to drive employees towards the unified goal of connecting with customers on a higher level, resulting in revolutionary service.
The Approach began at the top, with COO Niki Leondakis’ breakthroughs in the Self Insight Program. The result was an understanding that in order to connect with customers more effectively, Kimpton needed every employee to be a relationship expert. This belief became the basis for the business culture that Niki and Ward Ashman worked together to create.
As Ward began one-on-one work with other executives in the Self Insight Program, it became clear that the transfer of information needed to occur on a larger scale. In transitioning to a ‘one to many approach,’ Ward began leading seminars, and the Trimergence system began to permeate throughout the Kimpton organization.
As Kimpton began to experience explosive growth as a product of the business culture created though the Trimergence system, it became necessary to employ the many to many transfer of information. Trimergence began training internal managers to infuse this culture in their teams.
The Results were astounding. As the employees embraced the Trimergence system, employee satisfaction soared. A creative environment was born and Kimpton was able to retain talent and drastically diminish employee turnover.
Employees became relationship experts and the result was an exponentially greater connection with customers. Today, Kimpton ranks highest in customer satisfaction and emotion in the luxury hotel category, eclipsing its competitors by achieving the evolutionary advantage that Trimergence provides.
As the Trimergence system continues to disseminate throughout the organization, the results are becoming more evident. Kimpton now boasts the highest rating in guest satisfaction and customer service in the luxury hotel category (see below).
Client: Montgomery & Hansen, LLP
Montgomery & Hansen’s Goal was to institute a business culture that harnesses core values established by the founding partners in order to create a new, more evolved class of law firm. Montgomery & Hansen LLP wished to take Integrity, Respect, Quality, Teamwork, and Community Service, and make these values the cornerstone of every decision, relationship, and interaction.
The Montgomery & Hansen LLP Story begins with questions: How do we build a successful law firm whose soul is centered on core values? How do we encourage creative thinking and eliminate selfish interactions? How do we break the mold and operate in a class by ourselves?
These questions, born as a result of a conflict between partners, led to the realization by one partner that the current system was broken. John Montgomery decided that something needed to change. It was then, following the advice of a colleague, that he reached out to Ward Ashman.
The Approach started at the top of the firm when John Montgomery enrolled in the Self Insight Program. It is what today John Montgomery refers to as a turning point in his professional life.
Upon completion of the Self Insight Program, Montgomery became aware that his skill set as a manager was merely a subset of the skills he required to be a strong leader. Montgomery, now acutely aware of the behavioral patterns that inhibited him, immersed himself in the Trimergence System.
The effect was palpable. Montgomery’s partners quickly noticed an elevation in the quality of his interactions and in his ability to lead. The Partners followed suit and began working on the Self Insight Program, The Three Intelligences, and Nine Doors.
The Results have been pronounced, and Trimergence is continuing to resonate throughout the firm. The work completed with The Three Intelligences has uncorked the latent potential that was previously untapped in the employees of Montgomery & Hansen LLP. The end gain has been less turnover and more fulfilled partners, which in turn has led to more satisfied clients and more cohesive working relationships. In John Montgomery’s words, the business culture went from “one of selfish action and personal attack to a culture of heightened understanding and ubiquitous generosity.”
Today, Montgomery & Hansen LLP prides itself in the fact that its employees connect with clients on a deeper level. They have achieved a high level of success while staying true to their core values. A Law Firm with a conscious, Montgomery & Hansen LLP supports numerous local charities and can boast a client list with both small ventures and corporate giants. They attribute their success to The Trimergence System, and its effect on the way they connect with clients.
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