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Students Take a Jump to Become Professional Divers

SDI-Boat
Scuba diving is an incredible hobby that opens up new worlds as you explore the aquatic realm – either locally or traveling to some exotic destination. Divers often find themselves wanting to take their training several steps further with advanced courses in continuing education and often in technical level courses as well.

It is not unusual for divers to want more out of this sport. They want to be a part of it. They want to be professionals as well as ambassadors of scuba to their “land-loving” friends. The reasons may vary greatly, but a common theme is that divers want to “give back” the experiences they had with their instructors and share those moments with other new divers. Many of these divers pursuing professional levels, regardless of age, look at scuba as a career of sorts, sometimes as a full time position. Others see it as a part-time gig.

“Working hard and hardly working, a divemaster is one of the best jobs in the world.”

– Taylor Rabbitt from SDI World Headquarters

The entry levels for a scuba diving professional begin with the Divemaster program and continue with the Assistant Instructor rating. These courses can be taught by any active SDI Open Water Instructor in good standing.

The SDI Divemaster Course is the first professional level certification. During this course, DM candidates will be challenged and learn what it is like to work with divers as they experience the underwater world for the first time. Candidates will also learn how to lead already certified divers and show them some of their favorite critters or dive sites. As an SDI Instructor, you will also teach them how to manage divers, work the dive deck of a boat, and conduct safe and enjoyable dives, along with further knowledge in physics and physiology, and how it is applied to everyday scuba.

The SDI Assistant instructor course is designed toward practical teaching experience with an active SDI Instructor or Instructor Trainer. Candidates may help an Instructor teach an Open Water Scuba Diver course, Advanced Diver Course, and Rescue Diver Courses, as well as preparation in lesson plans, academic presentations and general dive management techniques.
Upon completion of the course, assistant instructors may now be a part of that magical moment and instruct as well as certify Skin Divers, conduct the Inactive Diver Program, and conduct the knowledge Quest review in the Open Water Diver Course. With some additional training, an SDI Assistant Instructor could go on to teach the following SDI courses:

  • Altitude Diver
  • Boat Diver
  • Computer Diver
  • Equipment Specialist
  • Marine Ecosystems Awareness Diver
  • Shore/Beach Diver
  • Underwater Photographer Diver
  • Underwater Video Diver
  • Visual Inspection Procedures
  • CPROX Administrator
  • CPR1st Administrator

So what are you waiting for? Let your divers know that you are able to take them on their first step toward becoming a professional in scuba diving. Increase your revenues and promote your professional level courses today. Start creating quality professional members who will share the same enthusiasm with their up and coming divers as you do. Both classes have the academics available online so students can work on much of the classroom work at their own pace in preparation for their classes. Get them involved and working toward their next step: becoming an SDI Open Water Scuba Instructor. One of the biggest benefits of being a professional is making a diver’s day with a safe, incredible experiences that will make them want to get back in the water as soon as their dive computers allows!

Contact SDI TDI and ERDI

If you would like more information, please contact our World Headquarters or your Regional Office.
Tel: 888.778.9073 | 207.729.4201
Email: Worldhq@tdisdi.com
Web: https://www.tdisdi.com
Facebook: www.facebook.com/SDITDI

Divemaster and Leadership Diving

A Few Minutes with Brian, May 2013

Contact SDI TDI and ERDI

If you would like more information, please contact our World Headquarters or your Regional Office.
Tel: 888.778.9073 | 207.729.4201
Email: Worldhq@tdisdi.com
Web: https://www.tdisdi.com
Facebook: www.facebook.com/SDITDI

Sidemount: Why Should You Sell It?

sidemountdiverSidemount has historically been a scuba diving gear configuration used almost exclusively by technical divers in the realm of advanced cave diving but it has recently become a huge success in the recreational market over the last couple years. It wasn’t so much that sidemount wasn’t a very well kept secret that just got out; it just wasn’t something that non-cave divers did.

By definition, sidemount is the carrying of the cylinders worn at the driver’s side. The most common set up for side mount is one tank under each arm, though single sidemount is growing in the recreational market.

The popularity of sidemount has grown mostly because of a need to do something “different” for the average diver who has issues carrying a tank or a set of doubles on their back. Sidemount slowly became an alternative for comfort and not just a configuration to enable a diver to move swiftly through small cave and cavern openings. Why should this set up be reserved only for a specific activity like cave penetration when it can be used for comfort on any given recreational dive? And so it begins…

Who is your market?

Beside those technical divers that are looking for gas redundancy or better accessibility to their regulators and tanks valves, comfort may be the biggest seller to the diver out there. Many divers will offer their reasons for advocating sidemount to greater stability and easier-to-attain trim and control in the water.

Many divers who have back issues or shoulder issues, such as torn-rotator cuffs, confess that sidemount diving has given them a new outlook on scuba diving. Carrying the tanks under your arms greatly reduces the psychical exertion as opposed to having them on your back. This is especially rewarding when diving off a small vessel or doing a shore entry. The ability to have access over to the valves and regulators without having to reach back is a major benefit to those who have mobility issues in their back and shoulders.

A sidemount system does not always have to be with two tanks. With proper weighting, a single tank can be used on a dive. The option to use various sizes of tanks becomes an option as well. Sidemount is a good way to start and grow your skills from recreational to technical without having to change how they dive very much. The configuration stays the same and new gear is added to the mix as the diver gets more proficient.

Though sidemount should not be looked at as a silver-bullet solution intended to take the place of some other scuba system configurations, there certainly is a very large market for it. And as a full service dive center, there is one more important aspect to sidemount; you are not only expanding your curriculum and offering your customers additional solutions to diving, but in doing so, you are increasing gear sales.

Contact SDI TDI and ERDI

If you would like more information, please contact our World Headquarters or your Regional Office.

Tel: 888.778.9073 | 207.729.4201

Email: Worldhq@tdisdi.com

Web: https://www.tdisdi.com

Facebook: www.facebook.com/SDITDI

 

SDI Achieves ISO Global Certification

“Achieving the ISO global certificate was very rewarding and reaffirmed that SDI’s standards and materials are up for the challenge,” stated Sean Harrison, Vice President of Training and Membership Services. He went on to say, “SDI has now secured the highest level of third party validation that any company can achieve and we would like to thank the auditors and all the staff of Austrian Standards for their hard work and assistance during this process.”

Contact SDI TDI and ERDI

If you would like more information, please contact:

International Training or your Regional Manager
Tel: 888.778.9073 | 207.729.4201
Email: Worldhq@tdisdi.com
Web: https://www.tdisdi.com

Should My Name Be On This Card?

TDI and Rebreathers: What’s Available?

Feed your curiosity and increase your knowledge base

RebreathersFor anyone that has attend a local dive show, read any diving news or has just spent some time surfing the internet, they have seen that rebreathers, and particularly Closed Circuit Rebreathers (CCR), are all the buzz. Technical Diving International (TDI) heard that buzz in 1995 with the Semi-Closed Circuit Rebreather (SCR) and then again in 2001 with the CCR. Since 1995 a lot of rebreathers have been added to the approved list for TDI training – so many, in fact, that we thought it was time for a review.

Before we get into that review, though, we thought it might be helpful for you to understand why some rebreathers are not on our list. This is by no means a negative reflection on any rebreather manufacturer. TDI selects rebreathers based on the following criteria: annual production of units, user manual and third party testing. That is just a short list of some of the key areas that are evaluated. We have also never authorized the training on “modifie” or “home-built” units. Why? For two of the reasons just listed: there would be no user manual to explain how the unit would work with the modifications or as a home build, and there would be no third party testing. The end goal in everything we do – including approving education on rebreathers – is diver safety.

The first SCR in TDI’s course list was the Draeger Atlantis. The first CCR unit TDI ever approved was the Inspiration Classic; for you old timers that should bring back some memories! These RBs, in hindsight, were pretty straight forward and, of course, not nearly as sophisticated as today’s units. The Atlantis when first released did not even have a PO2 monitoring device; everything relied on a pre-dive checklist that had to be followed. This was also the case with the original Inspiration; however, it did have two (primary and back-up) monitoring devices for PO2.

TDI now has 11 CCR rebreathers on our list. We have come a long way since 2001:

  • Inspiration,
  • Poseidon MK VI Discovery,
  • Evolution,
  • KISS (Classic and Sport),
  • Optima,
  • Megalodon,
  • Titan,
  • Ourboros,
  • Sentinel,
  • Pelegian and
  • rEvo.

Each of these units has their own unique features and applications, and just like open circuit (OC) equipment, each competes to appeal to your personal preferences. For the first time in many years, we have also added a new SCR, the KISS GEM, along with three other SCRs. SCRs certainly have their place in our industry and a market that enjoys their use and simplicity.

We are also very proud to announce that we will be adding two more units to our list: the PRISM II and the Explorer (an active SCR). The PRISM II is an updated model of the PRISM TOPAZ and is now being built and distributed by American Underwater Products (AUP).

So where does all this leave you, the diving professional wanting to step into the world of rebreathers? It leaves you in a position with a lot of good choices but ones that need to be researched… which means you get to do some diving! Most, if not all, of these manufacturers put on events that allow you to try the rebreathers, or you could contact a local TDI rebreather instructor and see if they are putting on a try dive for the SCR or CCR that they are certified to teach on.

Where does this leave the already certified TDI SCR or CCR instructor? You are also in a very good place. Lots of marketing effort is being put into the new products to create brand awareness which means that customers are hearing about them. Your job is to partner with and capitalize on those marketing efforts by the manufacturers and start to capture those customer leads.

TDI will continue to stay on the leading edge of the rebreather training market, and as we do we will send out releases of approved units. We will also add them to our unit specific standards so you can find the list in the member section of our website.

To learn more about the benefits that rebreather training will bring to you and your facility contact your Regional Manager in the US or internationally – visit https://www.tdisdi.com for the Regional Office serving you.

Once you run deep and you run silent, it will be difficult to turn back!

The Business of Diving

Towing the party line: the power of an engaged employee
By Steve Lewis

Business leaders are driven to introduce all kinds of incentives to their employees in order to get them to understand and “live” a simple message that is an essential truth in running a successful operation, especially one where staff has day-to-day, face-to-face interaction with customers. That simple message is this: everyone is in sales.

This message has many ramifications. It would seem particularly important to all of us in the Dive Industry for a number of reasons, not the least of which is that when it comes time for our customers to draw a distinction between our store, our agency, our service, our products, and our travel programs and compare them to similar offerings down the street or across town, tiny and very subtle things can mean the difference between a sale and a “thanks for your time.”

The trick then is to dip into the ideas goodie bag and pull out incentives that work best in your type of operation and that will work 24/7. I love to hear about the more creative ones and ones that are worth sharing, but if we were to look closely and analyze those stories in detail, the central theme of just about all of them is the same.

The obvious ones revolve around money and flexible work hours. Both of these are called hard-dollar incentives, and most business people understand them at least well enough to give them a try. They undoubtedly work, but the ones that work even better are soft-dollar incentives that encourage staff members to fully adopt what marketing types call the company’s “corporate culture.” In a nutshell, the rest of us might translate this into towing the company line. I like to think of it like this: in order to make the customer believe in our brand, we have to believe in it too. More to the point, I believe this really is a magic potion that generates consumer interest, loyalty and ultimately sales.

A colleague recently told me a story about her business that illustrates this point perfectly, if somewhat subtly.

Her business is hotels, and in her hotel at this time of year, there are lots of customers, lots of action, and, because summer is the busy time, a lot of staff running around with a handful of jobs to get done in the shortest possible time.

One of the junior staff – a new guy who had recently joined the banquet staff – still found time to stop and tidy up a small display in one of the public corridors, even though he had an armful of linens and was obviously on his way somewhere else. When he had finished and was leaving, a guest turned to the new guy and said: “Wow, you look pretty busy, but I noticed you stopped what you were doing to straighten things up.”

“That’s my job, sir,” he said.

“What? A small detail like a plate and a picture not being aligned is your job?” the guest said.

The new guy explained why it was the job of every one of the hotel’s staff to pay attention to small details. “Even the general manager would stop to do something like this,” he said. “At this hotel, that’s the way it is, sir.”

A couple more pleasantries and the staff-customer interaction was finished. The new guy was on his way to prep for that night’s banquet, and the guest went to his room. Once there, he called down to reception and asked for a couple of email addresses. He then fired off an email to the hotel’s general manager and director of operations. It was a short email basically telling them how impressed he was with what he had just experienced and explaining that he is the CFO of a large pharmaceutical company.

“We hold a conference for our sales team – that’s about 150 people – for three days every year. Based on what I have seen of your hotel while I have been a guest here, and on the attitude of your staff including the young man who took the time to do a little housekeeping in the hallway downstairs, and who then took the time to tell me why he believed it was his job to do so, I would like your sales team to contact me to discuss holding that conference on your property.”

In sales, and therefore in business itself, one of the most difficult jobs is to correctly identify who is the important customer. This job is so difficult that most companies work with the concept that all customers are important customers. No arguments there. To take the whole concept one step further, you can never tell which customers have the potential to become a VERY important customer, or for that matter, who among your customers is a sort of “secret shopper” for VERY important business. The power of a staff full of people who understand this and who act accordingly will help to propel any type of business closer to success, I believe.

I asked my colleague what she felt was the driving force – the incentive – that compelled the new guy to act the way he did… surely not money, surely not additional time off, so what?

“He’s one of our staff. He believes in what we do and what our company stands for. It’s that simple,” she said.

Towing the company line – it is a powerful sales tool; it works, and it does not cost a whole lot to implement. It’s worth thinking about.

Student Prerequisites: A CRUCIAL part of a complete risk management system!

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By Steve Lewis

The range and complexity of questions that one is asked as an Instructor never ceases to amaze, fascinate, and sometimes amuse. Being part of a group of extremely active agencies with very different course line-ups – from basic open water with SDI; cave, trimix and CCR with TDI; and full-on public safety diving with ERDI – the variety and scope of those questions is probably greater for instructors and instructor-trainers working for us thant for any other agency. And certainly, havingwith a curriculum that covers as much ground (or water) as ours does, it’ is not unusual for divers and instructors to have their sights set a long way off in the distance on something very different to regular sport diving, when they first make contact through one of our sport-diving programs.  I have been asked quite seriously by a candidate for SDI open-water certification what else he needs to do to “dive the Andrea Doria?”

Recently, during during the preliminary academic work with a small group attending an SDI Instructor Development Course (IDC), a , during what was budgeted to be a brief discussion on course prerequisites turned into,  a very common question triggered what became an in-depth explanation. I’d like to share the major points of what developed with you, because it pointed out both a misunderstanding about the real function of course prerequisites as well as a lack of understanding concerning the role of prerequisites in an overall risk management program; and the Pandora’s box of woe that ignoring prerequisites or fudging them, can open up..

Let’s start with the simplest building block of all: the definition of a prerequisite when used in an SDI, TDI, or ERDI course description. Prerequisite means a condition that is required BEFOREHAND. Now, this definition is unambiguous as written in SDI, TDI and ERDI standards, and there is no gray, fuzzy area open to interpretation. In order for a candidate – be they a Diver or Instructor Candidate – to BEGIN an SDI, TDI, or ERDI course, the prerequisites MUST be met. Freely translated, this means that before a student for ANY course run under the auspices of our family of agencies makes contact with a seat in a classroom, aor spot on a dive boat, or a corner of a pool deck, he or she must be able to show compliance with the prerequisite standards.

A prerequisite may require the student or participant to be a specific age (for example aged 18 for enrollment in an SDI open water diver course except JR Diver and Future Buddies); or it may state an assumption of a prerequisite fund of knowledge or experience in the student or participant participant, such as a specific number of logged dives and/or successful completion of a “feeder” training program. For example, an SDI divemaster MUST be: minimum age 18; hold minimum certification as an SDI Advanced Diver or equivalent; be a certified SDI Rescue Diver or equivalent; provide proof of current CPR, first aid and oxygen provider; AND provide proof of at least 40 logged dives.

The only possible area open to misinterpretation is where the words OR EQUIVALENT are used. In the case where a pre-existing standard of knowledge and skill is being sought, we could substitute the phrase “or corresponding certification from another recognized scuba training agency,” or words to that effect, because this is what is meant by or equivalent.

One other important note before we leave the definition of prerequisite and specifically the course standards that spell out prerequisites for a specific program, is the word “minimum” and the phrase: “at least.” These again are unambiguous.

 

For example, if a course requires proof of a minimum of 100 logged dives, of which 25 of which must be to depths in excess or 30 metres (100 feet), – part of the standards for enrolling in a TDI Trimix Program – then a candidate with 99 dives CANNOT join the class. So, aA candidate with more than 100 dives but only 24 logged dives deeper than 30 metres CANNOT join the class.

In a nutshell, what we mean by prerequisite is a precondition that is essential to meeting the entry requirements of a course… without exception.

 

Having defined what we mean by a prerequisite,  now let’s explore why we have them.

Again, in the simplest terms possible, they form a foundation for the whole of our curriculum, regardless of which of our agencies or which programs they apply to.  Prerequisites provide area particularly significant where in that they outline the progression from one program to the next. A good example is in the case wherewhere certification as a cavern diver is part of the requirement for getting into an intro to cave course.  Essentially, the experience and skills developed in the precursor course are built upon and refined in the one that follows.

ANow all this seems logical and reasonably easy to follow, but . However, according to some of the questions from my IDC candidates and confirmed by a quick check with ourour Training Department – the folks who process certifications – the logic seems to fall apart, at least in the minds of some ITs and instructor candidates, when it comes to prerequisites for leadership level courses; especially those for TDI.

If there is a problem, a systemic problem, it may exist with regard to instructors who are currently teaching technical programs and who want to progress “up the chain of command” so to speak.

The terms prerequisite, minimum, and at least do not change one iota from their meaning and use in entry-level diver courses to their application in technical leadership programs. If a course – let’s say a CCR instructor course – requires candidates have prerequisites that include certification as a TDI Advanced Nitrox Instructor, that course must be completed, paperwork processed, card created and new rating entered into TDI’s master database, before the CCR instructor class can start.

It is not “OK” nor sanctioned for a candidate to take part in a course,,  and fulfill the prerequisites at some later date, and then sort of post-date certification. The temptation to “fudge” prerequisites in this way are particularly strong for programs where ITs are thin on the ground, are visiting from a different location and are only “in town” for a short while, or are trying to fill a classroom to meet some other logistical criteria.

As tempting as this practice may appear, it contravenes standards, sets a really poor example for the Instructor Candidate, and is likely to be unfair to those Candidates since it’s exposingas it exposes them to an environment they may not be equipped to deal with. th… Iin other words, if the experience of a prerequisite course is required to develop the skills needed to pass a “higher” course, isn’t there a stronger than usual likelihood of them failing their course if they have not had the opportunity to practice those skills?

The major reasons for setting course prerequisites are to protect both Instructor and Students in a number of important ways. SDI, TDI and ERDI have been able to offer affordable and comprehensive insurance policies to our members since our group first opened its doors. Alongside that, we have a stellar track record of being able to protect our membership from undeserved personal liability and judgments in tandem to the insurance offered. These two professional services are predicated on the robustness of our published standards and the protocols we have developed during many years of growth, which include the widespread acceptance of diving practices outside the traditional sport limits.

Course prerequisites are part of the protocols that help to protect you and our whole community of professional instructors.  Following the guidelines for prerequisites for ALL course candidates must be part of our normal day-to-day business practices, and as much a part of our procedures as having waivers and medical forms signed.

There are no gray areas, and as I once explained to a bright-eyed open-water student with his heart set on diving the “Doria”,” there “ain’t no shortcuts.”

Steve Lewis is an experienced IT for SDI and TDI and is Director of Marketing and Corporate Communications for the International Training Group.

 

Getting your business in order

 

There are only two times in the year when visitors to my office are able to negotiate the space from the door to my desk without stepping over at least one but possibly many more piles of files and assorted paperwork “ready for filing.”
It’s not that I dislike filing more than you or the next person, or that I am particularly disorganized, it’s just that there are more important things to occupy the 9 to 5 workday – which in the realm of small business, the mythical 9 to 5 workday should be translated into “waking hours.”
My business is small; much smaller than yours in all likelihood, and easier to operate I expect. I do not have more than a handful of inventory items to manage and my customer list can be handled with the simplest CMS on the market. The list of vendors I deal with is also short enough that I have their phone numbers and other contact details committed to memory, and my weekly To-Do List fits on a small whiteboard mounted on the wall beside my workdesk.
However, keeping up to date on the little things like filing and sorting through the occasional back order or course agendas, as well as juggling my commitments to Brian and the team here at SDI/TDI/ERDI can be a challenge. Hence, the messy office floor except at tax time and just before the end of year break (my traditional time of clean sweeping).
I cannot image how it would be to operate a full-scale dive business out there in the real world. Seriously, how do you do it? Last year we published a short business article about dive store owners having to wear many hats, from bookkeeping and warehouse manager to HR specialist and marketing guru. Some of you contacted us to tell us about the jobs we’d left off the list!
So here is my question: How do you do it?
We’re lucky enough at International Training HQ to have some real dive industry talent walking the corridors and willing to answer that sort of question. Last week I posed it to two guys whose input I respect greatly: Ed Christini and Nestor Palmero.
They both said essentially the same thing: “impossible without modern technology.” What they listed included things like smart phones, cloud computing, and customized business apps specific to the dive industry. Now, in case you do not know Ed and Nestor, please understand, neither of these guys are computer geeks or techno freaks; just the opposite in many respects. They are both very solidly grounded and comfortable with tried and true business practices; and neither is… well how to be diplomatic here… neither is a member of the wired generation. However, their take on the best ways to succeed in the dive business today revolve around taking advantage of the ALL the tools available including the hi-tech ones.
“There is no substitute for the very fundamentals of customer service,” said Palmero, whose CV includes heading up Oceanic before joining our organization as board representative. “But there is also no point in ignoring the potential market impact offered by things like social networking and smart email software to stay connected to your customers!”
The one problem area where they both agreed technology is king, is in organizing the day-to-day business that revolves around sales, inventory control, classroom scheduling and bookkeeping (both general business and the bookkeeping specific to student records management).
One answer to that challenge according to Christini is a POS system.
“I cannot imagine running a dive operation today without the help of some kind of integrated merchant service system with at very least a pretty sophisticated point of sale / service solution,” Christini said.
But Christini admits a bias. “I have to say that my viewpoint is very pro POS systems in the dive business and that is one of the reasons I spearheaded SDI/TDI’s initiative to work with a vendor (EnCorp) to develop a customized and affordable system for our members.”
Ask him why and the reasons tumble out of his mouth. “Tracking sales on items that lose money and that make money, keeping the essentials in stock and on the shelves, knowing how many spots are open in the next dive class, having student records available at the click of a button, projections for sales and promotions…” His list goes on.
However, the real kicker for me at least was Christini’s final remark. “Steve, dive store owners who invest in a POS system and who use its full potential avoid having an office that looks like yours!”
My final word is this: I would like to find out how you keep your business affairs in order. Drop me an email enews@tdisdi.com. If you are interested in finding out more about POS or if the floor in YOUR office looks similar to mine, just ask and include a phone number, and I’ll get Ed to give you a call.
Next Month Business Tips will focus on Training and the role of prerequisites in risk management.

 

Customer Service on a new scale: What we can learn at the fish market

 

It’s one of the oldest messages in retail staff management, but it remains one of the most important for anybody who plans to stay in business: Treat your employees with respect and your customers with benefit. And in the past 12 or 14 months, I have heard a lot of lip service given to this old chestnut. However, how many of us have really explored its meaning; or implemented creative company policies and practices to MAKE IT HAPPEN in our workplace?
I came across an old notebook during a semi-annual filing cabinet clean-up last week and was reminded of one of the most graphic examples of this policy at work; a practical application way above the rank and file. And although it is not fresh news, I believe it’s worth sharing because it still has several lessons to teach us.
Pike Place Fish Market in Seattle made its way into the news, and carved itself a place in the minds of business consultants across the country, because of the company’s unique approach to employee motivation and customer service.
Pike’s sells fish, no surprises there! The work is hard, less than glamorous, and the hours are long. But Pike’s sells a lot of fish and regular customers travel across town, by-passing other fish stores, to buy at Pike’s. Tourists to the Seattle area, make special trips to visit Pike’s for pete’s sake. Why?

Shopping at Pike Place Fish Market is an experience. The folks who work there don’t just fill orders, they add something extra that customers love. The extra is fun, a friendly smile, an attentive nature, and most important of all, enthusiasm. Pike’s employees choose to bring a special commitment to work every day. They stay connected to their work, to their co-workers and of course to the customers. And it pays off.

Four Pillars for Pike’s Success

 
The management philosophy at Pike’s, and the secret sauce that management consultants use as an example for their clients, comprises of four elements and these are:
  • Play
  • Make Their Day
  • Be There
  • Choose Your Attitude
In a nutshell these translate into: Enjoy the work. Make if fun and make it playful. One of the standouts at Pike’s is the way employees go about their business. The classic example is the way whole fish, big fish are thrown from one end of the counter to the other. It is like a circus show. It adds an element of surprise and makes the sale of a piece of fish a real event. Even customers are invited to get in on the ‘game.’
Make Their Day is specific to the customer. When someone comes into the market, employees work at making them feel special and making them welcome, listening to their questions, being courteous, and being helpful. The aim is for a customer to leave with a smile on their face. The aim is for the customer to be delighted. Now that’s not a bad goal for any retailer. You may not be able to sell them something THIS time, but make sure they feel comfortable coming back another time.
Be There is about, well, being available and being present. When employees give off the feeling that they are at work and ready to work, the feeling is catching. Have you ever walked into a store and felt as though you had to interrupt an employee day-dreaming or texting a friend to get served? Most of us have and it did not make any of us feel good; did it? DO you encourage your staff to Be There?
Choose Your Attitude really sums everything up. None of us feels up for the challenge EVERY day. We all have bad days and some days we’d rather be anywhere but in the store. But guess what, there really is no alternative so we may as well make the effort and BE POSITIVE. We have a personal choice how big a piece of personal responsibility we take on to help maintain our company’s vision of service, passion and fun. It can be a little or a lot. But it is worth remembering that all your staff have a vested interest in your company’s success.
Obviously, the nuts and bolts of selling fish and selling the adventure of diving are not 100 percent compatible. But what works, works.
Invite your employees to Commit to your company’s philosophy and share your vision for the future so that they have a choice to buy in.
Be the person you want your employees to be. Live the rules, and be an example.
Help your employees “get it.” Give them feedback and encouragement, listen to their ideas and suggestions, and open yourself up to the creativity of others.
The chances are that you will not see dramatic changes overnight regardless of how smart you are and how open your staff is, but think about all the ways that your business and your customers can benefit from a fresh approach based on four simple elements: Play, Make Their Day, Be There, and Choose Your Attitude.

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