The guest encounter – the moment when a customer, guest or patient actually meets us – is the core of all service operations. Yet many workplaces get bogged down in endless discussions about budgets, poor premises or market conditions – factors we not can control. The result? Low energy, fragmented teams and mediocre guest experiences.
The circle of influence (inner, middle and outer rings) is a simple framework that helps you as a leader or middle manager to focus – and the team – on what really makes a difference in the guest meeting.
1. Inner circle – What we can directly influence in each shift
Everything belongs here, as do you and your team. completely checks in real time.
| Example | The role of the leader | Specific questions for the team |
|---|---|---|
| The greeting ritual (tone, eye contact, name) | Model the behavior, provide immediate feedback | “How do we want the first ten seconds to feel?” |
| The shift briefing (goal + energy) | Structure 5-minute meeting, highlight yesterday's lesson | “Which two focus goals are we measuring today?” |
| Prioritization at peaks | Be present on the floor, remove obstacles | “Who owns the right to redistribute resources when we have peaks” |
Leader tips: End each shift with a micro-retrospective (max 3 min). Let the team lift themselves a thing they could influence directly and how it went.
2. The middle ring – What we can influence indirectly over time
This is the zone where your leadership really pays off. You don't determine tomorrow's outcome, but you shift the probability week by week.
| Example | Influence strategy | Key KPI |
|---|---|---|
| Competence & cross-training | Create training plan, provide 15 minutes of “shadow time” per session | % of personnel who master ≥ 3 stations |
| Service culture & values | Storytelling about good examples, celebrating micro-victories openly | NPS / guest recommendation rate |
| Staffing flexibility | Schedule on competence rather than just hours | Lead time to cover dropouts |
Leader tips: Translate each goal in the middle ring into concrete behaviors (“ask proactively” rather than “increase customer confidence”) and follow up in the next staff meeting.
3. Outer circle – What we can't control (let go quickly!)
| Type of factor | Acceptance ritual | Refocus to… |
|---|---|---|
| Pandemic rules, interest rates | Provide factual information, ask only clarifying questions | “Given the conditions – what in the inner/middle ring do we adjust?” |
| Guest expectations before arrival (social media posts, rumors) | Monitor, but avoid defensive mode | Reinforce the promises we make can hold in place |
| Group decisions on prices | Communicate openly why | Practice making value arguments instead |
Leader tips: When the discussion slips into the outer ring – park Visually: write the point on the whiteboard under the heading “Not controllable” and return directly to the inner/middle ring’s action list.
Workshop: The Circle of Influence in 30 minutes
- Draw three circles on an A3 sheet and put it on the wall in the staff room.
- Silent brainstorming (5 min): Everyone writes post-its with current guest meeting questions.
- Sort together (10 min): Place the notes in the correct circle.
- Prioritize two actions in the inner circle and one in the middle ring (10 min).
- Appoint owner & deadline (5 minutes).
Repeat at each monthly reconciliation – you will see how the notes migrate inward as ability and courage grow.
Why this works
- Focus is contagious. When you consistently act in the inner/middle ring, the team follows.
- Psychological security increases. Employees clearly see where their efforts make a difference.
- Results are accelerating. Small, repeated improvements in the inner circle scale quickly when each shift makes them equally consistent.
Final challenge
The next time you hear someone say, “It’s the market that…”, pause and ask:
“Okay – but what’s in it?” our inner circle right now?”
You will notice how the discussion turns, action takes place, and the guest meeting lifts – not despite the limitations, but thanks to the fact that you have stopped giving them the energy.
Good luck with your next shift!
// Oscar
