Listening to Tiverton led to casino OK

(Editor’s note: This is adapted from the author’s keynote speech at PBN’s 16th Business Excellence Awards program on Nov. 17.)

As most of you know, we are fresh off a campaign where we asked voters statewide and in Tiverton to support the transfer of the Newport Grand license to a piece of land we control in Tiverton, steps from the Massachusetts border. Our constitution requires that a measure of this import be approved statewide, and in the community in which we hope to locate. As I’m also sure you are aware, Question 1 statewide and Question 8 locally passed, clearing the way for the new casino to be built.

We no sooner had all of the mail ballots counted when we were asked, OK, what’s the next step? When will construction start? When will you open? All worthy questions, for sure, and I’m happy to answer them, but what I really want to do is reflect for a moment on why I think we were successful. Let me say at the outset, I’m placing much of the credit for the successful outcome on the residents of Tiverton, who regardless of their position participated in a discussion with us that always was respectful and constructive.

Earlier this year I was asked by Providence Business News to submit a brief overview of what made Twin River Management Group a success. I chose a topic – the importance of listening to our customers – which granted, on the face of it, isn’t too terribly exciting, but we have found it is critical to our business.

- Advertisement -

It informs our decisions on a wide range of issues – from bringing new games to the market, such as our recent addition of poker tables, to the kinds of restaurants we offer and the acts we bring to our event center stage. We are constantly talking with – and more importantly, listening to our customers – either directly or indirectly where we can learn how they feel about us and their experience. It’s a seemingly basic tool, but in today’s fast-paced, need-it-yesterday, social media world with a 24/7 news cycle, it’s often overlooked. And sometimes, by us, too.

It was those same listening skills we employed in our Tiverton casino campaign, and I’m convinced it made all the difference in the world.

We started the campaign to move the Newport Grand license with an idea as to how we might be more competitive in this increasingly competitive gaming marketplace, and a parcel of land under our control, and not much more. We didn’t go into the town and say, “We’ve got this great idea for a casino, here’s what it looks like and here’s what it will offer, and by the way, you’re gonna love it!”

Instead, we said, here’s our idea, here’s how the current location of Newport Grand presents some challenges from a convenience, accessibility and state revenue perspective, and here’s how we might collaborate on making this idea even better.

We embarked on an 18-month conversation that took place in homes or backyards, around kitchen and dining room tables, community centers and restaurants and oftentimes, occurred on a one-on-one basis. We learned a lot.

Mostly we learned we needed to hone our communications skills to be even sharper. We didn’t put a filter in place by sending in consultants to report back. Rather, myself and colleagues from every level of management at Newport Grand and Twin River spent those many months engaged in a sincere dialogue with a community that, in the past, had shown some receptivity for gaming by way of supporting previous gaming measures. … Their response, the ongoing give and take, the months and months of listening ultimately informed our decision to move forward, but our view of what was possible and what it may ultimately look like changed considerably along the way. Our final product, so to speak, was made far better by involving citizens in the decision-making process.

For example, at the outset we had no plans for a hotel, but residents told us there was nowhere in town for guests to stay, Fall River and Newport being the closest options. So, we folded in a hotel. Neighbors also told us they wanted a place to listen to live music, so we factored in a lounge area big enough for live entertainment. They didn’t want glitzy, neon signs that could be seen from Route 24 or at the casino entrance, they wanted to improve traffic in and around the proposed casino region and they hoped that a stalled rotary project would be the answer. And, they wanted to preserve as much of the wildlife and wetlands surrounding the property as possible.

Importantly, when it came to design features, they really liked their new town library, could we build something that was in character with that structure?

We spoke to 1,500 people in 40 meetings, took in all their ideas and suggestions and THEN came up with a couple of possible design concepts. And then we listened some more. In a series of town charrettes, we gave residents hand-held devices with which they could in real time register their preference for the look and feel of the proposed casino, as well as provide feedback on critical issues relating to the environment, traffic and other potential impacts. With that input, we refined the design and … only then did we introduce the final design concept and make our specific proposal to the town.

And although the ballot measures prevailed, we learned that there were many in the community who wished for a different outcome. Listening isn’t always easy. Like any good conversation, meaningful give and take must occur. We’ve got to be willing to receive the tough critiques along with the bouquets, and more than that, be prepared to act when the conversation turns difficult.

To that end, we still have some work to do with respect to earning the trust of those who preferred a different outcome. The last thing we want are deep divisions within the community. I pledge that we will work very hard to earn that trust. We take our role as a good corporate citizen quite seriously, and that just doesn’t stop with this successful outcome. Nor does our conversation with the community of Tiverton. We will continue to listen closely and work hard to be a good corporate neighbor in our new community, just as I think we have been in Lincoln. And above all, we will keep the commitments we made to the town.

It’s been my experience that the companies that are most successful understand the art of the conversation, particularly listening. Regardless of their size, sector, industry, for-profit and nonprofit entities alike. Customers and key stakeholders want to feel as though they are heard – and not through filters – that their opinions and preferences matter, that they are engaged, and that they might make an impact on policies, procedures and offerings. Effective listening enables companies of all sizes and scope to acquire facts, which leads to better decision-making, which in turn leads to better, more successful business.

I’m guessing that many of tonight’s award recipients have perfected the art of conversation with stakeholders, probably much quicker than we have, and probably with greater success. But I’m thankful we slowed down, engaged in an old-fashioned process that seemingly will pay dividends for the state, the town and our company.

I’ve come to firmly believe that a company’s reputation in large measure depends on its listening skills. I know ours does. If we fail to effectively do so, we risk disappointment, loss to a competitor for either the short or long term, loss of the respect of the community or marketplace, declining profit margins, and when or if it occurs repeatedly, the strength of the company’s brand, sometimes irrevocably. At Twin River, we strive to avoid that at all costs. •

John E. Taylor Jr. is chairman of Twin River Worldwide Holdings.

No posts to display