Few would want to swap shoes with David Neeleman whose JetBlue Airlines was flying high until Valentines Day. Some passengers described the experience as a repeat of the historic massacre as they sat stranded for 8-plus hours on planes planted on the JFK airport tarmac. Although Neeleman responded quickly with bold admissions of responsibility, plans to compensate passengers, and a passenger bill of rights, instead of praise, some in the media shoved a microphone in front of him and asked if he planned to resign as CEO reinforcing the notion that no good deed goes unpunished. As if that wasn't enough, Neeleman has been forced to watch his company's stock fly south in the aftermath of the stranded passenger fiasco.
David Neeleman has been impressive through it all. But as I've said many times: Everything above the supervisor is all talk. If anyone should recognize this, it's Neeleman, who experienced first-hand his core workers' response to the crisis. Try as they might, they were not positioned to make the decisions they needed to stop the hemorrhaging as they racked up flight cancellation after cancellation with no way out for passengers.
Launching his new initiatives is no different. Neeleman declares from on high, but I'm sure he realizes that execution still lies with those on the phones, on the tarmacs, and in the pre-board areas with the passengers. Leaders can talk all day about strategy and the commitment to customer service, but unless core workers own it, it's all talk. When the analysis is complete and it's clear what steps should have been taken, Neeleman should be wondering why of the 10,000 or so employees nobody seemed to get it done when passengers needed to be moved. Even airlines with reputations for cruel and unusual punishment to passengers somehow managed to prevent the spiraling disaster experienced at JetBlue.
In today's market, relying on the commitment and brains of the top brass is risky business. Not that there aren't bright, committed leaders out there, but crisis situations don't always wait for decision makers to be available and up to speed on the problem. Those in front of the customers and those trying to make things happen in-the-moment are often in the best position to respond with timely solutions that deal directly with the problem-at-hand. And, the face of the business is the frontline employee for most customers. They really don't care much for what the bosses think until they no longer get what they want.
In situations like this, where's the golden key people should be looking for? We're not going to engage in any Monday morning quarterbacking here, but aside from the obvious, like limitations in technology and equipment, there are a few rocks typically left unturned. First figuring out what needed to happenwhat decisions could have been made and what actions could have been taken that would have prevented a meltdowncan begin the discovery process. Exploring who would be best able to act quickly with direct knowledge of the situation, and ascertaining what these people would need to know and be able to do to respond effectively, is the logical follow-on. Once these individuals are identified (and they most always include core workers) the question needs to be answered: "Why do they not have the information and/or capabilities to respond and how can we ensure they get them? If the necessary knowledge and capabilities are present, the question needs to be answered: "Why did they not act? Usually, when knowledgeable and capable people freeze in their tracks, it's because of fear or apathy. Until the "whys to this last question get answered and resolved, most everything else is irrelevant because fear and apathy trump everything else.
Leaders like David Neeleman have great ideas, take charge, and try to move things forward. They get the needed equipment and technology to solve these kinds of problems, understand the need to regain customer confidence, and make policy decisions to ensure employees do what's best for the customer. They're working hard to do the right things.
Did I mention that everything above the supervisor is all talk?
Trying it on for fit: Develop a template for discovery when addressing problems associated with customer service or operational effectiveness. Create a series of probing questions for which the answers will lead to actions for improvement. These questions should be capable of discovering what led to the actions, or inactions, that created the problemrevealing core worker needs for whole business learning, decision-making skills, resource management, and understanding of personal impact on business outcomes. They should also reveal attitudes and beliefs about customer service, personal responsibility, and risk taking.
Begin your discovery with the premise that those closest to the customer and the problem should have the wherewithal to resolve the problem most quickly, in the customer's interest, and to the benefit of the company. Work away from the customer point of contact, or problem, only after exhausting the possibilities at each proximity level. When considering what information these employees must have to address the need, think beyond the basic information required to perform their jobs. Think, instead, in terms of what a highly informed and competent business person would need to take care of the situation.
Send an email and let me know what you learn from your experiences. I would love to hear from you!
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