It was shaping up to be one of those I'll-never-fly-this-airline-again nightmares. Our flight home over the holidays was already nearly two hours behind schedule when, moments after boarding, we hit another snag: The plane needed a last-minute repair. The cabin groaned at the news. Then something unusual happened: The pilot appeared. He walked the aisles, looking his unhappy, impatient customers right in the eye and answering their questions.
Forty-five minutes later, we were first in line for take-off when it happened again - another repair, another delay. As we taxied back to the gate, you could feel the passengers' anger and anxiety. Instead of hiding in the cockpit, our pilot entered the cabin again, got on the p.a., and told us what was wrong with the wing flap, what was being done about it, and the possible outcomes. The news wasn't good - we might be stuck in Atlanta for the night -- but getting so much info, more than I'd ever gotten during a delay, made the inconvenience easier to swallow.
As he walked the aisles a second time, apologizing for the delay and explaining how flaps help the plane fly, I realized this was a textbook example of how to lead when things go awry. And sadly, just how rare this is. Think of all the CEOs, managers, and politicians who disappear at the first whiff of trouble. No surprise, really. It's not easy facing customers when you've ticked them off.
Our captain was a natural, though. He not only nipped a potential passenger riot in the bud, he also won over a tough crowd with his candor and charm. As unlucky as we felt to be on a thrice-delayed flight, we felt fortunate to have flown with him. (Yes, we eventually made it home that night.)
Like any organization, Delta needs effective leaders on the front lines as well as in the executive suites. Take it from a customer, this guy's the real deal. I don't remember his name unfortunately, but I'm sure the airline can locate the captain of flight 1811 from Atlanta to Chicago on December 28.
Related Stories: | Topics:Leadership, Atlanta, Chicago |
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Recent Comments | 12 Total
January 5, 2006 at 9:58am by Ravi
the aformentioned piece exemplifies the fact that if you handle customers effectively , you would be rewarded with customer loyalty. the pilot not only displayed spectacular leadership skills but also performed the service recovery procedures with great efficacy. the pilot has set precedence for other airlines to follow the same in the event of service failures
ravi
January 5, 2006 at 3:07pm by Mayra Harley
Thanks for putting this topic front and center, Mr. Salter.
It is a pitty that this kind of "leadership under pressure" doesn't make it onto mainstream media to highlight prositive leadership in action.
If not already in print, "Everyday Leadership" would make for a great topic for a business management book. If you do write a book, I'll be sure to pick up my copy! ;o)
January 5, 2006 at 3:52pm by Tom
Excellent posting, a great example of how doing small things that make a big difference to customers(like giving an explanation of what's wrong, how flaps work, walking the aisles, etc.) can create the loyalty effect.
Stories like these make you wonder why this doesn't happen more often. I can offer two reasons (and would be interested in hearing other people's thoughts).
1) this kind of service simply isn't made a priority by management; delivering this service isn't a component of how people are measured and rewarded; and 2) most people "in the trenches" don't have the confidence in themselves, and maybe their company's management, to "walk the aisles" to defuse potentially conflict-ridden situations. What this pilot did in this example took a lot of poise and self-assurance; he clearly knew himself and his business extraordinarily well.
Fortunately, these two traits (knowing yourself and your business) can be acquired through training, dedication and management commitment.
January 5, 2006 at 8:35pm by Lou Warne
This pilot exercised his responsibility rather than his authority. He accepted his responsibility for the plane and its passengers, as well as the crew, and acted on that basis. He could have fallen back on his authority, as many do, and sent out a stewardess to calm the troops. His behavior not only served the passengers, who are usually more upset from being ignored than being delayed, but it also showed the crew that they could depend on management.
January 5, 2006 at 9:20pm by Rayne
A market is a conversation as the authors of The Cluetrain Manifesto said. This pilot took it literally and the market responded positively.
Expectation management is a huge part of the market dialogue. Had another example tonight; the store said at the time I bought the appliance they had a generous return policy. Found the appliance had shipping damage; upon return, I got a snotty attitude with no offer of a discount or warranty as well as an outright refusal to ship in a replacement appliance from another store. I expected far better and I'm not going to do any further business with them. I might not be as angry if they had set no expectations or at least gave an honest and forthright promise. Or simply delivered on the promise of service.
But an airline that exceeded my expectation for service? Heck yeah, I'd make a point to fly them again.
January 6, 2006 at 2:23am by Roger Fulton
management?leadership?..nah. He's the pilot. He's in command. He's doing his job. His first act is to calm the passengers, take control, quiet everyone down, AFTER he assesses the situation, gives the orders, takes command of the operation from the flight deck. Sounds like a guy who I would like to fly wingman for.
Straight teeth and a crooked smile. Of course you knew he would get there THAT night.
January 12, 2006 at 10:03am by Ankush
Hi Chuck,
That was an excellent example of leadership. I was a recruiter and a trainer and people are always asking you, "I don't have a management job, where do I get a chance to exercise leadership....I just do my job!" Well, here's an answer.
I teach a class on Org behaviour. Would it be alright if I used this blog entry of yours to illustrate a point in class.
Ankush
February 2, 2006 at 11:39am by mahendrakumardash
Safety was the priority and he performed well.
February 2, 2006 at 11:41am by mahendrakumardash
Not Delta alone.Every company has leaders like this.In the given situation,safety was first and he performed nicely.
February 2, 2006 at 11:46am by mahendrakumardash
Nice job done.Excellent.
February 2, 2006 at 12:54pm by Mariam MacGregor
The concept of Everyday Leadership is something I have promoted with teens and young adults for nearly 10 years. I actually have a book coming out this fall called "Everyday Leadership" dedicated to inspiring this new great generation of teens to identify and act on opportunities for everyday leadership. It is examples such as this pilot that, for those of us who thrive on leadership ideas, emphasize how natural and daily leadership can be demonstrated. How thrilling if we could not only cultivate this behavior in everyone, but ultimately and confidently refer to one another as citizen leaders rather than acknowledging only those in recognized "leadership" positions.
May 25, 2006 at 8:01am by Dr Mats Tyrstrup
A great story and many interesting comments!
There is a book on the subject of "everyday leadership". I know, because I wrote it myself. It is called "On the brink of failure - the art of impromptu action in everyday leadership".
Provide you with a link ...
http://www.studentlitteratur.se/o.o.i.s/2474?artnr=32410-01
All the best form Stockholm, Sweden