Songs With Meaning

As I was driving to work the other day a song played over the radio that reminded me of a specific moment in my life, an audible monument. The Israelites were professional monument-alists. I envision much of their country marked with monuments to significant events in the country’s history. Like the Israeli monuments, when I here just the first few notes/words to this song, in time machine fashion I’m transported back to the hospital bed, oxygen tubes filling my nostrils as my body struggled to fight off a bad case of bronchitis. I don’t recall the duration of my stay, but I was out for a while and over a Sunday. On that particular Sunday, Dr. Sarmiento and his family sang a song for each of his patients and this was the song they sang when they visited me.

Funny thing is, as I reflected on the monument the song serves in my life and how it might be a good topic to explore here, I can’t recall the title or lyrics of the song. Go figure. Without a doubt, next time I hear it, I’ll be reminded of that moment in my life again.

Company Benchmarks = Customer Expectations – part 3

When Cape Air opened in the Mid-Atlantic region in March 2009, it was opening routes that had not seen service in close to two years. Having been dark for so long, the market had found other means for meeting their travel needs and everyone recognized it would be some time to rebuild the ridership. As such, the early days featured light flight loads. When combined with the airline’s focus on flexibility and excellent customer service, the few travelers who were using the service had an experience quite equivalent to having a private aircraft. With few, if any other customers to consider, the airline was able to adapt, within reason, to the customer’s needs in delaying a departure etc. when connecting flights had complications etc. A core group of regular travelers began to emerge finding the benefits of the service to far outweigh the alternatives they had been using. But their understanding of the product was based on what they experienced and the airline was not mentioning the various policies that were being ignored as a courtesy to the customer.

All along, the airline’s check-in policy is that passengers need to be at the airport, checked-in, no later than 30-minutes before departure. When there’s only two or three people on a flight 10-15 minutes is sufficient, so in the early days, the check-in policy wasn’t needed, “we’ll depart when you show up”. After consistently delivering that product for over a year, unconsciously, the airline established a benchmark. The benchmark transformed into a customer expectation. And now that the service is busier and the schedule tighter, the airline needs passengers to check-in 30-minutes before departure. The airline needs to enforce its check-in policy to operate smoothly while the customer maintains the expectation  and habit of arriving minutes before departure, not even aware that the check-in policy ever existed. That’s a problem; a process of retraining is required.

First, the customer has to be informed that the policy exists and has existed even though it hasn’t been employed.

Two, the airline has to respect that the customer has the leverage. They’re accustomed to the product that the airline has delivered over the past year and though the airline has to make the change for the sake of its operations, customers may walk away never to return.

Three, in respect to the customer, the change needs to occur slowly. Every exchange the airline has with any of its regular passengers should be viewed as a retraining opportunity. The airline needs to point out the check-in policy, state that with the increase in business there’s less opportunity to be as flexible as in the past and that the airline cannot guarantee boarding if late check-ins occur while emphasizing when the circumstances allow, the airline will flex as much as it can.

In the end, it’s an exercise in the airline reestablishing a benchmark that changes the service that’s being provided which is different from what the customer is used to receiving. Ultimately, we’re attempting to reshape the expectations of the customer without losing them in the process. Hopefully, we’re navigating it with minimal turbulence.

Company Benchmarks = Customer Expectations – part 2

Yesterday, we laid the foundation of the company/customer connection and established that the customer dictates the relationship. But as companies grow and general development occurs, the company side of the relationship often finds itself needing to make changes. Before analyzing effective navigational principles let’s look at some examples…

Internet Search giant Google has been providing Internet surfers with a search website since 1998, approaching 12 years. For the duration of that time, their search homepage contained their logo and a search box for the user to enter their search string. In the beginning, it was a webpage that contradicted the busyness of most other webpages in 1998 and over time it became a benchmark within Google defining what their webpages and services would be like. With a rapid growth in popularity, what was initially an internal decision by Google transformed into a public customer expectation. That is until the last week or so when Google rolled out full screen background images on their search page. The quality of the search hasn’t changed, just the background image, but that small difference has some customers upset.

In the 1980s, Consumer Reports ranked McDonald’s as having the best French Fry. But as the health craze movement took hold through the 1990s, the company decided to make their fries more healthy and changed their cooking methods.

New Coke and Classic Coke… need I say more?

Those are some examples of a company needing to make a change on their side of the company/customer relationship for one reason or another. Some have worked well, some have worked and New Coke failed miserably (fortunately Coke recovered and is still available today). Next time we’ll look at these matters within Cape Air.

Company Benchmarks = Customer Expectations – part 1

As companies provide their service, whatever that service may be, over time, if the delivery of the product is consistent, a benchmark is naturally established. In some cases, it can even become the full identity of the company, defining in very powerful, emotional ways who the company is. These forces, while they may initially seem like innocuous decisions can become very, very powerful, not just in the culture of the company, but in the minds of the consumer.

As the product is delivered, that consistent delivery, and the company’s success at maintaining or exceeding their own benchmarks creates an expectation on the customer’s side of the transaction. As the relationship with the customer matures, the expectation that the exact same product will be delivered according to the same benchmarks grows. This growth trend continues for the duration of the company/customer relationship as both parties reap the benefits. The challenge comes when either party needs to make an adjustment.

When the customer no longer has a need for the product and withdrawals from the relationship, the company suffers. Now, it was a paid service, so ultimately, the customer has little obligation to the company other than the good will of the relationship formed. The customer inherently retains the freedom to do as they please for cause or no cause. This leverage is always available to the customer. While it takes two parties for a relationship to be formed, the power rests with the customer. If the company wants to maintain the relationship, listening to the customer, understanding their desires and effectively adapting their product/service to match will be the measure of success. In the next segment, we’ll explore what happens when the company side of the relationship is the change agent.

A riddle of ministry and airline

I’m troubled by a riddle I can’t seem to resolve.

While serving in full-time church ministry, the emphasis and paranoia of us staff members was burnout. Mechanism after mechanism were in place to guard against it. Schedules were adhered to and Biblical support text’s were rolled out to back up our need to keep a balanced life. I, myself, was a big proponent of this mindset. And, at times, the care of people was sacrificed for the protection of the staff. The ends of proactively shielding burnout justified the means. Turn the page to the aviation industry.

The airline which employs me is predicated on serving the customer. Get just a few levels up into the company hierarchy and you quickly find middle-managers working inordinate amounts of hours in a week. Workaholic-ism is apparently a prerequisite of being in the corporate divisions of our company. I’ve spent time observing this phenomena from below as I receive middle-of-the-night email responses and 24/7 phone coverage from my superiors, contemplating the causes and effects in the airline context. While multiple factors add to the pressures the generate the workaholic response, I have identified one common denominator, when a customer has needs, top to bottom, our company drops just about everything to respond. Excuses don’t fly and concern for one’s burnout-ability are not primary. The company has established a culture that we exist to make our customer’s happy. Nothing else matters. And so, as I fall into the grasp of getting behind on my to do list, when a customer calls with a request, everything’s dropped and that specific need gets my full attention until it’s closed.

I’m struggling to resolve the difference between the two.

A contrast in High School reunions

I have invitations to two high school reunions that present an amusing contrast. Both are conservative, parochial institutions and while matriculating required pupils to sign covenants of conduct. The one reunion is scheduled over a weekend in June featuring family oriented accommodations and activities. The other is in late November on a Saturday night at a bar and grill. The chatter about the latter revolved around whether the event was officially sanctioned by the Alumni Dept in which case alcohol wouldn’t be allowed. I’m amused that it’s still an issue that apparently some haven’t figured out how to resolve be it those who are open to it and those are aren’t. It’s an interesting contrast of reunions.

Never imagined that would be me

You’ve seen them, the people in the middle of the walkways of local mall, taking a survey or promoting a product who desperately attempt to get a few minutes of your time to explain what they have to sell. Never thought that’d be me, but Saturday, I was. The Hagerstown area Chamber of Commerce gave business the opportunity to have tables setup at the Hagerstown Mall to promote their businesses, so there I was representing Cape Air for five hours on a Saturday. Another one of those, “I never thought I’d be doing this”. It was an interesting day, with plenty of time for observations.

Technically, I wasn’t selling anything, just raising the profile of our company and the existence of our service out of Hagerstown. My table was mainly a table of free stuff. Free mints, t-shirts, coffee mugs, measuring tapes and a sign-up for a free round trip. In spite of all that, the common person was afraid to make eye contact or come within 10 feet of the table, all the tables, for fear of being obligated to hear a sales pitch or some other requirement.

If I were Stacy and Clinton of What Not to Wear Fame, I’m not sure I could live with myself. Maybe I’m spoiled from growing up in a country where you dressed to impress when you went  to the mall, but we are a very sloppily dressed people.

A child’s fascination with airplanes is almost universal.

Mankind’s fascination with dogs IS universal. The Humane Society table was next to Cape Air’s, so everyone was stopping to check out the animals. A couple of dog fights broke out which I thought was a little ironic.

I’ve done a lot of things over the past year for Cape Air that I never imagined I’d do, things that have been out of my normal comfort zone and things that aren’t necessarily highly regarded by the general public. That got me thinking. If I’m that committed for this airline that I’m a part of, how willing have I been to go out of my comfort zone and take a stand for my core belief?

When a customer’s expectations aren’t met

The passenger arrived at the airport at 3:30pm for the 3:57pm departure, expecting an on-time departure and a smooth check-in process. What they didn’t realize was that the flight was actually a 3:15 departure and left on-time. The customer was upset. Understandably. The plane was gone, they’d missed their flight. How they had envisioned things going for them, their expectations, had not been realized.

Some in this predicament struggle to let go of their expectations. Their fury grows beyond reasonable levels convincing themselves they’ve been wronged by someone/something other than themselves and that source must be identified and called upon to atone for the wrong-doing. In most situations all this process satisfies is the inner anger-desire of the individual and the consumption of time – a valuable commodity in the travel world. The challenge of the agent in these situations is to lead the passenger out of their current state of unmet expectations to the available options that will ultimately get them to their final destination. This is not a science.

First and foremost, the predicament of the passenger needs to be acknowledged with the agent placing themselves in that person’s position. To have missed any flight, to have expectations that come crashing down, is a frustrating experience. For ultimate success, the agent has to communicate to the passenger that, I’ve been there and it stinks when I’ve been there.

Secondly, an apology is in order. Not to take responsibility (unless it truly was 100% our fault) for it’s a regular occurrence that the airline gets blamed when it’s not the culprit. Apologizing without taking responsibility is one of the key cards to be played in an airline deck. “I’m sorry you missed your flight.” Sympathize with them. If I had missed my flight, I’d be distraught too! And, I’d be sick to learn that I’d have to shell out another $150 or more to get a different flight.

Third, don’t argue. The customer may accuse us of absurdities. “The agent on the phone told me I didn’t need to be here until 5 minutes before check-in!” Don’t engage with such hogwash. We know our policies, we have to trust that our colleagues in Reservations and around Cape Air know the policies too and communicate the right information to our customers. Don’t argue, just apologize without accepting responsibility and move on.

Fourth, build the passenger’s confidence that this is not the end of the world though it will seem so to them. Encourage them that you will exhaust every available resource to provide them with every available option. To the passenger, the agent behind the counter has access to incredible amounts of inside sources. Regardless of the truth of that perception, employ it for the sake of turning the passenger from viewing you as the enemy to cooperating with you. The more cooperation you have from the passenger, in the end, the better the end result will be for them.

Fifth, some passengers will attempt to drag you back into the original “mistake” that created the predicament. Don’t fall for the trap of having to re-hash the circumstances from the beginning all over again. If you’ve progressed through steps 1-3 sufficiently, stay focused on the solution. Steps 1-3 address the problem and it’s cause and render them irrelevant because there’s nothing more that can be done about the situation. The place is gone, the flight has departed, you’re not on it. No amount of discussion will change those facts, so revisiting them only deters all parties from focusing all energies on solutions. Don’t fall for the trap and expect the customer to attempt to trap you in it. Only apologize once, then focus explicitly on solutions. All rehashing the events that led to the missed flight will do is take up valuable time that could be spent on getting them to their final destination. If you apologized once, don’t go back to the problem. If they keep bringing it up, simply say, “Sir/Madam, my main concern now is to get your as quickly as possible to your final destination. I want to focus all of my energies on that task and will exhaust every resource I have available to do so. Your cooperation will be a great assistance to my efforts on your behalf.”

Sixth, find ways to put the pax/customer back in control. One of the possible elements of their upset-ness is that their travel plans, which they created and had all planned out, are now out of their control. Let’s face it, without being control freaks, we each like to have some control. The minute we tell them they missed their flight, we’ve unintentionally seized control from them. One key way to give control back to them is by giving them options, “Here are the next available options to get you to Tampa this evening…” With options, they have choices that they get to select, returning some, if not all, of the control back to the pax.

Seventh, exhaust every option. Hopefully by now, the pax is cooperative and being won-over by your resolve to give them options and the best solution. If so, go for the jugular by exhausting every option. “Sir, USAir has a later flight, but they will charge you a minimum $150 change fee and you have to make a connection in BWI and PHL. Another possibility is Southwest, they have a non-stop flight for $165. There’s also an AirTran non-stop for $109. I know your original destination was Tampa, if I could get you to the Orlando area tonight, would that be an option for you? Okay, would you excuse me a minute and let me check to see if Allegiant Air has any seats available on their flight tonight.” The more options you give them, one, the more control they have and two, the more they see how hard you are working for them.

If they booked with a travel agency, Travelocity, etc. call the agency. Identify yourself as an airline ticket agent and only put the pax on if the agency requires it. It’s a subtle, but important message to the pax that you’re on their side, fighting for them.

Eighth, find little touches that show you’re looking at for the pax’s best interest. Check the weather and advise them if it will potentially impact their revised travel plans.

Ninth, hopefully by now, they’ve selected an option and the original problem is no longer pre-occupying their mind. If so, get on their way as soon as possible!!!

Thank GOD!

Thank GOD!

…that I didn’t major in Computer Science in college. While my love of computers seemed a good fit for vocational study at the time, I was unaware of how social I really was. At the time, I tried to convince myself I was an introvert.

…that one late night/early morning of the Spring semester of my college Sophomore year He helped me realize I didn’t want to even get an Associates Degree in Computer Science, which I had been working towards. It was the last formal computer programming training I’d have to date.

…that post-college job interviews didn’t lead to positions in non-socially interactive roles, but instead placed me in church ministry.

…that after 14 years of serving in church ministry roles with limited social duties, He reassigned me.

…that He didn’t keep me in education.

…that He has used my airline experience to reveal how deeply I like to help people.

I thank God that through the ebbs and flows of my life, when many a time I thought I was suited for something else, He channeled me in the direction of His choosing saving me from unknown amounts of headaches and frustrations. There are probably instances where my resistance created unnecessary detours that could’ve been avoided if I’d only been more committed to asking for directions, but I’m grateful for the path taken and the lessons learned along the way. I thank God!

Flight check-in and boarding procedures

Regular airline travelers are familiar to the routine… Check-in an hour or more before your flight – consisting of showing your ID, checking any bags and getting your boarding pass to proceed to security and on to the gate where you’ll wait for the announcement to board the flight. Happens all the time, every day, for just about every airline.

Cape Air’s procedures are different. As such, it our responsibility to figuratively take our passenger’s hand and walk them through the Cape Air check-in and boarding process so they are informed from start to finish and are never left feeling confused or isolated during their Cape Air experience.

Check-in. The biggest difference with check-in, is the information we solicit from the Cape Air passenger that most of us refrain from even discussing with our most intimate friends. Due to our aircraft size, it’s an FAA requirement and therefore, we comply by asking that which we’d really prefer not to have to ask. However, explaining why we’re asking before stating the question is the most prudent way we can come up with to reduce the rudeness; For weight and balance purposes on our aircraft, may I ask your body weight? A second common expectation is the availability of electronic check-in, unfortunately, no, Cape Air is not designed to allow for online check-in as we need to get the various weights from all of our travelers.

Boarding. Most major carriers begin boarding flights around 30-minutes prior to the published departure time. So the common traveler is accustomed to seeing gate activity at least 30-minutes before departure and definitely hearing gate/boarding informational announcements within that time frame. At Cape Air, our boarding process is simplified and straight forward enough that our boarding doesn’t commence until 5-10 minutes prior to flight time. However, a first-time Cape Air traveler who has travelled other carriers regularly will expect to see activity at least 30-minutes in advance. To assure our customers a positive experience, we should begin making boarding information announcements beginning at 30-minutes prior to departure, if only to provide our customers with the information they are accustomed to receiving on their other flights.

A well-informed, well-respected customer will be a happy customer.