Is There No Vision?

Is There no Vision?

I have to admit I have an almost fanatical curiosity about the way organizational plans play out.  Whenever I find a textbook scenario playing out before my eyes I will stop what I am doing and observe the players, the play and try to figure out what the intended goal is.

Such was the case just recently when heading out for one of my yearling hiking/mountain climbing trips. 

 

Here is the scenario:

 This year the destination was Colorado.  So as usual my brother David and I running behind, and Atlanta is one of the busiest airports in the world.  Add to this equation what anyone paying attention knows; airline companies are in serious trouble.  9/11, the world-wide recession, skyrocketing fuel prices, reduction in travelers have created the perfect storm.  So you would think that in order to ensure travelers on any certain airline, customer service has to be number one.  Ok, one more variable. We have not flown American’s regional partner before so it is all new to us.

When we arrive we see the normal setup for Atlanta: there is the normal Self-Service Kiosks setup, but you still have to bring your bags to the check in agent to get them on a plane.  Now even though it is very early the line is seriously backed up.  When I scan the front counter I note that 4 ticket agents are working on one man’s problem.  At first I think, AHA! They understand, but another second glance and I can see they are actually ignoring the customer, who is becoming visually agitated.  They clearly do not know how the system works, and while they joke and laugh with each other the line is becoming longer with anxious travelers.  Now I note that they clearly think this is funny, and I wonder how long the 4 of them will continue, ignoring what is happening right in front of them.  Please keep in mind that I am not angry.  Something fascinating is happening here, and the absurd contradiction of what should be happening has me mesmerized. 

 Through some miracle they manage to get the tags out of the machine, and 2 agents go back to work while the other 2 disappear into the back. Thankfully, the line begins moving again.  When I step up the agent says gruffly without looking up, ” So Mr. Gray you missed your plane?”  I look at her nametag, and reply “Mary, as far as I can see the plane has not started boarding yet, and most of us in this line are on that plane. We have been waiting while you folks worked on the machine.”  To which she replied in the same gruff voice, “Well you didn’t put your bags in the kiosk, they are not in the system.”  With a broad smile (because I had already discussed this with my brother why we paid $15 extra for a single bag) I reply “Yes, ma’am I did but if it didn’t show up let’s go ahead and do it now.” 

For the sake of the story I think you get the idea.  This sort of treatment was repeated one customer after another; the plane was late, connections lost etc.  The reason I bring it up is because what happened at the counter was a direct result of what these employees believed about their job.  There is no doubt in my mind that many of those customers vowed never to fly that airline again.  However, if you were to ask the employees working the counter that day if they felt they gave excellent customer service, there is equal assurance they would enthusiastically reply, YES! 

Culture Contradictions

This apparent contradiction is made the more fascinating by how obvious it is.  Organizational culture does not happen overnight. It is precious when it is great and should be defended by every member. When it is bad, it takes the energy akin to escaping earth’s gravity to change it. 

I wondered as the plane finally took off for Houston if the folks at the top realized how the vision they cast for the company, if any, was being carried out in the most important spot: the check-in counter.  Where there is no vision the organization perishes!  Where the vision is not adopted the same thing happens. 

Ask yourself this question: What happened?  Something is wrong here and whatever leader-followership gap exists, it has allowed a culture of customer neglect to foster.  If you do not believe that leadership is important, this example shows the principles of leadership have a direct impact on the bottom line.

Casting Vision

Leaders are responsible to cast vision.  It must be simple and carefully crafted.  It also must be strategically ambiguous (more on that later).  This is not just a vision problem, it has a thread that runs through all the foundations of good leadership: communication, team-building, culture and environment.

Still think about this: Does your church give newcomers the cold shoulder? Do people steal from the till? Do employees seem not to care about what happens to the company? Is it hard to get people motivated to do a great job?  That starts with a vision, which is a leadership issue.  Recreate that scenario where excellent customer service is identified, believed in and carried out at the counter.  Can you cast vision for that? If you can you are well on your way to developing leadership skills.