David J. Danto
Principal Consultant,
Collaboration/ AV / Multimedia / Video / UC
Dimension Data
Director of Emerging
Technology
Interactive
Multimedia & Collaborative Communications Alliance
eMail:
David.Danto@DimensionData.com Follow Video &
Technology Industry News: @NJDavidD
(Read David’s Bio) (See
David’s CV) (Read David’s Other Blogs & Articles)
The Golden Rule
When I was growing up I learned
some very important lessons from many different places. Sure, my parents were there to guide me, and
many other adults as well, but one of the most important lessons came from a TV
show called Romper
Room. I was a “Do-Be” of course,
learning at a very early age that the golden rule – treating others the way you
want to be treated – was the right way to live.
While I continued to learn important life lessons from many
different sources, I understood that they were all ultimately just forms of
the golden rule. When I had a decision
to make in life, it always came back to “doing the right thing” being the
correct decision to make. Like most
people, I understand that “It’s never wrong to do the right thing”…and then, we
have ex United CEO Jeff Smisek.
If you haven’t heard by now, the former CEO of United Airlines left /
was removed from his position this week.
This
article details his ouster and his turbulent tenure at the helm of what we
all now have to admit is a disaster of a merger between two once proud
airlines. Over the coming weeks analysts
and reporters can and will dissect what happened at United – a case that will
now clearly be taught in business schools as the perfect example of ‘what not
to do’ when merging two companies. In
reality though, the clear reason for his overwhelming failure was just ignoring
the golden rule.
Seemingly every decision this ex-CEO made was not held up to that most
important question – “what would be the right thing to do.”
· If they
made a gradual transition between the firms, people would give them the time to
make the changes that might be needed.
But if the CEO gets in front of everyone immediately and takes personal
responsibility for “changes people will like” he will get lots of attention to
feed his narcissism. The right thing to do was take it slow – he did the opposite.
· If they
slammed the two passenger systems together rapidly it might make the pain go
away faster, but it would be a disaster for customers and the customer service
agents that are meant to help them. The right thing to do was prevent the
nightmare for staff and customers –
he did the opposite.
· If they
used the less capable Continental computer systems they’ll save money as they
owned them, but if they use the more capable and more functional United systems
there’d be no passenger impact and the front-line service teams wouldn’t have
to learn an outdated, DOS based interface that will slow every task to a crawl
and turn simple support into a nightmare.
The right thing to do was use the
more capable system – he did the
opposite.
· If they
respect the capabilities of front-line staff and let them help customers by
always doing the right thing everyone will feel respected and appreciated
(staff and customers.) If they restrict
what can be done, tying everyone’s hands, they may save some pennies, but staff
and customers will deeply resent it. The right thing to do was let everyone do
the right thing at every turn – he
did the opposite.
· If they
begin to build bridges between the sCO and sUA teams, energizing everyone behind the merged entity,
they will grow the needed camaraderie and culture to take the airline into the
future. If they keep and in fact foster the divisiveness that (still) exists between the two
workforces they can use the distraction to delay expensive employee contracts
and divert attention from the real issues.
The right thing to do was quickly
build a winning culture – he did the
opposite.
· If they
outsource much of their operations staff it will throw many loyal, dedicated
employees out of work, greatly reducing the quality and efficiency of services
and tasks performed, but it might save a few pennies and make Wall Street
analysts like them more. Not outsourcing
would also keep a promise made in pre-merger testimony to the US congress. The
right thing to do was keep the promise and keep the people that were dedicated
to the airline – he did the opposite.
Anyone familiar with the past few years of United Airlines knows tons
more examples of simply doing the wrong thing.
If it was petty, cheap and or pandering to analysts then this CEO did
it. If it was in favor of the customer
or employee or just a genuinely good thing then this CEO didn’t do it. The only “flyer friendly” thing United did
was lie about being flyer friendly.
Ultimately however, this CEO was not
done in by any of the flyer, employee or business unfriendly things he did, but
by his actions in a far different arena – politics. The underlying issue though was exactly the
same.
· If a petty
local politician tries to make your airline add a money-losing flight into its
schedule in order to buy his support for cost reductions at an airport he is
supposed to be operating in the public interest you can capitulate to the
corruption or you can refuse to participate in an unlawful exercise and
maintain your fiduciary responsibility to your shareholders. The
right thing to do was refuse to participate in a clearly illegal bargain – he did the opposite.
With the ouster of this CEO some hope has returned to the staff and
customers of United Airlines. The
question remains though if the new CEO has the desire or the will to begin to
right the ship. Many people have made
suggestions what to do first. (Here’s
a good list I agree with.) The underlying problems remain at United, as
they were never addressed since the merger:
· In social
media forums sCO and sUA
staff are cheering the ouster but are still sniping at each other
· The
underlying computer systems were and still are the wrong choice for a global
airline – they need to be replaced, not patched
· High-paying
passengers have fled United where possible, leaving only angry “hub captives”
that would jump in a minute if they could
· The quality
of the ground and air products are dreadful, as it was compromised every time a
penny could be saved
· The
reliability of operations is non-existent for many reasons, including age of
planes, disrespected employees, outsourced employees, etc.
· The credibility
gap between what this airline says and what it does is higher than it has ever
been
One can only hope that the ouster of a CEO clearly not suited for the
tasks needed will finally be the beginning of changes we will like, and not just more of the same …
This article was written by David Danto and
contains solely his own, personal opinions.
All image and links provided above as reference under
prevailing fair use statutes.