BOOK SUMMARY 74 Moments of Truth
·
Summary written by: Ingrid Urgolites
"If you can flatten your own pyramids you will be
creating a far more powerful and resilient organization that not only serves
customers better but also unleashes the hidden energy within your employees.
The results can be absolutely astounding."
- Moments of Truth, page 74
In Moments
of Truth, Jan Carlzon shares his secret to top-notch success in the airline
industry through solid leadership and the creation of a customer-oriented
business strategy. He calls it the “flattened pyramid.” It is linear with a
focus on empowering the frontline rather than the traditional hierarchical
business model. Top management focuses on developing strategy and putting it
into action. Middle managers focus on planning and allocating resources.
Frontline operations are where all the specific decisions are made. Those who
directly serve the customers then can create an ideal service experience.
The Golden Egg
Be a Leader, not a Manager
"Rather,
I succeeded because I reoriented each company toward the needs of the market it
serves. To do this, I learned to rely more in the frontline people, who deal
with the customers, and less on my own edicts. In other words, once I had
learned how to be a leader rather than a manager, I was able to open up each
company to new, market-oriented possibilities and to the creative energy of its
employees."- Moments of Truth, page 19
Carlzon
goes into detail about doing away with the prestige of leadership. He wanted to
be supportive of his employees so they could provide the service they always
wanted to. He frames leadership as setting the example of behaving the way he
wants his employees to behave, not by giving orders. Instead, he trusted their
judgment and set high expectations. He demonstrated high personal integrity,
humility and respect that spread throughout the company. His tough expectations
for the company were happily met by employees because he believed in them.
Gem #1
Delegating Responsibility Through Empowerment
"Anyone
who is not given information cannot assume responsibility. But anyone who is
given information, cannot avoid assuming it. Once they understood our vision,
our employees accepted responsibility enthusiastically, which sparked numerous
simultaneous and energetic developments in the company."- Moments of Truth, page 27
Carlzon
calls it the “moment of truth”, the company’s core ideas, decisions, and
actions are determined within the first 15 seconds of contact a frontline
employee has with a customer. If that employee does not have the authority,
information or resources they need the customer forms a negative impression of
the company. If they can take advantage of their golden opportunity to exceed
the customer’s expectations for service, the company earns the customer’s
loyalty. This is what determines the success or failure of the company.
Communicating larger goals to employees helps them see beyond daily tasks.
Giving them the power to achieve them with their own authority creates the
atmosphere of respect and personal empowerment. Most mistakes can be corrected,
so when mistakes are made it is important to make it a positive learning
experience and not a failure. An employee does a better job when they feel
valued and respected. What does 15 seconds of spectacular service look like?
Are there decisions and actions that get delayed because the right people do
not have knowledge and authority? The quality of service speaks volumes to the
customer about the quality of the company.
Gem #2
Results Oriented Leadership
"A
leader is not appointed because he knows everything and can make every
decision. He is appointed to bring together the knowledge that is available and
then create the prerequisites for the work to be done."- Moments of Truth, page 32
Leading
is a choice, not a job. An effective leader asks what needs to be done and
brings together the resources to do it which creates results. An ineffective
leader barks orders and casts blame which creates a resentful, powerless
frontline. Be a results-oriented leader. Choose to lead in a manner that
communicates a common goal and values those who will achieve the goal.
Leadership is not about power or social relationships, it is about guidance and
support. The real GEM here is everyone wins. The leader can release the
responsibility for things they never really controlled and focus on
communicating goals, listening to problems and providing the resources to solve
them. The frontline can achieve the victory now that they have knowledge of the
goal and the resources to do it. Do you clearly communicate goals and help
people stay focused? How can you be a resource? Do you show appreciation? This
is the core of results-oriented leadership.
What
impressed me was the sense of balance and high level of employee engagement
that resonated through the large organizations Carlzon headed. No one
shouldered too much responsibility or took too much credit because the results
were everyone’s victory. In my experience this is not usually the way it works.
Sometimes in a leadership role it is forbidden to let go of the rules and the
scripts because those things are set up to produce consistency, control
employees and to get predictable results. Many of us work in a pyramid
structured company that is not going to change because it has worked for many
years. The one thing we can all agree with is that everyone needs to be understood
because we are all human. It is far more rewarding in the end to make that
connection and understand than it is to be right. By actively listening to the
people we work with and to our customers with the goal of understanding and
recognizing their individual obstacles, that sense of balance and engagement is
achievable even if we cannot change the rules. Positive results will follow.
Understanding and doing all we can is the clearest way to communicate respect.
When people are respected they return respect, and there is a natural sense of
balance and inevitable engagement. This is a very practical way to “flatten the
pyramid” and improve a work situation when you have to work within the
company’s structure.
No comments:
Post a Comment