Seeing People as Humans, Rather Than a Client
It’s hard to turn on the news these days. Between partisan politics, random acts of violence, and company scandals, we’re inundated with stories about people and businesses treating each other poorly.
Nowhere was this more evident than when United Airlines visibly dragged a passenger off an airplane this week because he refused to be bumped from an overbooked flight. The man was a doctor and had surgeries scheduled for the next morning. Apparently, United couldn’t get anyone to accept their final offer to give up their seat, so front-line employees decided it would be better to resort to brute force and physically remove a paying passenger from the plane.
Companies spend millions of dollars a year on advertising to attract customers, yet, when they have the chance to embrace relationships with their current customers, they repeatedly fail.
Contrast the actions of these United employees with those of Southwest Airlines. In 2015, they forever changed the lives of Peggy Uhle and her son. Peggy’s Southwest flight from Raleigh-Durham to Chicago was getting ready to take off when the pilot suddenly turned around and headed back to the gate. Peggy was asked to get off the plane, which led her to assume that she had boarded the wrong flight. What she discovered, however, was that her son had been in a terrible accident in Denver and was in a coma.
Not only had the gate attendant re-booked her on the next direct flight to Denver, Southwest employees offered her a private waiting area, rerouted her luggage, let her board first, and gave her a boxed lunch when she got off the plane. They also delivered her luggage to where she was staying, never asked for payment, and an employee even called to ask how her son was doing.
While the press and goodwill Southwest Airlines received from this incident was significant, it was not the driving force behind their actions. The employees were simply demonstrating Southwest’s core purpose to “Connect people to what’s important in their lives through friendly, reliable, low-cost air travel.”
These values empowered key stakeholders (the employees) to do what was right for the customer, without question or hesitation. Contrast this with United who, very generically, aspires to be the “airline of choice.” In fact, the only other reference to core values I could find online was a very legally worded “code of ethics and conduct overview”
There are a few key takeaways from these contrasting stories. The first is that the culture and values we create in our business and homes will lead to specific behaviors by our employees and family – for better or for worse. Therefore, it’s imperative that we be very clear and explicit about what we stand for in terms of each.
The other major lesson is that we need to focus more on seeing people as human beings, not simply as a client, partner, or competitor. If we treat them with respect and/or help them selflessly in a time of need, we will create more positive outcomes all around. United employees decided it was better to drag a passenger off a plane than to up their $800 offer and own their mistake. Southwest just decided to do the right thing. Karma took care of the rest.
Most Read IRIS Articles of the Week: April 17-21
Here’s a look at the Top 11 Most Viewed Articles of the Week on IRIS.xyz, April 17-21, 2017
Click the headline to read the full article. Enjoy!
Like so many others in the industry, I was wrong. For years, I was certain that the bull market was nearing its end. I thought the market was over-extended, and that, surely, the wild equities run was coming to an end. But everyone else was bullish, and perhaps rightfully so. And while I’ve watched equities continue on their spectacular rise, I do think now is the time (really!) to put a hedge in place. Here’s why. Here’s how. — Adam Patti
The realities for fixed income investors have changed. How is this being reflected in markets? Bond investing has become increasingly difficult over the past decade. Markets have been heavily distorted by ultra-low interest rates and quantitative easing, as well as by extreme risk aversion in response to the global economic crisis and the eurozone debt crisis. — Nick Gartside
Is being a financial advisor worth it? I am an optimistic person and I encourage other people to keep a positive mental attitude (shout-out to Napoleon Hill and W. Clement Stone). However, by taking a good, hard look at the negatives in life, we can successfully pivot towards the positive aspects that will help us achieve our goals. — James Pollard
How do you treat one of your most valued, existing clients? Here’s a list of some things that come to mind. — Andrew Sobel
According to many advisors I speak with, the only clients that leave are those who have died. And while attrition may not be a big problem in this industry, I have to assume that at least a few clients change advisors without doing so via the funeral home. — Julie Littlechild
I was talking with an advisor last week about how to get into conversations about what he does. He was relaying the story of going jogging with a friend who could be a good client but is, more importantly, connected to a large network of people who fit this advisors ideal client description. — Stephen Wershing
Big picture thinkers are not unicorns - rare and mystical. And they were not born with the innate ability to think big. They do, however, pay attention to the broader landscape and take the time to think, analyze and evaluate. — Jill Houtman and Danny Domenighini
Your reputation is who you are and how you show up, Monday to Monday®. Many of us take our image and reputation for granted. Give careful thought to the kind of reputation that you would be proud of Monday to Monday® and that would resonate with your purpose and priorities. — Stacey Hanke
The generational changing of the guard is a fact of life as old as time. Young replaces old in responsibility, importance, control and culture. Outside of the family, the workplace is perhaps where this is seen most regularly by most people. — Shirley Engelmeier
Next time you hear your prospects give you price objections, it’s not because of the price. The give price objections because they don’t know the full value proposition that they’d be paying for. And it’s not based on their need, or your features and functions. It’s based on the buying criteria they want to meet internally. — Sofia Carter
Last week we wrote about the economic rationale behind going independent vs. moving to another major firm as an employee. As a follow-up topic, we thought it prudent to analyze transition packages attached to big firm moves and peel back the layers of the onion to show the components of these deals. — Louis Diamond
- 1 of 1118