A511.2.3.RB_MedleyKim_Is It Fun Yet?

Is It Fun Yet?

            Until my husband took me to lunch today, I was not certain how I would approach this week’s moment of reflection. One of our favorite restaurants is Carrabba’s Italian Grill. We either sit in front of the grill area, or, in the bar. Today, Angel, the bartender was working so we decided to sit in the bar and watch the X Games. We have known Angel for the past five years; but, we do not know her outside of the restaurant. Her personality is as bubbly and effervescent as the many adult beverages she serves; yet, today, she was out of sorts. I had never seen her this way. As we took our seat at one of the high-top tables, my mind returned to one of the many times my father took the family out for dinner.

            Having dad take my brother and me out for dinner was always a treat. Dining out was not done as often in the 60s as it is today. Part of my father’s routine was to assess the waitress. If the waitress was frowning and seemingly having a bad day, my father would always smile and ask, “do your feet hurt?” Invariably this caught the waitress off guard, although she would always take a moment to answer. I never understood my father’s interest in the condition of the waitress’ feet until I was older. His wisdom shown through again as I found myself asking Angel, is it fun yet? Different words; nonetheless, the same sentiment.

            According to Yukl (2013), concern, recognition, and thoughtfulness “for the needs and feelings of other people” are the hallmark behaviors for supportive leadership. It is not surprising the main finding from all of the research conducted on the effects of leadership indicates a positive correlation with understanding and worker satisfaction. Yukl (2013) provides four principles that are applicable in the workplace and elsewhere, which include:

·       Show acceptance and positive regard

·       Provide sympathy and support when the person is anxious or upset

·       Bolster the person’s self-esteem and confidence

·       Be willing to help with personal problems (p. 64).

By noticing that Angel was not herself, I took a page from my dad’s book and asked her, is it fun yet? She was able to stop for a moment and smile. As I said, we have known each other for years and often greet with a hug. It seems as if this afternoon’s hug was a simple gesture Angel needed and welcomed. Afterward, she was able to begin to release the chaos that had been building inside of her. As a customer, I could have easily brushed off the bad day she was having and been highly critical of her behavior as a server; but, that would defy all I have learned both from my father and from my experiences in the workplace.

            I was a home office underwriter for more than a decade. My career began as a file clerk and ended as senior underwriter. As I traveled up the ladder of success, there were many people along the way who took time to get to know me, listened to my concerns, coached me through difficult tasks, voiced their confidence in me, and offered an ear when needed. I never forgot these kind gestures and I have always tried to repay that kindness. Today, it is known as paying it forward; for me, both then and now, it has always been simply doing the right thing.

            During my tenure with American Pioneer Life Insurance, I organized department picnics. Between the policy issue and underwriting department, there were about twenty employees. The picnics were designed to help us all get to know each other and our families. We held them at Rock Springs, Florida and each year brought more anticipation. Our bosses grilled hamburgers. Our kids went tubing down the springs, or played tag football in the grassy fields. Most of the workers were women, so, we took turns swapping recipes and trying to one-up each other’s special picnic dish. It brought us closer together and this stayed with us at work. I was able to get to know fellow workers better. I learned about their interests and their family. By establishing and maintaining these relationships, it was easy to stop work and listen the day my friend needed a shoulder.

            A fellow underwriter poked her head in my office one day and asked if I had lunch plans. The walls in our office were quite thin and I had heard her crying earlier. I did not hesitate. We sat in her car as she sobbingly told me her husband of twenty years had decided to embrace his sexuality. This was during the early 90s; a time when homosexuality was still spoken of with whispers. He had been meeting his lover in secret for years. They had two young daughters and my friend was devastated. She was a bright and intelligent woman; but, this revelation shook her to her core. Her self-esteem had been obliterated and her confidence was a shadow of its former glory. All I could do was listen and let her cry. For more than a year, she and I walked during lunch and afternoon breaks. She talked and I listened. I offered advice when I could. At the time, I was going through a divorce, so, I had some sense of her pain. Although I was her supervisor, we became close friends and were able to help each other. This relationship, which began as supervisor and subordinate, was able to grow from not only day to day interactions; but the extended interactions, like that of picnics and office Christmas parties, solidified the foundation such that when she needed support, I was able to give it.

            These four principles, when incorporated, open the door for Yukl’s (2013) nine guiding principles for developing worker skills. In addition to listening to my friend, I helped her focus on her position and career with the company. She was junior underwriter and focusing on other things has always helped me take my mind off difficult situations. Our company offered continuing education courses, designed for insurance underwriters, and I encouraged her to begin taking the courses. They were self-paced programs. Tests were scheduled twice yearly. That first year, I convinced her to take just one course. We studied together and where applicable, I could demonstrate the principles with specific cases. When it came time for her to take the Actuarial Mathematics course, I introduced her to our company’s actuary. He had been quite generous with his time while helping me to prepare. I asked if he could extend that same generosity to her; but, I never betrayed her confidence. He helped her as he did me; and, just as I had done, she passed the course on her first attempt. After she told me she had obtained her designation of Fellow Life Management Institute, I told our boss. When her certificate arrived, the staff was gathered for the presentation and recognition of her achievement. This was routine for any employee who had completed the course; but, it was a much sweeter moment knowing what she had been through. I took her out for lunch that day. We did not dine in her car and neither did we cry. We celebrated her accomplishment.

            As I listened to Angel, I could not help but think of my fellow underwriter. Angel and I are not as close as my co-worker and I once were; but, those same principles popped up. Angel was having a bad day. A simple hug let her know it was okay to stop for a moment and breathe. She had worked a double shift. Her work area was unorganized; something which aggravated her. I was able to offer a joke about the hormones having a day out and how chaos can ensue. Again, she was able to laugh. Each time she stopped by the table, she could chat a little more. Each time, her smile got a little bigger and brighter. She was able to release a little more of her frustration, too. Her husband had eaten her package of Goldfish crackers. Her mother-in-law had taken the last bit of milk. Her boss would not call in an additional person. I do not remember the conversations the waitresses would have with my father; but, I now understand why he took time to ask a question like “do your feet hurt?” He knew their feet were not the issue; just as Angel knew I could tell she was not having fun. Rather, a simple show of support gave me the opportunity to help a former co-worker and server, just as others had helped me.

References

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Upper Saddle River, NJ: Prentice Hall.

A511.1.3.RB_MedleyKim_Opportunity for All

Opportunity for All

            Why do we fly? Think about that for a moment. As I began to reflect about this week’s task, understanding the “why” and the “cause” of Southwest Airlines, I went in search of materials that would help me to answer those questions and gain a better understanding of the company. The first video I watched reminded me of a Dr. Seuss rhyme. It was simple in nature and captured the many reasons for flying. I then read about Southwest Airlines so I would have a basic background of the company. A more updated video for Southwest Airlines literally brought me to tears. By taking this information and using Sinek’s Golden Circle analogy, I have been able to develop an appreciation for this company and its leader.

            As discussed in TEDx (2009), beginning with “why” helps us to understand how leaders provide the inspiration that leads to action. The speaker, Simon Sinek, asks us to consider how to explain the achievements by those who have seemingly defied the odds (TEDx, 2009). His explanation of Samuel Pierpont Langley and the Wright Brothers stayed with me as I learned about Southwest. According to Sinek, Langley had all he needed to successfully conquer powered man flight: fifty thousand dollars, support from the U.S. War Department, a seat on the board at Harvard, a career with the Smithsonian, and the best workers money could buy; yet, his name is not associated with manned flight (as cited in TEDx, 2009). Success came from a bicycle shop in Dayton, Ohio by two brothers, Wilbur and Orville Wright (TEDx, 2009). What drove them? Sinek explains it was their driven belief that powered man flight would “change the course of the world” (as cited in TEDx, 2009). Sinek’s Golden Circle explains why the Wright Brothers were successful and Langley was not.

            Sinek proffers all inspirational leaders and companies “think, act, and communicate the exact same way” (as cited in TEDx, 2009). In Langley’s situation, he was going to use thousands of dollars at his disposal, the support from the War Department, and his impressive connections to hire the best and brightest workforce in order to solve the mystery of powered man flight. By applying Sinek’s principles to the Wright Brothers, they woke up every morning believing that powered man flight would forever change the world and they would invest the proceeds from their bicycle shop, use their skills and hardworking employees to finally make flight a reality. Can you feel the inspiration of the Wright Brothers? It is this same drive and belief that has allowed Southwest Airlines to succeed in an industry hardly recognized for setting financial records.

            As I stated earlier, the first video I watched, "Southwest Airlines "Freedom" Featuring Herb Kelleher", sounded like a passage from Dr. Seuss. We fly for no reason, change of season, to see a face, to give a gift, or offer a lift. We fly to learn, earn, for romance or to dance, to climb a mountain, hear a note, or to simply float (Southwest Airlines Archives, 2009). Then, a very poignant message was delivered. It wasn’t that long ago that flying was for the fortunate few who could actually afford to fly. I well remember that time. My family only flew twice; once to visit a great aunt who had suffered a heart attack, followed by the flight for her funeral. United was the airline we took. I remember the slogan, “Fly the Friendly Skies of United”. Before and after these flights, when my family traveled, we drove everywhere. We drove to Pennsylvania to visit my mother’s family. We drove to Virginia for my father’s folks. We drove to the West Coast of Florida for my grandmother’s family. We even drove cross-country and stopped at great sites such as the Grand Canyon, the Petrified Forest, and Crater Lake Oregon. Why did we drive? We could not afford to fly. Herb Kelleher and Southwest Airlines sought to change this.

            Kelleher’s attitude provides the basis for Southwest’s vision and purpose; he believes that “flight should not be limited to the elite” (Southwest Airlines Archives, 2009). Flying should not only be an “opportunity for all”; but, everyone should have the “freedom to fly” (Southwest Airlines Archives, 2009). Seventeen years later, these same sentiments are expressed by the vision and purpose of the company; it’s “why”. The Southwest Purpose and Vision is, “We exist to connect people to what’s important in their lives” (NutsAboutSouthwest, 2013). Although these exact words have not existed since the company began in 1971; the attitude and belief, noted by Bunz and Maes (1998) have.

            Bunz and Maes (1998) applied the seven variables of the McKinsey 7-s: “structure, strategy, systems, style skills, shared values, and staff”, along with Peters and Waterman’s eight elements of excellence, to explain the success of Southwest Airlines (p. 163-164). Before taking a look at their findings, consider Sinek’s Golden Circle. Relying on my most recent experience with Delta, a short flight from Jacksonville to Washington, D.C., they offer flights around the globe, by answering questions, taking tickets, and getting folks to their final destination. Southwest is an airline united by a purpose to be the most loved, most flown, and most profitable airline ever by providing friendly, reliable, and low cost air travel (NutsAboutSouthwest, 2013). Bunz and Maes (1998) conclude “Southwest fulfills all eight attributes of an “excellent” company (p. 167). How are they able to defy industry standards?

            Throughout their analysis, Bunz and Maes (1998) discover the “can do and let’s try” attitude by management (p. 164). Similarly, Peters and Waterman (1982, p. 13) note effective organizations possess a “do it, fix it, try it” mindset (as cited in Yukl, 2013, p. 44). Customers are valued by Southwest; so much so, that replies to customer letters are personally written and Herb Kelleher, the company’s CEO, uses the letters as a way to monitor performance (Bunz & Maes, 1998). Kelleher is visionary; yet, he stays focused. By addressing constraints such as hiring to meet needs, training for all, regardless of position, and keeping spending under control, his company stayed focused on domestic flight service and made flying affordable for all (Bunz & Maes, 1998). They did not expand like other airlines. They fly to smaller airfields. This same formula is now being applied to international flights; but, in a limited manner to destinations like Aruba, Jamaica, and the Bahamas (Jones, 2014). The accomplishments with its domestic service: low rates, free checked baggage, and a loyal customer base, will allow Southwest to give folks the “freedom to fly” internationally, although in a limited way (Jones, 2014). The primary conclusion by Bunz and Maes (1998) is that Southwest had a strong leader.

            Herb Kelleher can be described as humorous, innovative, democratic, encouraging, forgiving, outgoing, hands-on, and personable (Bunz & Maes, 1998). He knows the names of several thousand of his employees (Bunz & Maes, 1998). Just imagine any CEO knowing the names of just a few hundred of his workers. The many characteristics of leadership, outlined by Yukl (2013): traits, values, confidence, skills, behavior, attributes, and beliefs, can be seen and heard with Herb Kelleher, or “Uncle Herbie” (Bunz & Maes, 1998, p. 166). His belief and his drive cascade down through his managers and employees. Remember the video that brought tears to my eyes? Allow me to explain.

            The second video, Southwest Purpose and Vision showcases customers as they share their different experiences. Jessica Chatellier and her family arrived at the Southwest terminal to see her husband off. He was being deployed to Kuwait. She and her family expected to be stopped at security and not be allowed to go any further. Kelli Evans, a Southwest Customer Service Agent, saw the family with this soldier and asked if he was being deployed. When he responded, “yes”, she asked if the family would like to accompany him to the gate. This gave the family an extra thirty minutes. Extra time for this wife, for these children, and for other family members to spend with this young, son, husband, and father. Now, when I flew Delta, my husband could not stay with me after the security gates. I do not like to fly. I become extremely anxious. I would have loved to have had my husband sit with me at the gate. When it came time for the soldier to board, hugs and final goodbyes were given, and the family prepared to watch the plane depart. Another Southwest employee, Felix Joseph, asked if he could do anything for the family. He made a phone call and within minutes, the family was running down the tunnel. As they boarded, John Chatellier’s name was announced over the intercom. He came up to the front of the plane and his family was able to receive one last hug. They shared one last moment with him. Think about that! What if that had been the last hug, the last time together? Southwest did not just board a customer; they gave this family one final moment to connect. 

            The “why” of Southwest is the “cause” for its employees. Herb Kelleher wanted to make a fundamental change within the airline industry; he wanted to make flying affordable for all. He abandoned the hierarchal approach to management. He took time to learn the names of his employees, He listened to their problems and encouraged them to develop solutions. He is able to laugh at himself. He recognizes failures happen and encourages people to learn from their mistakes. Managers spend time learning how to handle baggage and take tickets. Flight attendants clean the cabins. He has created a family atmosphere that has allowed his company to impact families across the country, regardless of why they fly. His story and its success is a brilliant example of “why” and should be required reading for management and leadership courses.

References

Bunz, U. K., & Maes, J. D. (1998). Learning excellence: Southwest airlines' approach. Managing

           (3), 163-169. Retrieved from             http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/198074370?accountid=      27203

Jones, C. (2014, Jan. 27). Southwest announces first international flights. USA Today. Retrieved

            from http://www.usatoday.com/story/travel/flights/2014/01/27/southwest-launches-            international-services/4938011/

NutsAboutSouthwest. (2013, Dec. 19). Southwest Purpose and Vision [Video file]. Retrieved

            from https://www.youtube.com/watch?v=eGxMf88I5g4

Southwest Airlines Archive (Unofficial). (2009, Feb. 2). Southwest Airlines “Freedom”

            Featuring Herb Kelleher [Video file]. Retrieved from             https://www.youtube.com/watch?v=7ewcGP75w8Y

TEDx. (2009, Sept. 28). Start with why – how great leaders inspire action | Simon Sinek|

            TEDxPugetSound [Video file]. Retrieved from             https://www.youtube.com/watch?v=u4ZoJKF_VuA&feature=share&list=PL42F8562DC       D3CCEA8

Yukl, G. (2013). Leadership in Organizations. (8^th ed.). Upper Saddle River, NJ: Prentice Hall.