Category Archives: Alas Babylon

Jet Blues

The Jet Blue flight attendant fighting for his 15 minutes of fame—and who could have easily killed anyone standing beneath that exit chute he triggered—will undoubtedly make the rounds as the cotemporary symbol of the movie Network’s Howard Beale (“I’m mad as hell and I’m not going to take it any more!”). He probably has an agent by now. As we mistakenly applaud his “fed up as an art form” behavior, I wonder how many other people will vent their spleen despite the danger: a police officer who shoots a jaywalker; an air traffic controller who directs two planes into each other; a nurse who starts pulling out feeding tubes?

Will they all go on Oprah?

What we’re actually seeing is a huge case of being in denial, coupled with redirected anger, supported by massive narcissism.

In an age where everyone has the opportunity on social media platforms and via instant recordings to publicize their every shrug and moan, we all take on an exaggerated feeling of self-importance, a belief that our own common, human travails have a genuine gravitas and must be seen by everyone as especially important and due for instant remediation. This guy engaged in a juvenile temper tantrum with adult repercussions and many people are applauding him for the retrogression.

He’s an ass.

Flight attendants will tell you that they are there for our safety. But they are also there for our comfort, and that is the preponderance of their actual work on most flights. I fly only first class, and the level of service is fine about 75 percent of the time domestically (about 90 percent on foreign carriers). It’s a tough job when an airline like American has removed everything from pillows for your head to olives for your martini in the name of profit. I look back there in coach, especially on long trips, and I wonder why all those people aren’t violent at any given time.

On one Spirit Airlines flight, the attendant raced down the aisle—she had not heard the bell indicating we were permitted to rise—screaming at people to sit back down. She had also threatened to call security at the departure gate when I had my feet on the bulkhead, which she claimed was “unsanitary.” When I pointed to a woman across the way with her feet up, the flight attendant just stomped away. (She had apparently overheard me on the phone with my wife explaining I’d be late because the airline had had such a sloppy boarding process, and she took umbrage.) I couldn’t understand how this kind of inappropriate reaction was missed by her supervision. There are almost always early signs.

The latest iteration of our personal, too-public Facebook soap boxes appears to be the right to “vent” and express our perceived victimization at will. We’ve morphed from “The customer is always right,” to “The customers are a royal pain, why do we need them?”

There is no question that airline management, with the exception of the likes of Gordon Bethune or Herb Kelleher, has been as dimwitted as can be in good times and bad. They don’t treat their employees very well as a rule, and the working conditions have degraded as much for cabin and flight crews as they have for passengers, maybe worse. But I don’t attack flight crews because the airline isn’t giving me a meal during a three-hour fight, or the seating area is too cramped, or the lavatory is filthy. I deal with it.

I’ve been hit by passenger luggage, and I’ve hit passengers with my luggage. Stuff happens. Some people are civil, some are rude. Such is life on a public conveyance. I’m not especially trained to deal with it but we all seem to use our common sense and persevere. Those passengers trapped for hours on hot planes where the authorities were too stupid to let them off didn’t hold the crew hostage, though I don’t believe any jury would have convicted them if they had. They complained, but they acted rationally. They didn’t trigger the escape slides and raid the liquor cart, though they easily could have.

This flight attendant with his beer slide and YouTube hits will be glorified for just not being willing to take it any more. And that will enable the next person with little self-restraint, a poor self-image, and total self-absorption to push it one more level. Probably, someone will be hurt.

That’s worse than a crime. It’s ignorant. And you’re an accomplice if you support it.

© Alan Weiss 2010. All rights reserved.

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The Loch Ness Monster Monster

Everything I’m about to report is true. You’ll realize that, because you can’t make this stuff up.

Some years ago I encountered a guy in Mensa (which I joined a long time ago to see if I could get in and then promptly asked, “What on earth am I doing here?”—it is a world class victimization group) who was the self-appointed chairman of the Bay Area Loch Ness Monster Study Group, or some such thing, an official Mensa interest group. I wrote to him asking how he could be serious if he was supposed to be so smart.

He immediately wigged out. He questioned my ancestry, credentials (claimed that I was lying about all of my degrees and awards), and threatened to have “the 50,000 members of my group overrun you with emails and calls so that you can’t live a normal life!!” Imagine what would have happened had he really over-reacted!

I left that hair trigger alone, until a year or so later when the guy who had made the most famous photos of the monster died, and admitted on his death bed that it was all a hoax, AND displayed the toys he had used for the trick shot. Authorities confirmed that he was telling the truth.

Being somewhat perverse, I wrote back to the Bay Area Grand Monster Wizard and asked what his group would do now, would they study the toys, or would they simply suspend activities? (I believed then and do now that his group is even less likely to be corporeal than the thing supposedly in the lake.) He wrote back the most extraordinary message.

He told me that the toys were obviously planted, that the dying man made no such admission, and that this was a conspiracy to end searches for Nellie (the monster has a nickname). Who would conspire to protect a monster, I wondered. He was aghast that I could be so stupid as to not realize this. I was aghast, but at something quite different.

This guy needed desperately to believe what he had invented for himself, so he had to make it so even it if weren’t. He was enslaved to his fantasy.

Many of us proceed through life defending positions that aren’t true, or were true once and not now. After all, we trusted that not going into the water for a full hour after eating would save us from cramps and certain death. I remember how we waited for those final agonizing five minutes, the difference between sinking and swimming. We believe things about ourselves, our lives, our clients, our approaches that sometimes become so calcified that they achieve an inappropriate solidity.

The Chevrolet Nova did not fail in Spanish-speaking markets because its name means “no go” in Spanish. The number of people alive today is not greater than the total number of people who have ever lived. The Great Wall of China is not the only man-made object visible from space. (It’s barely visible.) The flush toilet was not invented by Thomas Crapper.

Maybe I’ll stop here.

We all need to examine our belief systems, about ourselves, our profession, our clients. “The unexamined life is not worth living,” said Socrates. I believe we’d do well to follow his advice.

And I’ll bet you’d have to show him a monster before he organized a study group about it.

© Alan Weiss 2010. All rights reserved.

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On Deductive Reasoning and God

Let’s see if I have this straight:

1. The French soccer team beats Ireland for a World Cup berth on the basis of an egregious and widely seen handball, an illegal and pathetic act in this venerated game. The French refuse to concede or do anything remotely honorable about this, despite an international outrage.
2. And, the same team then humiliates itself and its country, by gaining only 1 point, suffering through resignations, obscenity-laced player tirades against the coach, players refusing to practice, and a pitiful, virtual surrender on the field. They return home in shame, the objects of obloguy from their own countrymen.
3. Therefore, there must be a God.

© Alan Weiss 2010. All rights reserved.

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Value Based fees from Australia’s Chief Justice

Courtesy of Australian consultant Gary McMahon, one of my avid followers in one of my favorite places in the world, here is a short clip of the Austrian Supreme Court Chief Justice telling what appears to be a stunned legal audience that hourly billing is completely inappropriate and ought to be thrown out in favor of focusing on value.

http://www.abc.net.au/news/video/2010/05/17/2902081.htm?site=southwestwa

When I was speaking in Sydney during one trip, I keynoted for the Australian Legal Management Association on this very topic. After accountants and consultants in Melbourne and Sydney had been extraordinarily responsive, the legal people sat there virtually deaf to the same ideas. I kept hitting the mike to see if it were working. (This is why I’m always paid in advance.) Tell me again why some of you entrepreneurs have lawyers on your advisory boards?

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Saks

I’m hosting the latest Mentor Hall of Fame Meeting at The Palace hotel on Madison Avenue in New York. We had a few hours of free time yesterday afternoon, and my wife said, “Do you need to buy anything while we’re here?”

“Summer shirts,” I suggested, and we agreed to visit Saks, the huge department store, which is less than a block from the hotel.

We selected a few things on the seventh floor, agreed to split up and then meet on the sixth floor, which has a great layout. You can walk around in a huge circle with a dozen designer collections occupying the circumference. If you see something you like, you can wander farther into the displays. I love the concept, and since I saw only two other customers the entire time, it was a leisurely stroll.

I was carrying a Saks shopping bag filled with those other purchases, which tells you I’m a buyer. I was dressed well and any salesman (they were all male) in the business could tell that I could buy whatever I wished to.

YET NO ONE APPROACHED ME! In an empty store, with people working on commission, I was ignored. Some refused to establish eye contact. Others, talking to each other leaning against display cases, never stopped their chat.

Three-quarters of the way around my circuit, I passed Brioni, and a young man said, “Hello, can I be of help?” I put my bag down, told him what I wanted, and he told me to wait there while he rounded up some shirts from Brioni and Zegna down the hall. At this point my wife arrived, I tried on his suggestions, and all but one—which we both loved—fit.

“Can we order this in his size?” the salesman asked an older colleague standing around. “No, Brioni won’t send more,” he said dismissing us.

“Wait a minute,” I stopped him, “don’t you have other Saks stores that may still have some of these?” My salesman said, “That’s a good idea, let me check the computer.” The older guy just stared at me, as if I were ruining a nice day in the park.

My salesman arranged for that shirt to be shipped directly to me from another store, packed up the others, gave us his card and told us to call him when we needed anything else.

I will.

People ask me where I get my material as a writer and as a consultant. It’s all around us. How would you like to be the men’s department manager, or the general manager, or the product managers for any of those other designers at Saks? Do you think they need to shop their own business on a regular basis? Do you think they need to throw some of that excess overhead out of there and get some people who really want to work on behalf of the organization and themselves?

This is why some shine and some don’t, in business and in life. If you can’t look a customer in the eye and proactively try to help, you’re not going to be successful.

In fact, you may just lose your shirt.

© Alan Weiss 2010. All rights reserved.

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Let’s Not Blow Our Tops

We’re starting to hear of the outrage of people trapped in Europe or unable to get to Europe due to this unpronounceable Icelandic volcano. And, of course, many are searching for scapegoats.

The Airlines want the European Union to bail them out, because the EU decided there was too much danger to airplanes and passengers. As far as I can see, that was a pretty accurate determination. (A jet fighter launched to test conditions came back looking somewhat worse for the wear.)

Travelers are upset with airlines, hotels, travel agents, local authorities, and just about anyone else who wanders into view. I don’t make light of the lost money, lost opportunities, and lost time. I’ve been marooned and ignored globally in my career.

But this is a volcanic eruption. No one in Iceland caused this, unless someone offended the geologic gods, and no on in business and industry spends much energy planning for a northern European volcano that suddenly blows its top and blankets major airports

Recently Rhode Island experienced historic flooding, the worst in its recorded history. A great many people have experienced tremendous hardship, and even those with flood insurance quickly were apprised that it covers structural damage only, not possessions. Emergency services worked very well, but damns, levees, and drainage structures were overwhelmed. No one built them for floods of this proportion, because the probability doesn’t justify the investment.

As far as I know, no one was killed as a direct result of the volcano’s action. There was more than sufficient reason to decide not to fly through rocks that not too long before were lodged under a glacier. There is no legitimate reason to expect that the travel industry prepare for 100,000 flights being cancelled over the course of a week. And it’s bizarre to expect the government to bail you out when its primary responsibility is public safety.

I’ve done a great deal of strategy work, and I don’t recall ever sitting around with executives saying, “What can we anticipate that’s unanticipated?” or “How much should we invest in protecting ourselves from 10,000 to 1 shots?”

Sometimes, stuff just happens. Spend your energy recovering, not blaming. The former puts you in control, the latter makes you a victim of something uncontrollable blowing its top.

© Alan Weiss 2010. All rights reserved.

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A Consultant’s Advice to Non-Profit Boards

My wife and I are veterans of a dozen arts and charity boards, and herein some free advice from a world-class consultant:

1. Do not allow people to serve on the board who simply want the position on their résumé. Members need to meet three conditions: a) they have the expertise and intellectual capital (e.g., marketing or strategy) needed; b) they bring the capacity to donate and/or raise funds from others personally; c) they are capable and willing to attend all meetings and appropriate events.
2. Boards should stick to strategy and funding and evaluation of staff, but must leave daily operations to the executive director, managing director, artistic director, and so on. Most board time is wasted on how much to charge for a poster or what meal to serve at a fund raiser.
3. It is unethical for board members to do business with and to profit from their position on the board and relationship with the organization. (And when executive directors receive $400,000 to run blood banks, for example, there is something desperately wrong.)
4. Boards should be relatively small, have elected officers, and run according to Robert’s Rules of Order. Minutes should be maintained and distributed within 48 hours.
5. Board members should be evaluated annually and term limits should be in place. (You’re a board member, not a potted plant.)
6. Boards should meet quarterly, not monthly. Executive committees and subcommittees should meet more often.
7. Understand that the future funding potential is in individual contributions, not corporate and not government. Consequently, professional development people are invaluable.
8. Unless the recipients of the art or charity or service are improved, the effort isn’t effective. Merely perpetuating the organization is insufficient.
9. There should not be a cozy relationship among the chair and staff. The relationship should be cordial, but it’s the chair’s job to provide guidance and critique and evaluation, which is tough to do for a good friend.
10. It’s better for board members to argue and debate than to mindlessly listen to reports and rubberstamp what’s placed in front of them.

Non-profits have been failing at an alarming rate. That’s not the economy’s fault, it’s the board’s fault.

© Alan Weiss 2010. All rights reserved.

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Free Consulting Help for U.S. Airline Executives

Wherein one of the world’s finest consultants provides free help to those in desperate need of it:

• When I call you I don’t want to speak to someone in the Philippines who doesn’t understand American idiom and keeps reading to me from a script.
• You should LOWER your prices as the flight time gets closer, not make last-minute reservations more expensive. Do you want to fill inventory or not?
• I’ve never seen unhappy employees and happy customers. Get along with your unions and encourage your people. If Southwest and Continental can do this at times, so can you.
• Stop nickel-and-diming us with charges for pillows, rest rooms, drinks, and oxygen when these charges are only being levied to compensate for idiotic decisions made in the executive suite.
• Competition is going to increase, the economy is going to recover, and people will have the opportunity to fly true world class airlines, such as Singapore Air and Emirites. You need to increase service and loyalty before that happens or you’re through.
• Merging two bad operations does not magically create one good one, but does result in one atrocious one.
• With advanced technology (boarding passes on cell phone screens) when will you end the antediluvian practice of boarding hundreds of people through one bottleneck access?
• Advise us of what we need for our safety, but don’t treat us as if we’re the village idiot in a concentration camp. We need education, not admonishment.
• Get wifi and cell phone use moving along, there is no evidence that this stuff impedes the airplane’s operation and it’s needed.
• If you leave passengers on a plane on a runway without relief for more than two hours, you should be publicly humiliated and forced into exile.
• When you create a hundred elites, no one is elite. You have first class, and coach, sometimes business. All the nonsense about 1K, Chairman’s brown-nosers, Global alliances, and people who once made the honor roll is dumber than dirt. Whomever pays the most for their ticket deserves the special treatment.
• Enforce a grooming code. I know it will never return to nice outfits, trim people, and coiffed hair, but fight attendants shouldn’t barely fit in the aisles, have unwashed hair, be devoid of makeup, and wear wrinkled clothing. It’s to the point where I’m loath to accept food from some of them.
• Painting your planes does not improve service, loyalty, brand, or image. Spend the money more wisely.
• In the airline lounges, arm the hostesses with Tasers and allow them to blast anyone in bare feet, torn tee-shirts, or who is obviously intoxicated.
• If you want to keep charging for baggage and/or encouraged checked bags over carry-on, then do something serious about lost bags and employee theft.
• Learn to treat animals traveling with more decency and humanity.
• Clean the darned planes. I’m tired of finding crap in every crevice because you think this expense can be scaled back. You’re responsible for a healthy environment. Or do you intend to charge us for clean seats?
• Fuel prices change, often abruptly. Deal with it.

© Alan Weiss 2010. All rights reserved.

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Most Useless Piece of Information Received in Last 24 Hours

The floods up here didn’t get to our house, which is on high ground, but our pond flooded and the waterfall erupted, taking out our water main. (You can see photos elsewhere on this blog.) Yesterday, upon our return from New York, the plumbers finally were able to restore things, and the water company arrived to turn the water back on from the street.

We’ve had the same plumbers—an extended family—for 20 years. I see them about 4 times a year for various things (this is a big house). We’re on good terms and know each other. I thought.

The father explained to me that the water should be fine but he was having it tested. “One thing, I’m afraid, will affect you,” he said seriously.

“What’s that?” I asked.

“For a few days or so, your wife won’t be able to cook,” he said kindly, as if consoling me.

“We’ll handle it,” I assured him. (We eat out 7 nights a week.)

Unanticipated event: Since we can’t drink the water for another few days, I’m not letting the dogs drink it (even though they drink out of the pond on occasion) and I’m filling their bowls with bottled water. Koufax particularly loves this, and I’m thinking I may have a longer-term problem here….

© Alan Weiss 2010. All rights reserved.

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LA Times Agrees With Me

A columnist for the LA Times (Mary McNamara) is the latest in a slew who agree with me about Ellen Degeneres on Idol. If a major media star of her magnitude (awards, host of awards shows, popular talk show, popular TV shows, etc.) can’t handle the pressure and demands of a rather simple, idiosyncratic, and subjective judging assignment on a show whose audience is ready to love you, then what’s going on?

A good lesson for all of us is that “only the gifted few can wing it.” A master in one area doesn’t metamorphose into a master of another without preparation, skills, and some affinity for the work. (Every time Randy Jackson says “pitch” I think Ellen’s going to throw a baseball.)

We all require a market need, competency, and passion to succeed. A large paycheck is seldom enough.

© Alan Weiss 2010. All rights reserved.

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