“If you think you’re too small to have an impact, try going to bed with a mosquito.”
Anita Roddick, entrepreneur and founder – The Body Shop
I’m infinitely interested in some things and completely disinterested in others – very little middle ground with me. In the latter category is anything mechanical. I cannot program my VCR. I don’t want to know how or why, when I put my key into the ignition, something happens that makes my car start. I love watching CSI and don’t care how the picture gets into my TV.
I am completely curious about people who choose to make a difference. When I come upon someone totally engaged, I simply must know more. This brings me to the story of Capt. Dennis J. Flanagan of United Airlines.
My wife and I were flying to Arizona to spend a week in the Sedona area. Our originating flight, on May 29th, was to leave from Baltimore bound for Denver on United. About 30 minutes prior to our scheduled departure, we sat at the gate waiting to board with the rest of the passengers when something unusual happened. The door to the jetway opened. The captain emerged, walked to the ticket counter and grabbed the microphone. Based upon my substantial flying experience, a variety of scenarios floated around in my head – none of them good!
The captain began: “Good morning ladies and gentlemen. I’m your captain, Denny Flanagan.” He then went on to describe the weather we anticipated and our route. Then: “We’re flying a Boeing 757 this morning. If you have any questions during our flight about the aircraft or flight, I’ll be happy to answer them. Our plane this morning is in great shape.” A long pause ensued. Then, “I’m in good shape.” The passengers chuckled. He followed with this, “By the way, this is my first flight.” After a long pause he added, “today!”
Great, a pilot I can relate to. He does schtick!
I could see the mood change among the waiting passengers. They hadn’t previously appeared anxious, rather more indifferent or just tired. Now they seemed jovial and eager.
What happens next? Jimmy Buffet with a parrot? A conga line?
As we began boarding, I noticed that Capt. Flanagan was standing at the door to the plane handing out cards with a 757 pictured on one side and a description of the aircraft on the other. We shook hands and I mentioned that I was an executive coach and consultant and that I published a monthly newsletter. I added that I’d like to write something about his congeniality and gave him a business card. He replied that he’d love to talk at some point.
An hour into our flight, Anne Sewell-Irons, the purser, spoke to the passengers on the intercom: “Good morning ladies and gentlemen. We here at United believe travel should be fun. So, Capt. Flanagan has decided to raffle-off discounted tickets on United.”
Wait a minute, now we’re having a raffle? What’s next, karaoke?
She continued: “On your cocktail napkin, please write down the reason you choose United for your air travel. I’ll then draw four napkins and read the responses. Those people will each receive a coupon worth a discount on a future United flight.”
The raffle concluded and I didn’t win.
Anne came down the aisle a few minutes later with one of Capt. Flanagan’s business cards. It had a note on the back: “Mr. Golletz: You are a valued customer and your business is greatly appreciated. Please let me know how we can exceed your expectations. Also, could you wait for me after the flight?” Signed, Capt. Denny.
I couldn’t meet him because of a tight connection in Denver. I asked Anne to tell him that I’d call him after my vacation. I wanted to know more about this guy. Prior to bringing my response back to Denny in the cockpit, she shared some additional information about this unusual and extraordinary guy:
• He conducts the raffle on every flight and posts the cocktail napkin responses where United staffers can read them.
• He keeps a large number of copies of a coffee-table sized book on United’s history and presents them to United associates that respond to customers in exceptional ways.
• He hand writes personally addressed thank-you notes on the back of business cards to every first-class passenger on every one of his flights.
• He provides his personal credit card to unaccompanied minors on his flights so that they can use the in-flight phone to call home.
Denny’s co-pilot for the last month, Buck Wyndham (how’s that for a pilot’s name?), became so impressed that he asked Denny if he could videotape him for several days if the brass OK’d it. They did. The tape, currently being edited, will be used for training at the company.
When I got home from my vacation, I spoke to Denny and a number of people close to him. My primary question: What created this dedication to customers? Denny’s response was brief, “I do it because it’s my job.” Not a guy prone to self-congratulatory behavior. His wife, Terri, told me that he has a profound sense of duty and loyalty that endures despite adverse circumstances. His associate Bud Potts, another United pilot, couldn’t explain it either, other than to express his admiration for Denny, both who he is and what he does.
So, what are the lessons I can share with other people that I have learned, or reaffirmed, from this guy?
Here are my conclusions: United Airlines has been going through a lot of challenges that are well-documented. Amid all of that, here’s a guy that demonstrates resilience, persistence, tenacity, a love of people, loyalty and dedication. Where he got it isn’t as important as that he has it. Character counts!
People follow examples rather than orders. Frequently, Denny preaches the word of customer service to other United associates. They listen to him, however, because his actions mirror his words. He is consistent and authentic. He affirms what he says with what he does.
When faced with challenging times and circumstances, we have choices. We can whine about the way things are and harbor resentment. My admonition to resentful people is this: Resentment is tantamount to drinking poison and expecting someone else to die. I know people at United who want the company to fail because of deep-seated animosity and their need to prove themselves right. At the risk of appearing overly simplistic, my advice to those people is, find something else to do with your life!
I know still others who threw in the towel and left out of frustration; it just got to be too much. To those at United and people at other firms who have confronted similar challenges and made the decision to get out, I say: Sometimes leaving is the right answer – for both the organization and the person. Better to leave than seethe.
To people anywhere who decide to plant their feet and work for productive change: Bravo! Find other like-minded people to provide you with the courage to continue the fight. Incubate ideas; initiate independent action; take risks; build the company you want.
To everyone, but most particularly the executive managers of United: What can you learn from this story, how can you leverage that lesson and will you have the courage and smarts to come to terms with the fact that, ultimately, your best bets are the ones you place on the right people? There are more Denny Flanagans. Find them and turn them loose!
One additional note: Denny asked that I provide his e-mail address so readers can share ideas and input on United’s performance with him. You can reach him at dennis.j.flanagan@ual.com.
