The pace of change impacting
insurance industry has never been greater. From consolidations, mergers, and acquisitions to re-engineering profit centers, creating new product lines and calming a variety of stakeholders, managers are faced with what often appears to be turbulent situations. And with turbulence comes fact that colleagues and staff experience anxiety. Performance levels drop. Morale suffers. And all are off-shoot of fear. The following vignette offers practical lessons for handling fear and resultant anxiety that come with unexpected and unwanted change. While this true-life situation occurred in clouds, concepts are very much grounded in reality. Its lessons can be carried into office, field, or home.
*****
Sunny skies, light winds, and gentle surf started yet another lovely Spring day in Southern California. Full of optimism, I boarded a flight bound for New Orleans by way of Denver and a major speaking engagement.
I never made it.
Snow intervened in Denver, delaying our 747 while nozzles spewed chemicals onto wings. The captain explained procedure as he walked back into cabin to visually inspect coating. Once airborne, he told us we’d hear landing gear go down for a second time as they checked mechanics. Finally off to New Orleans on Flight #1180.
Not.
A freak series of severe thunderstorms blew in from Texas, causing considerable jolting and bucking. The captain’s voice, calm and deliberate, explained each deviation as he attempted to discover a better routing. We couldn’t even get close. “I’m an old captain, not a bold captain”, he explained when he announced we’d be diverting to Birmingham, Alabama. The passengers literally applauded his honesty and his concern for our safety while we all silently and not-so-silently moaned our fate.
The only trouble with landing was that, for all intent and purpose, airport was closed. No jetway, no baggage handlers, merely last remnants of a night staff. The captain’s voice informed us he’d be coming through jet, out back stairs, and expected us to wait until his return at which time he’d tell us next steps in our journey. Birmingham was not this carrier’s hub.
One hundred-fifty people, many with small children, listened patiently when he returned and explained exiting procedure from aircraft, where we’d lodge, and when we’d meet and “have another go at it” in morning. Not one whimper or angry outburst arose. And true to his word, we all assembled after little sleep, no food, and for many, no change of clothes. We had now bonded in experience and called out to one another, laughing and sometimes gasping as still rocky air finally parted enough to bring us into New Orleans.
I lost significant income on that flight but I gained a strong metaphor for leadership principles in times of crisis and change. What captain and crew engendered, by their behavior, was confidence and trust.
The word ‘trust” serves as an acronym for understanding exactly what happened on this trip and what all leaders must do in today’s turbulent business environment.
T: Tell truth and reveal feelings. Information abounded on Flight #1180. People deserve and need plenty of information about what’s happening, why it’s happening, and what are next steps-- even if those next steps are to stop, take stock, and develop next plan of attack. And information has to be immediate. Waiting while rumor mill churns out various versions of “the truth” creates anxiety, second-guessing, and sometimes panic. None of these are conducive for productivity or morale. Respond quickly, honestly to every rumor that surfaces. Create a “heat sheet” (e-mail and hard copy) that can serve as a one-page update on rumors.
Notice that captain also admitted that he was “old not bold”. Consider this more truthful equivalent of oft-mocked phrase “I feel your pain”. The captain didn’t like this hair-raising flight any more than we did—and he acted upon that feeling after trying many measures. Leaders are not invincible. Employees can identify with this statement and also become reassured that leader is not going to do anything foolhardy to jeopardize organization and its people. Sure, he knew a number of us would “take a hit”, but my meeting was a small sacrifice for overall welfare of group. R: Respond consistently. Once captain and crew established a reporting method, they continued with updates. Voices never changed. A pattern of zigzagging to avoid storms was followed. Is it not true that businesses often need to consistently be inconsistent in seeking improvements, finding new markets, responding to marketplace? Just make sure you communicate why behind every zig and zag. Otherwise, employees will wonder who is running company.
