Fly the Friendly Skies

 There I was in Detroit, headed for my connecting flight. When I reached the deserted gate, a hand lettered sign on the counter announced: "Gate change for flight #2453 to Gate 43." That was a half mile down the terminal, but as I was early, I made an about-face and headed off. Arriving at Gate 43, I learned that the new plane, requiring seat reassignment, also featured a mechanical delay.

When called to the counter, I was delighted to learn that I'd been upgraded to first class! That glee was short-lived, however, as I found myself seated next to a climbing toddler who persisted in sitting on my lap to look out the window. After a half-hour at the gate, we were informed that the mechanical problem remained unsolved and the flight was now cancelled.

Because of the upgrade, I was among the first off the plane and made haste to reach the customer service counter which was, of course, another half mile down the terminal. I found myself facing two intimidating and cantankerous reservation agents.

Before I could speak, the telephone rang and an agent answered it. Clearly irritated, she explained to the caller that "there is no manager here," as she rolled her eyes to me in disbelief. She then covered the mouthpiece and said to her compatriot, "Can you believe it, this guy wants a manager!" "Give me that phone," exclaimed agent #2, grabbing the handset. Agent #2 then proceeded to tell the caller that she was the acting manager and there was nothing she could do about the caller's problem. She hung up in a huff and looked at Agent #1. They were both astounded by the caller's audacity. Eventually, I was booked on another flight located, you guessed it, at a gate another half mile down the terminal. I ultimately reached my destination two hours late for the meeting, but in one piece.

What is most disturbing about this increasingly typical experience is that no airline representative managed even a modicum of sensitivity or offered an apology for the inconvenience. There was no friendly face or voice of reason throughout the process. In fact, when the flight attendant delivered the in-flight safety presentation, she sarcastically quipped that passengers weren't listening anyway. Never once did I feel like a respected customer (on a full-fare ticket) whose business the airline was happy to have. The disconnect between the airline employees' paychecks and my contribution was remarkable.

While, thankfully, most companies do not treat their customers and partners in this manner, recounting such experiences invites cause for pause and an important question. To what degree does your company consider customers and partners integral to its success, or are they simply a "necessary evil?" As it pertains to partners, in particular, some companies ask for commitment and loyalty but lack a compelling business proposition to help the partner substantiate its investment.

To gauge how well your company is impacting that commitment and loyalty, you may want to complete the following "Top Ten" survey.

As an added bonus, click the link and answer these ten questions online at Take the Ahead of the Curve Partnering Survey. We'll compile the responses and let you know where you and your peers stand next month. The first five respondents earn a $5.00 Starbucks gift card.

"Top Ten" Partnering Checklist

Yes	No	Question
		Does your company's investment in partners (people and dollars) reflect the outcome that your company desires from those partners?
		Are partners valued solely for their revenue contribution, or do market influence, expertise and customer access count?
		Does your executive team value business partners to the same degree that they do customers?
		Is there an executive who is accountable for business partner relationships?
		Is there a level playing field for partners when it comes to pricing your products?
		Does your sales force make the same amount of money whether the customer buys direct or from your partners?
		Do partners participate in the same or comparable on-boarding and training programs as your sales force?
		Do your partners have access to the same tools and resources as your direct sales force?
		Do partners learn about new products at the same time as your direct sales force?
		Are you satisfied that your partner business proposition reflects what your partners need to support their business?

If you answer "yes" to these questions, then your company is likely in good shape with business partners. You've built the necessary equity to withstand the inevitable and periodic challenges that occur between companies doing business together. If you can't answer "yes" to every single one, there's clear opportunity for improving credibility, influence, and effectiveness with partners.

The good news is that many of these levers can be pulled without a tremendous cost, save for affecting cultural change. Like a smile or an apology from the airlines, small things can go a long way. For example, including partners in the information loop around product roadmaps and release dates requires process change, but tangible costs are minimal. It's a relatively small change, but the benefits can be dramatic in creating goodwill and building integrity with your partners.

Here's to a time when we can again fly the friendly skies. In the meantime, may your summer travels be safe and enjoyable and may you remain ahead of the curve.