From GoGo to NoGo, Delta Stubs Their ToeToe

Delta Renames In-Flight Wireless Internet

Dubbed GoGo when released (see our original excited post about GoGo Wi-Fi published on January 12, 2009), it is rumored that Delta has decided to rename their in-flight wireless Internet service NoGo to signify that the service is still not available on all flights nearly nine months since its release. More importantly, GoGo is surprisingly absent from many cross-country flights (where travelers would most welcome it). “It has become clear to us that we should rename the service NoGo,” stated a fictitious Delta executive.

Okay, so this is a rumor that I’m starting, but for good reason. Today I sit on a four-hour, thirteen-minute flight from Atlanta to Orange County on a Delta 737. Once we reached 10,000 feet, I was excited to remove my laptop from its bag, power up and surf to my heart’s content.

Oops, someone forgot to install GoGo on this flight.

Makes perfect sense, right? Why would a planeload of businessmen want to check email during a cross-country flight in the middle of a weekday? My last three flights, all less than 40 minutes in total EDUT (Electronic Device Usage Time), came equipped with GoGo wireless. At just under $10 per flight, GoGo is often not worth purchasing on such short hops. On a flight like today’s, GoGo would be a welcomed bargain that would also help Delta squeeze some additional revenue from its customers.

Leaders Remember Important Lessons

I admit it: I’ve forgotten most of what I learned in college. Much of what I do remember, I have to say, I will never, ever use. I’m hopeful, of course, that I can recall the important lessons when required. The lack of GoGo Wi-Fi on today’s long flight reminds me of one of the first lessons I learned during a basic marketing course in my freshman year in college; perhaps you recall this lesson, as well: it was called The Four Ps of Marketing.

Price, Promotion, Product, Place

With regards to the GoGo rollout, Delta has done a done a decent job with three of the Ps, but they forgot all about one of them.

Price. At $9.95, the service is priced particularly well. A dollar more and they would likely lose 20-30% of their users, a dollar less and they gain nothing.

Promotion. Between the early 40% discounts and the constant bombardment of seat pocket flyers and preflight announcements I have become nearly addicted to the service.

Product. I can surf the web at 30,000 feet. ‘nuf said.

Place. Oops… it’s clear Delta didn’t think this one through. To provide the service during a quick jaunt between ATL and JAX is meaningless to consumers (and probably costly to Delta). However, to not provide the service between Atlanta and John Wayne International is downright criminal. What is Delta thinking? Obviously (as is becoming commonplace with Delta product/process rollouts) they were not.

Like the on-again/off-again Breezeway rules, Delta leadership doesn’t seem to grasp simple concepts. Is it because running an airline is so complicated? I have no doubt it’s damn tough to achieve much of what Delta has achieved, though I find it incredibly disappointing when they fail at the simplest of tasks. (As a frequent Delta flyer, I’m just hopeful they don’t screw up like this on the important stuff.)

Stop Managing Activities and Start Seeing Results

Keep Everyone Busy So You Can Kill Creativity

In the current economic climate (one that we’ve dubbed The Great Necession), it seems that companies are so concerned about productivity that they’re forgetting about innovation and creativity.

Whether we’re all trying to cover our asses as managers or whether we truly believe that micromanagement and piling on the busy work is the key to survival during The Great Necession, we have become obsessed with ensuring everyone still employed is constantly busy.

Understandably, many workers are doing their job and that of their laid off former coworkers; though even this doesn’t explain what we’ve observed over the past several months in workplaces across America. Too often to be a coincidence, we’ve watched in disbelief as more and more managers unnecessarily micromanage the activities of their charges in an effort to magically drive more output.

We’ve become so concerned with keeping everyone busy that we don’t leave time for our employees to be creative or creatively solve problems.

Manage the Results, Not the Activities

Often because they don’t fully understand the goals, junior managers fall into the trap of managing or micromanaging the activities of their subordinates. When desperate, even seasoned leaders will sometimes scramble to drive productivity through the micromanagement of daily activities.

The Great Necession has created more than a little desperation in the workplace.

The key to reaching your team’s goals as leaders is to clearly identify the goals and then monitor and manage the output of those contributing to the achieving of these goals. When you try to manage the inputs (the activities) instead of the outputs (the results), you most often find you’re driving fast, though in the wrong direction. Additionally, you cannot hold your subordinates accountable for the results that the overly-managed activities attain.

When you tell someone not only what to do, but also how to do it, you own the results – good or bad.

We Need Creative Problem Solving to Solve Our Current Problems

Left to their own accord, people will always find ways to do it cheaper, faster, better and safer. If you’re micromanaging their activities, you leave them no time to improve your products or processes; and thus, no time to help pull your company through the tough times.

As leaders, it rests on us to guide our companies through this economy. Your people are counting on you to do just that. It’s time to lead again: Resist the temptation and stop managing the activities and just manage the results. It’s easier. Of course, do this only if you want creative solutions to your company’s problems.

NY Times Hardcover Business Best Sellers – September 2009

 

New York Times – Hardcover Business Best Sellers – September 2009

 

Ten months and counting for Malcolm Gladwell’s Outliers as it continues to dominate the NY Times best seller rankings. To read our review of this outstanding book, check out our July 2009 best seller rankings.

 

Though not showing the staying power of Gladwell yet, two authors were able to hold their Top 5 rankings from last month: Mezrich and Ramsey. We have no comment on Ramsey’s “work,” expect to say that it likely should be moved from the NY Times business rankings. (How does dolling out credit card debt elimination advice to consumers with below average intelligence qualify as a business book?) Regarding Ben Mezrich’s The Accidental Billionaires, we can actually recommend this read for those of you looking for something with a little more entertainment than “how to” advice. We enjoyed Billionaires almost as much as we liked Mezrich’s earlier offering, Bringing Down The House, and we were pleasantly surprised that we walked away feeling we learned a little something.

 

We have no plans to read anything written by former Lehman VPs (A Colossal Failure of Common Sense) or how Bernanke prevented the second Great Depression (In Fed We Trust), though we do welcome your comments about these final two of this month’s Top 5.

The Top Five – NY Times Business Hardcover Best Sellers September 2009 (to view the entire list, follow this link):

 

This
Month

 

Last
Month

1

OUTLIERS, by Malcolm Gladwell. (Little, Brown, $27.99.) Why some people succeed — it has to do with luck and opportunities as well as talent — from the author of “Blink” and “The Tipping Point.”

1

2

THE ACCIDENTAL BILLIONAIRES, by Ben Mezrich. (Doubleday, $25.) How two Harvard undergraduates created Facebook.

2

3

THE TOTAL MONEY MAKEOVER, by Dave Ramsey (Thomas Nelson, $24.99.) Debt reduction and fiscal fitness for families, by the radio talk-show host.

3

 

4

A COLOSSAL FAILURE OF COMMON SENSE, by Lawrence G. McDonald and Patrick Robinson. (Crown Business, $27.) The inside story of the collapse of Lehman Brothers, from a former vice president of the firm.

8

5

IN FED WE TRUST, by David Wessel. (Crown Business, $26.99.) How Ben Bernanke and his Federal Reserve colleagues worked to prevent another Great Depression.