Time to Win - a review.
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Time to Win - a review.
As the new year begins it is time perhaps to look back and review the past year, and perhaps a "how goes it" look at "Time to Win".
70 per cent of Corporate Transformations fail. 70 per cent!
Of that 70 per cent , 33 per cent fail because of poor direction and leadership from Management. Lack of commitment, poor communication, no resolve.
Of that 70 per cent, 39 per cent fail because the employees resist and do not buy into the transformation. The staff do not see any true leadership or change in Management attitude or style which encourages them to commit to reform.
Myself, I have tried hard to get on the "Time to Win" train but I was kicked off by the Management when they alienated me by rewarding every other staff member with a year end bonus but discriminated against me by declaring that my best efforts were worth no reward.
Nothing has changed at all in the leaderships' mindset, I expect more conflict to continue throughout 2018.
70 per cent of Corporate Transformations fail. 70 per cent!
Of that 70 per cent , 33 per cent fail because of poor direction and leadership from Management. Lack of commitment, poor communication, no resolve.
Of that 70 per cent, 39 per cent fail because the employees resist and do not buy into the transformation. The staff do not see any true leadership or change in Management attitude or style which encourages them to commit to reform.
Myself, I have tried hard to get on the "Time to Win" train but I was kicked off by the Management when they alienated me by rewarding every other staff member with a year end bonus but discriminated against me by declaring that my best efforts were worth no reward.
Nothing has changed at all in the leaderships' mindset, I expect more conflict to continue throughout 2018.
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Just finished dinner with an old BA friend here in London. He told me that there is general disbelief in the UK as to the state of CX, and their employee relations. He's in management at BA, and he told me that managers like we have would have been long-fired by now. As he put it, "you can't run an airline business with managers that don't understand and resent their most important employees" (and yes Tom, we really are a bit more important than the cleaners). Couldn't really argue with the logic of that. I remember in the 90's when BA pilots wanted to resign and join CX. Needless to say, none of them will be wanting that fate now.
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I am 100% convinced that if CX makes it out of this self-generated “crisis” that it will be in spite of the current Management team, not because of it. The market may be so strong in HK and globally that with the infrastructure, employees, and operating processes already in place (antiquated as they are) it would be almost impossible to fail. Of course, this assumes the hedging geniuses don’t throw away many more billions. None of this will stop the “leaders” from claiming their transformation plans have worked and rewarding themselves handsomely for their brilliant turnaround.
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Hard to make more wrong turns than we have. Perhaps I should phrase that knowingly wrong turns.
At least if I listen to my wife from time to time and occasionally make a wrong turn we aren’t pi$$ed off at each other ALL of the time.
Herb Kelleher had great wisdom when he had as a goal making work fun and a part of his employees’ life — such that they felt valued and really wanted to be there for the most part. The REST of life became work and on the job is where you really enjoyed being. People tend to find ways to avoid things they don’t like.
At least if I listen to my wife from time to time and occasionally make a wrong turn we aren’t pi$$ed off at each other ALL of the time.
Herb Kelleher had great wisdom when he had as a goal making work fun and a part of his employees’ life — such that they felt valued and really wanted to be there for the most part. The REST of life became work and on the job is where you really enjoyed being. People tend to find ways to avoid things they don’t like.
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Well, i've never enjoyed CX less, and therefore i'm spending some 'quality' time with my family. I'll be back, eventually. As for the management creating a positive working environment, the words, 'snow', 'august', 'cold' and 'hell' come to mind. We are cursed with not only an inept management, but they are inept combined with ignorance, arrogance, venality and malice. So, I don't know about anyone else, but I am happy to find ways to stay as far away from that environment as possible. Flu season couldn't come quick enough. Now that it's here, I am of course exercising my professionalism and will be back at work when i'm 'fully fit'. 
(and who knows when that will be?).
(and who knows when that will be?).
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I might add, in reference to Sheps comments regarding Herb Kelleher. It's hard to find a greater indictment of our management than the larger than life example Herb set as it pertains to respecting and treating his employees well. It sickens me to see how diametrically opposite we are to that noble and successful example of REAL leadership. Unlike the hollow and contemptible management (I can't say leadership) we have. None of our management would be fit to have Herb wipe his shoes off after he walked through a cow pasture.
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#metoo
Couldn't have said it better at all.
As one of those who were LITERALLY kicked off by the Management (er.... Leadership), I will say that this effort is doomed to fail, at least in the short term, ie, near several years. Having been replaced by someone who knew literally nothing about the role I was fulfilling, but was very good at the yuckspeak which pleased the Leadership, convinced me that this "transformation" is nothing more than a pathetic attempt to make things look good for those outside the organization... as well as the Swires in London. Only redeeming feature is that I do not believe that they (Swires) are stupid at all. They will definitely "reward" the success ... or lack thereof ... in (hopefully) a just fashion. As has been the case for many airlines (and other organizations) which have been through similar transformations, the end result, perhaps many years from now, is quite possibly a success. But that will not come without more (much more!) pain and suffering.
The losses will continue.... Hopefully not including a hull.
Those I've remained in touch with confirm that the atmosphere, morale and current "plan" sucks completely. That definitely include the "leader" who usurped my previous role. Compounded by the year-end fiasco, the current opinion regarding the "leadership" held by the rank-and-file is abysmal. This will continue as long as the current leadership is in place.
As one of those who were LITERALLY kicked off by the Management (er.... Leadership), I will say that this effort is doomed to fail, at least in the short term, ie, near several years. Having been replaced by someone who knew literally nothing about the role I was fulfilling, but was very good at the yuckspeak which pleased the Leadership, convinced me that this "transformation" is nothing more than a pathetic attempt to make things look good for those outside the organization... as well as the Swires in London. Only redeeming feature is that I do not believe that they (Swires) are stupid at all. They will definitely "reward" the success ... or lack thereof ... in (hopefully) a just fashion. As has been the case for many airlines (and other organizations) which have been through similar transformations, the end result, perhaps many years from now, is quite possibly a success. But that will not come without more (much more!) pain and suffering.
The losses will continue.... Hopefully not including a hull.
Those I've remained in touch with confirm that the atmosphere, morale and current "plan" sucks completely. That definitely include the "leader" who usurped my previous role. Compounded by the year-end fiasco, the current opinion regarding the "leadership" held by the rank-and-file is abysmal. This will continue as long as the current leadership is in place.
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Freudian Slip Traf ??
Just finished dinner with an old BA friend here in London. He told me that there is general disbelief in the UK as to the state of CX, and their employee relations. He's in management at BA, and he told me that managers like we have would have been long-fired by now. As he put it, "you can't run an airline business with managers that don't understand and resent their most important employees" (and yes Tom, we really are a bit more important than the cleaners). Couldn't really argue with the logic of that. I remember in the 90's when BA pilots wanted to resign and join CX. Needless to say, none of them will be wanting that fate now.
