So very true, and a great message for me personally right now. A reminder to always treat others as you would like to be treated. No matter the situation, you are in control of exactly how you handle it.
You just gave a great example of the difference between American Airlines (Charlotte) and Delta! I can't honestly remember a situation where AA handled a negative situation professionally. This experience is so widespread throughout AA's network that I assume this has to do with the company's overall culture.
Conversely, I would have to say my experience with Delta has been completely the opposite. And for the most part, Southwest as well.
I live in Charlotte, so I'm thankful to live close to a hub airport, but I always dread dealing with American.
This couldn't have come at a better time--thanks for sharing. Customer service from airline staff, and that includes ground staff, is uneven at best. I like to think that the pilot mentioned comes from the same school as Sully, who to me is a true hero.
Excellent framework, Robert. Your Delta pilot example perfectly illustrates what researchers call "emotional contagion" in organizations—the phenomenon where a leader's composure spreads through the entire system.
I'd add one more dimension: tone isn't just immediate—it's architectural. In hospitality and service-driven organizations, the tone a CEO or manager sets becomes embedded in standard operating procedures, training protocols, and hiring decisions. That Delta pilot's calm didn't just resolve one flight; it modeled how the entire crew should operate going forward.
This means tone is a strategic asset that compounds. The Charlotte gate agent likely never received training in antagonistic communication—that tone likely inherited from a culture that tolerates it. Conversely, organizations that institutionalize the pilot's approach (transparency, respect, partnership) create self-reinforcing systems where good tone attracts people who reinforce it.
For destination and hospitality leaders especially: your tone sets the cultural baseline for how 1,000+ employees will interact with visitors. That's not just good management—that's a competitive advantage that shows in NPS, retention, and brand reputation.
Not just what you say, but how you say it, matters an awful lot. When you were describing the first scenario, I immediately felt my teeth set on edge (is there anything more frustrating than airline delays?) Treating someone like an adult, but more importantly a peer, goes a long way.
Love it. How you say it almost always triumphs over what you say. The golden rule: Treat others, the way you want to be treated! Thank you for the reminder.
So very true, and a great message for me personally right now. A reminder to always treat others as you would like to be treated. No matter the situation, you are in control of exactly how you handle it.
You just gave a great example of the difference between American Airlines (Charlotte) and Delta! I can't honestly remember a situation where AA handled a negative situation professionally. This experience is so widespread throughout AA's network that I assume this has to do with the company's overall culture.
Conversely, I would have to say my experience with Delta has been completely the opposite. And for the most part, Southwest as well.
I live in Charlotte, so I'm thankful to live close to a hub airport, but I always dread dealing with American.
This couldn't have come at a better time--thanks for sharing. Customer service from airline staff, and that includes ground staff, is uneven at best. I like to think that the pilot mentioned comes from the same school as Sully, who to me is a true hero.
Excellent framework, Robert. Your Delta pilot example perfectly illustrates what researchers call "emotional contagion" in organizations—the phenomenon where a leader's composure spreads through the entire system.
I'd add one more dimension: tone isn't just immediate—it's architectural. In hospitality and service-driven organizations, the tone a CEO or manager sets becomes embedded in standard operating procedures, training protocols, and hiring decisions. That Delta pilot's calm didn't just resolve one flight; it modeled how the entire crew should operate going forward.
This means tone is a strategic asset that compounds. The Charlotte gate agent likely never received training in antagonistic communication—that tone likely inherited from a culture that tolerates it. Conversely, organizations that institutionalize the pilot's approach (transparency, respect, partnership) create self-reinforcing systems where good tone attracts people who reinforce it.
For destination and hospitality leaders especially: your tone sets the cultural baseline for how 1,000+ employees will interact with visitors. That's not just good management—that's a competitive advantage that shows in NPS, retention, and brand reputation.
Not just what you say, but how you say it, matters an awful lot. When you were describing the first scenario, I immediately felt my teeth set on edge (is there anything more frustrating than airline delays?) Treating someone like an adult, but more importantly a peer, goes a long way.
Love it. How you say it almost always triumphs over what you say. The golden rule: Treat others, the way you want to be treated! Thank you for the reminder.
A great post. Building rapport is under-rated.