Knowing when to stay away is the mark of a pro, whose leverage is much greater than the number of subordinates because of the number of self-assignments each empowered individual takes on and completes without the manager even knowing about it. Several organizations are putting the principles of empowerment into practice for their great gain. Some employees resented the new emphasis and the extra demands and left the company, but those who stayed worked sixteen-hour days, volunteered for extra duty, and proved something to themselves and this country. To be effective, these quality leaders would have to see each employee with new eyes, to assume that every worker was an intelligent individual who genuinely wanted to give his or her best to the company. Their talent, ingenuity, and commitment drive our quality standards closer to our goal of 100 percent customer satisfaction.
Customer satisfaction begins with employee satisfaction.
If we put our employees first, they will deliver impeccable service, and profit will be the natural outcome. An employee without the information can't take responsibility. Carlzon grants broad responsibilities to workers on all levels. All employees keep hunting for ways to add value to in-flight service and to improve life for passengers on the ground. They break down barriers.