JetBlue

I just had to write about JetBlue and the leadership of it's CEO David Neeleman. When something comes at me from 10 different directions, I get all esoteric and believe I should take a hard look at whatever is coming in. It's kind of like the universe is trying to tell me something. For those who did not see the article in last month's INC. Magazine or this month's Fast Company Magazine or the book that's written about him, let alone someone that you know who has experienced Neeleman serving them a snack on one of his flights, I'll condense what this guy is all about and the results he's having thus far. Since most of this readership is results oriented I'll begin with the end. Jetblue is an airline with more than 6,000 employees and 57 twin-engine jets. They were founded in 1999 and started flying in 2000, and have put together 12 consecutive profitable quarters. They have close to if not the best operating margins in the industry, the highest percentage of seats filled, and one of the top rates for on time arrivals. Their revenues are just under a billion. He's got $600 million in cash and cash equivalents. The vision is 290 planes and 25,000 employees within 7 years to compete with the big guys who are in the $13 – $17 billion range. In the next 12 months, JetBlue expects to hire about 1,800 employees and it introduces a new plane every three weeks. Up to this point JetBlue has depended upon speed, flexibility and a sense of intimacy with it's employees and customers. Neeleman has assembled a talented and respected executive group and he needs one because he's never run a company as large as this one let alone the size they plan to become. The credo for Management is Servant Leadership, helping others do their job better. There's a million things that could bring this guy down as he expands, and none quicker than not being fully systemetized to handle the expansion. However, I'd like to focus on what he is doing right and his leadership style that has delivered the impressive results above.

While having to fly in and out of secondary airports may prevent you from the JetBlue experience, the hundred little things they do to make travelling by air simple, easy and painless may convince you to give them a try. If you do you just may run into Dave Neeleman in an apron serving passengers snacks and asking and answering questions. Norm Brodsky of INC. Magazine was on such a flight. He asked Neeleman, " Where do you come up with all these great ideas – like the televisions?" and the answer – " I get most of my ideas on flights like this one, the customers tell me what they want. Neeleman does this about once a month. I am sure most all of you have heard similar stories, like Bill Marriott in his 70's still logs 130,000 miles a year finding out firsthand what's going on out there. Make no mistake that these guys are just as busy as you and they could find a million things to do other than hear what one little old customer has to say, but they do it!!!! These guys get a real time sense of the market to identify trends and keep their fingers directly on the pulse. Last year's Fast Company survey revealed that 97% of CEO's say their biggest challenge is staying atop the latest trends, followed by 95% saying purchasing the right products/services and 90% said assessing quality versus cost was the biggest challenge.
In addition to meeting his customers he's shaping the company culture. Employees see him working the crowd, going out of his way to help a customer, and they do the same. They understand that he gets what's happening on the frontlines because he's been there. Remember what Patton said to his Generals " You can't possibly lead unless you experience the bullets flying around your head." And it's not just the customers that get his attention. He has a one on one management style ( sound familiar to my clients ) that ripples out, moving people to feel passion about his vision and their work at Jetblue. Neeleman spent a half hour in the cock pit of that same flight talking to the pilot about family, life, and flying. The result – " I would walk through a burning building for him," says pilot Tom Krizek.

I don't know if JetBlue will make it to the big time or not, but if I had to place a bet, I'd put a bundle up that he will.

If you need a management system that gets you closer to what's going on with your employees and customers then consider our leadership coaching and our executive development program. Call for a free one hour consultation.


JetBlue - To learn more about this author, visit Allen Hatton's Website.

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