Turn a Commodity Into a Valued Experience

Recently I took yet another United flight from LAX to Denver. I was sitting in row 5, right side window, of a Boeing 757. A few minutes before we took off the Captain, Michael J.A. Guymon, walked back from the cockpit and introduced himself to every passenger (in first class). That was a nice change.

Just before the plane pushed back from the gate, Captain Guymon was explaining to the passengers over the P.A. that he had requested, and received permission, to make an "S" turn over the Grand Canyon--something for which he seemed quite excited. He went on to explain that since it was such a beautiful morning, the turn over the Grand Canyon would be a special treat for the passengers.

As were about to leave California air space, Captain Guymon started talking to the passengers about the Grand Canyon and urged everyone to get their cameras ready for the spectacle. Later when we were approaching the Canyon, he was back again chatting over the P.A. about the impending turn he would make.

As we made the right turn, my side of the plane got an amazing view of the Grand Canyon--one that I had never seen prior to this flight. The Captain continued to share interesting details and facts about the canyon. A few minutes later he made the left turn revealing an equally amazing view for the passengers on the left side.

What was the down side for him making this "S" turn? He used some extra fuel, for which United had to pay. But, what was the up side? For every passenger, especially the ones in the window seats, he turned a boring flight, a commodity, into an amazing and memorable experience for the passengers.

When one thinks about this situation, for just a little bit of extra effort, Captain Guymon's passengers received a "once in a lifetime experience" rather than just another flight. In your organization, do you encourage your Captain Guymons or do you beat them into submission to "follow policy" and thereby be mediocre and deliver marginal experiences for your customers?