Grant worked his way through University for three years by working in a timber yard in Christchurch. Cycling between work and lectures certainly kept him fit, but it left a lasting impression on him in terms of language. “I found that everyday workers were not that impressed by elongated complicated words, when there was just as accurate and simpler expressions that communicated the same message. Truck drivers and timber workers are just as interested in learning, but were put off by academic language and terminology that excludes, rather than includes, them.”
“Becoming a foreman at 21 taught me an important lesson, in that all people are not the same, and they do not automatically ‘fall into line’, just because you are in charge. It was an important early lesson – people like respect and an individual focus, when you are working with them.”
Running a functional catering operation before joining Air New Zealand taught Grant the importance of dealing with big operations, the importance of various functions that need to dove-tail neatly, to make the whole operation work. One poor performer can tilt the perception of performance, and lead to business implications, without the problem staff member even being aware of the wake of destruction they leave behind them. It raised the question of “what makes a good operator in my mind” says Grant, and “top performers became a focus in my work”.
At Air New Zealand he had a ground-breaking role, to establish and then conduct Customer Service training, and to work with all of the passenger-contact staff, with a focus on excellent performance. “One thing that remains with me was the number of senior experienced staff who worked well with passengers, but who viewed any training as a punishment or a criticism of their current performance. I deliberately went out of my way to bring those people on-board with the courses we ran, and acknowledged the value they brought to a training session. What was needed was a focus with their well-honed skills in a changing business setting.”
Three years in charge of Air New Zealand’s Cabin Crew Training school was a period of intense focus and the development of marketing-based skills training. It was a hectic period, with a 60% reduction in staff in the school and then a 300% increase in training requirements, and in all the heady days of new aircraft, new destinations and back to back courses. It raised the question “What does a perfect Cabin Attendant look like?”
“Think about it” Grant points out, “you come from a restaurant, or a hotel, or off a flight, and say to your companions ….that was a great experience!” – was it the journey, the meal, the table cloth or the glass of wine? No, it was the sum of all of these, along the person that met, greeted or served you when you ate, flew or stayed there. So, what makes a perfect Cabin Attendant? What do they look like?”
Experience as a recruiter honed this interest, along with an intense three years of recruiting sales and marketing staff for a wide range of companies. Psychometrics were an integral part of any candidate presentation, and very quickly Grant got down to the basics of what makes a “good performer” in a wide range of industries.
Now after all these years working with clients and companies, the question is still just as relevant. What keeps the ‘baby-boomer’ still plugging along? Why do people return to work after injury or maternity leave? Will the Gen Y make it at all? ….. are they that difficult to manage?
It is still down to what motivates people (and what does not!) and if you are introduced to the secrets, you can find those “Go” buttons, and conversely the stall procedures that will turn good staff off working well for you.
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“Becoming a foreman at 21 taught me an important lesson, in that all people are not the same, and they do not automatically ‘fall into line’, just because you are in charge. It was an important early lesson – people like respect and an individual focus, when you are working with them.”
Running a functional catering operation before joining Air New Zealand taught Grant the importance of dealing with big operations, the importance of various functions that need to dove-tail neatly, to make the whole operation work. One poor performer can tilt the perception of performance, and lead to business implications, without the problem staff member even being aware of the wake of destruction they leave behind them. It raised the question of “what makes a good operator in my mind” says Grant, and “top performers became a focus in my work”.
At Air New Zealand he had a ground-breaking role, to establish and then conduct Customer Service training, and to work with all of the passenger-contact staff, with a focus on excellent performance. “One thing that remains with me was the number of senior experienced staff who worked well with passengers, but who viewed any training as a punishment or a criticism of their current performance. I deliberately went out of my way to bring those people on-board with the courses we ran, and acknowledged the value they brought to a training session. What was needed was a focus with their well-honed skills in a changing business setting.”
Three years in charge of Air New Zealand’s Cabin Crew Training school was a period of intense focus and the development of marketing-based skills training. It was a hectic period, with a 60% reduction in staff in the school and then a 300% increase in training requirements, and in all the heady days of new aircraft, new destinations and back to back courses. It raised the question “What does a perfect Cabin Attendant look like?”
“Think about it” Grant points out, “you come from a restaurant, or a hotel, or off a flight, and say to your companions ….that was a great experience!” – was it the journey, the meal, the table cloth or the glass of wine? No, it was the sum of all of these, along the person that met, greeted or served you when you ate, flew or stayed there. So, what makes a perfect Cabin Attendant? What do they look like?”
Experience as a recruiter honed this interest, along with an intense three years of recruiting sales and marketing staff for a wide range of companies. Psychometrics were an integral part of any candidate presentation, and very quickly Grant got down to the basics of what makes a “good performer” in a wide range of industries.
Now after all these years working with clients and companies, the question is still just as relevant. What keeps the ‘baby-boomer’ still plugging along? Why do people return to work after injury or maternity leave? Will the Gen Y make it at all? ….. are they that difficult to manage?
It is still down to what motivates people (and what does not!) and if you are introduced to the secrets, you can find those “Go” buttons, and conversely the stall procedures that will turn good staff off working well for you.