Through the Lens of a Constant Flyer

In the past 4 weeks, I spent 54 hours of my life aboard Ethiopian Airlines planes (operated by Ethiopian Airlines). As an African and a passionate Pan-Africanist, I have always been proud of African organizations like Ethiopian Airlines that have successfully sustained operations over decades while many others have floundered and failed. As a scholar of organizational development, I observed the actions of the staff at Ethiopian Airlines and noticed some behaviors and actions that I believe are indicative of why the airline has succeeded where others in this tough industry have not. Here are two characteristics of Ethiopian Airlines I noticed that I hope other organizational leaders may seek to create in order to achieve success.

1. Highly trained employees.

I am not an airline pilot but I know good landings and take-offs and we consistently experience these. My observation of the grounds crew, customer service representatives and flight crew was that they knew exactly how to do their jobs. From check-in at airports to baggage handling to boarding to in-flight treatment of customers to baggage claim, the employees in Ethiopian Airlines uniforms demonstrated a competence that speaks to a consistent investment in their training.

2. Highly disciplined employees. I never observed the crew arrive late, demonstrate negative attitude or dressed inappropriately. Their uniforms were always clean regardless of how long the flight was and what portion of the flight we were on. On one particular flight which had a high number of what I shall charitably describe as "messy, first-time flyers", the crew cleaned up floor messes and restroom messes made by the passengers promptly and without complaint. They did what they were supposed to do even when it may have been unpleasant.

I do not need to conduct an organizational analysis of Ethiopian Airlines to kmow that this is an organization which has disciplined people and invests in its people. It is likely that the leadership of the airline initiate and model the same discipline and for this they should be complimented and applauded. While applauding the performance of the Airline I would like to contrast that with the performance of three key partners of the airline: the Airport management, ASKY airlines, and the Addis Ababa Transit Hotel management.

At Bole airport, I observed instances of indiscipline and subpar employee training in its airport security crew maintenance and cleaning crew. Dirty restrooms, insufficient seats in public areas, careless handling of security trays, broken equipment at security check points, and employees giving conflicting guidance in crowded areas are some of the phenomena I observed which are indicators that there may be room for significant improvement in the leadership of the Airport.

ASKY Airlines is based out of Togo and Ethiopian Airlines is a minority shareholder of the West African airline. On more than one occasion I have observed the flight crew meekly attempt to maintain discipline in carry-on bag limits only to be thwarted by grounds crew (or station manager); I have seen them attempt to maintain seating integrity on board the flight only to be bullied by a pilot who wanted someome to get a seat that had not been assigned to that person. In one case, the a flight was deoayed by 25 minutes because this "confusion", which was simply a matter of a lack of organizational discipline.

At the Addis Ababa Transit Hotels, the treatment of passengers was subpar...from the cramped buses to the long wait times in the bus to the cold dinner food to the sparse room conditions (showers with no curtains, slippery bathrooms, unheated rooms and one micro bar of soap sufficient for only one wash); the sullen attitude of the hotel staff matched the sparseness of the rooms.

Given the fact that these key partners are integral to the customer experience of an Ethiopian Airlines customer, it may be worthwhile for Ethiopian Airlines leadership to explore how it can transfer some of its good habits to its partners. After all, "when thou art converted, strengthen thy brethren..."

There is much to learn from Ethiopian Airlines and emulate to create successful and sustainable organizations. I salute the discipline and training that Ethiopian Airlines has clearly invested in and I encourage leadership teams of other African organizations to emulate this in their organizations. This is one of the ways by which we can transform Africa from a continent of potential to a continent of performance.

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About the author:

Dr. Modupe Taylor-Pearce is the CEO of BCA Leadership (www.bcaleadership.com), a Pan African leadership enhancement and executive coaching company. BCA exists to transform Africa through leadership.