Jet Blues

My father the PR executive always said that when something bad happens at your company you need to get out in front of it, own up to the problem and tell people exactly what you are going to do to address it. That is what JetBlue CEO David Neeleman did today.

As everyone knows by now, JetBlue left passengers on the tarmac for up to 10 hours at various airports this week when their staff was overwhelmed by weather delays. That's what JetBlue did wrong. What they did right was to follow my father's advice. Neeleman sent an email apology to all JetBlue customers (I got one myself, today) that took ownership of the problem (he apologized three times in the note) and provided a link to a video apology posted on YouTube and the company's new Customer Bill of Rights which details what JetBlue will do to compensate customers for any such delays in the future.

Another wise man once told me when I was starting a new job that the key to success was not avoiding mistakes - because they cannot always be avoided - but reacting to them positively. Taking care of customer problems quickly and thoroughly when they occur can, paradoxically, make relationships stronger than they were before the problem occurred.

Nintendo is developing a reputation for outstanding customer service just by fixing problems with its popular Wii game console more quickly than people expected and doing it with a friendly attitude. This is in stark contrast to VW's extended denials and grudging recall of its defective ignition coils back in 2003 which created a great deal of ill-will and blunted the company's previously stellar growth in the US.

As a product manager I have more than once been called into situations where a customer is angry about a problem they are having with my product. Usually this situation arises when they have been talking with someone in sales or customer service who has been trying to minimize, dismiss or gloss over the customer's problem. This usually serves only to make the customer more angry because they feel the company does not care about their issue. 

When I arrive on the scene and listen to the problems the customer is having, I am ready and willing to own up to the product's limitations. Customers understand that your product is a work in progress and that you have to make trade-offs between the needs of different customers. Usually a bit of listening and honesty is all the customer wants.

And once they have been heard, I often find the customer can be very helpful in communicating their real needs. Instead of angrily telling why your product stinks, they will turn around and tell which feature improvements are really important to them and why and which ones can be deprioritized.

So be like JetBlue and Nintendo. Don't be afraid to admit your mistakes, problems and limitations. Listen to your customers, have an open discussion, and let them help you decide what to do to resolve their issues.