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Nagesh Belludi

Why Is (Was!) Airline Boarding a Mess?

June 11, 2020 By Nagesh Belludi Leave a Comment

Prescript: I drafted and pre-scheduled this article late last year … who would have imagined that life, and the airline industry specifically, could be utterly derailed by a lethal virus?

Boarding an airplane is one of the most inefficient aspects of flying.

There’s no money to be made when a plane is sitting on the ground. Little wonder, then, that airlines have attempted for decades to improve the boarding process—usually with little to no success.

Airlines and airports have engaged industrial engineers, logistics experts, and university researchers to study how to get passengers into their planes in a timely fashion. They’ve experimented with back-to-front, window-to-aisle, every-other-row, and many seating combinations thereof. The improvements have turned out marginal at best.

A Little Too Theoretical to Work Well

No airline seems to have cracked the code for efficient boarding because of the same old reasons—much of the sequencing models and organizing tests are a little too theoretical for reality and are reductive about human behavior.

All the boarding methods have an implicit assumption that passengers are orderly and don’t create frustrating bottlenecks. But, when it comes down to it, passengers simply can’t lend themselves to the airline’s preferred boarding order. Passengers don’t show up at the gate on time and organize themselves precisely in the airline’s prescribed sequence. Once onboard, they don’t place their carryon bags into bins promptly and clear the aisle swiftly.

To make matters worse, airlines need to treat some passengers preferentially—the highest paying customers, loyal frequent flyers, military personnel, people with special needs, and families with young kids must board before general boarding. Then there’re complications arising from making passengers pay for carryon bags. Passengers with bare-bones tickets are not only given middle seats but also inconvenienced enough to board in the end and then scramble for overhead bin space for their bags.

All these complexities add a significant burden on gate agents and flight attendants, who, while making every effort for an on-time departure, must monitor passengers boarding when they must, carrying paid-for carryon bags, and using overhead bin space near their seats.

Basic Human Nature is the Inhibiting Factor

Given the not-so-orderly-and-decorous tendencies of humans, no one boarding method has statistically proved to be consistently and reliably better than others. As a result, airlines fall back on a variety of general boarding schemes, usually some combinations of back-to-front and window-to-aisle arrangement.

In my experience, the “free-for-all” seating that Southwest Airlines operates appears the fastest. Southwest’s passengers don’t get assigned seat numbers, so they have the freedom to sit anywhere they want. They line up for boarding in the order they check-in and reach the gate. Once onboard, they move quickly to find the best available seats and keep out of each other’s way. Southwest is also helped by the fact that passengers tend to have fewer and smaller carryon bags because Southwest doesn’t charge for checked luggage.

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Filed Under: Mental Models Tagged With: Aviation, Customer Service, Discipline

How to Clear Your Mental Horizon

June 8, 2020 By Nagesh Belludi Leave a Comment

This anecdote about a reclusive Nobel laureate is scarcely practical advice, but an excellent reminder of the importance of eliminating internal and external distractions.

Peter Higgs is not a fan of modern technology. The British theoretical physicist, 84, is so consumed with work that he has never sent an email, looked at the internet, or used a cellphone. He’s so cut off from modes of modern communication that he didn’t know he’d won this year’s Nobel Prize in physics—for his 1964 paper predicting the Higgs boson, which imbues other particles with mass—until a neighbor congratulated him on the street. “I resent being disturbed in this way,” says Higgs. “Why should people be able to interrupt me like that?” Because they want to keep in touch? “But I don’t want to be in touch,” he laughs. “It’s an intrusion into my way of life, and certainly on principle I don’t feel obliged to accept it.” He doesn’t own a TV, but not because he lacks interest in the outside world. “I don’t regard television as the outside world,” he offers dryly. “I regard it as an artifact.”

And, the Guardian notes that Higgs isn’t interested in being accessible:

Higgs struck upon his [Higgs boson] theory while walking in the Cairngorms one weekend in 1964. An unworldly and donnish academic, he was so immersed in particle physics research that when his first son was born he was miles away in a university library, and so remote from contemporary reality that to this day he owns neither a TV nor mobile phone, and only acquired his first computer on his 80th birthday.

Make Conditions as Favorable as Possible

Good jobs are overwhelming, and accomplishing important things is really, really hard. As the following anecdotes will illuminate, many of the greatest achievements in life are often accomplished by people who (1) have a particular desire that becomes the foundational building block for everything they do, (2) focus on what they want to achieve, and (3) divest themselves of internal and external distractions.

  • The physicist and 1965 Nobel laureate Richard Feynman famously invented the falsehood that he’s irresponsible so that he could avoid mundane tasks. He wrote, “I tell everybody. “I don’t do anything.” If anybody asks me to be on a committee to take care of admissions … “No! I’m irresponsible. … I don’t give a damn about the students!” Of course I give a damn about the students, but I know that somebody else’ll do it! … because I like to do physics, and I want to see if I can still do it. I am selfish, okay? I want to do my physics.”
  • The American crime writer James Ellroy said, “I’m interested in doing very few things. I don’t have a cell phone. Don’t have a computer. Don’t have a TV set. Don’t go to movies. Don’t read. I ignore the world so I might live obsessively.”
  • Asked about his vacations, the German filmmaker Werner Herzog once revealed that he has never taken vacation, “I work steadily and methodically, with great focus. There is never anything frantic about how I do my job; I’m no workaholic. A holiday is a necessity for someone whose work is an unchanged daily routine, but for me, everything is constantly fresh and always new. I love what I do, and my life feels like one long vacation.”

Idea for Impact: Find the Focus That’ll Take to Do Your Best

Success is a product of unremitting attention to purpose. Avoid, disconnect, eliminate, automate, delegate, reduce, or minimize mundane concerns and routine affairs that could dissuade you from focusing on what you want to achieve.

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Filed Under: Sharpening Your Skills Tagged With: Balance, Decision-Making, Discipline, Mindfulness, Stress, Targets, Time Management

Inspirational Quotations #844

June 7, 2020 By Nagesh Belludi

The best ideas come as jokes. Make your thinking as funny as possible.
—David Ogilvy (British Advertising Executive)

That’s what happens when you’re angry at people. You make them part of your life.
—Garrison Keillor (American Broadcaster, Writer)

A thing is mighty big when time and distance cannot shrink it.
—Zora Neale Hurston (American Novelist)

Flowers in a city are like lipstick on a woman—it just makes you look better to have a little color.
—Lady Bird Johnson (First Lady of the United States)

Failure at a task may be the result of having tackled it at the wrong time.
—Brendan Behan (Irish Poet)

I’m not going to die,
I’m going home
Like a shooting star.
—Sojourner Truth (African-American Abolitionist)

No soul can preserve the bloom and delicacy of its existence without lonely musings and silent prayer, and the greatness of this necessity is in proportion to the greatness of evil.
—Frederic William Farrar (British Theological Writer)

It is the nature, and the advantage, of strong people that they can bring out the crucial questions and form a clear opinion about them. The weak always have to decide between alternatives that are not their own.
—Dietrich Bonhoeffer (German Lutheran Pastor)

Great joy, especially after a sudden change of circumstances, is apt to be silent, and dwells rather in the heart than on the tongue.
—Henry Fielding (English Novelist)

The truth is that most people are simply too distracted by their thoughts to have the selflessness of consciousness pointed out directly. And even if they are ready to glimpse it, they are unlikely to understand its significance.
—Sam Harris (American Neuroscientist, Atheist, Author)

The purpose of fighting is to win. There is no possible victory in defense. The sword is more important than the shield and skill is more important than either. The final weapon is the brain. All else is supplemental.
—John Steinbeck (American Novelist)

Success in the majority of circumstances depends on knowing how long it takes to succeed.
—Montesquieu (French Political Philosopher)

Failure is delay, but not defeat. It is a temporary detour, not a dead-end street.
—William Arthur Ward (American Author)

Tact is the great ability to see other people as they think you see them.
—Carl Zuckmayer (German Playwright)

All of our reasoning ends in surrender to feeling.
—Blaise Pascal (French Philosopher, Scientist)

All that attention to the perfect lighting, the perfect this, the perfect that, I find terribly annoying.
—Meryl Streep (American Actor)

Filed Under: Inspirational Quotations

How to Project Positive Expectations

June 4, 2020 By Nagesh Belludi Leave a Comment

If you want to be seen as a doer, somebody who can be depended upon to get a job done, answer with “I will” whenever possible.

According to George Walther, author of Power Talking: 50 Ways to Say What You Mean & Get What You Want (1991,) expressions such as “I’ll try” make you seem hesitant—even ineffective.

Recall all the people who’ve promise to do something by saying, “I’ll try to get back to you tomorrow.” They rarely do. They have to be reminded, prodded, and nagged.

Those who announce, “I’ll have an answer for you by two this afternoon,” typically follow through.

Idea for Impact: Watch Your Language

Your choice of words matters. You are building your reputation—your brand—one interaction at a time.

Your assertions set the tone for what others can expect from you. They also motivate you to get the job done as you’ve promised.

Speak the language of success.

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Filed Under: Effective Communication, Sharpening Your Skills Tagged With: Body Language, Communication, Conversations, Likeability, Negotiation, Skills for Success, Social Skills

What Are You So Afraid Of? // Summary of Susan Jeffers’s ‘Feel the Fear and Do It Anyway’

June 1, 2020 By Nagesh Belludi Leave a Comment

Title: Psychologist Susan Jeffers’s self-help classic, Feel the Fear … and Do It Anyway (1987, 2006.)

Idea for Impact: “You can drop an awful lot of excess baggage if you learn to play with life instead of fight it.”

Central Premise: You’re often held back by a “Grand Canyon” of fear. You’re wasting far too much time trying to perfect your mental state and seeking to feel happier, confident, and motivated.

Thought-Provoking Snippet: “It is reported that more than 90% of what we worry about never happens. That means that our negative worries have less than a 10% chance of being correct. If this is so, isn’t being positive more realistic than being negative? … If you think about it, the important issue is not which is more realistic, but rather, “Why be miserable when you can be happy?””

Mindset Change: Recognize the limited control you have over your emotions. Accept fear as a natural part of your mental development and learn how to live alongside your fears and self-doubts. Use positive affirmations—e.g., replace “It’s gonna be terrible!” with “I can handle it … it’ll be a learning experience!”

Caution: Don’t overdo affirmations. Cheery slogans such as “I Am Powerful and I Love it!” may lift your mood. But repeating them “at least twenty-five times each morning, noon, and night,” as Jeffers suggests, could make you feel worse by evoking the peevish internal counterargument that you’re not and you don’t.

Action Plan: Get on with the things you want to do. The momentum of positive emotions builds up as soon as you start taking action. “Every time you encounter something that forces you to “handle it,” your self-esteem is raised considerably. You learn to trust that you will survive, no matter what happens. And in this way your fears are diminished immeasurably.”

Why Read: An insightful prescription for why and how to get over your “urgh.”

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Filed Under: Living the Good Life, Mental Models, Sharpening Your Skills Tagged With: Anxiety, Attitudes, Books, Discipline, Emotions, Fear, Lifehacks, Mindfulness, Motivation, Personal Growth, Procrastination

Inspirational Quotations #843

May 31, 2020 By Nagesh Belludi

Perhaps even these things, one day, will be pleasing to remember.
—Virgil (Roman Poet)

To be 70 years young is sometimes far more cheerful and hopeful than to be 40 years old.
—Oliver Wendell Holmes, Sr. (American Physician, Essayist)

An act of meditation is actually an act of faith–of faith in your spirit, in your own potential. Faith is the basis of meditation. Not of faith in something outside you–a metaphysical Buddha, an unattainable ideal, or someone else’s words. The faith is in yourself, in your own “Buddha-nature”. You too can be a Buddha, an awakened being that lives and responds in a wise, creative, and compassionate way.
—Martine Batchelor (French Buddhist Teacher)

When moral courage feels that it is in the right, there is no personal daring of which it is incapable.
—Leigh Hunt (British Author)

Years ago, the business schools used to pose it as a conundrum. They would say, `Well, who comes first? Your employees, your shareholders, or your customers?’ But it’s not a conundrum. Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.
—Herb Kelleher (American Entrepreneur)

We have five senses in which we glory and which we recognize and celebrate, senses that constitute the sensible world for us. But there are other senses – secret senses, sixth senses, if you will – equally vital, but unrecognized, and unlauded.
—Oliver Sacks (British Neurologist, Writer)

As to the evil which results from a censorship, it is impossible to measure it, for it is impossible to tell where it ends.
—Jeremy Bentham (British Philosopher, Economist)

You haven’t seen a tree until you’ve seen its shadow from the sky.
—Amelia Earhart (American Aviator)

Every day of our lives we are on the verge of making those slight changes that would make all the difference.
—Mignon McLaughlin (American Journalist)

For there is no friend like a sister
In calm or stormy weather;
To cheer one on the tedious way,
To fetch one if one goes astray,
To lift one if one totters down,
To strengthen whilst one stands.
—Christina Rossetti (English Poet)

When you have nothing to say, say nothing.
—Charles Caleb Colton (English Clergyman, Aphorist)

He who has not the weakness of friendship has not the strength.
—Joseph Joubert (French Essayist)

Cleverness is serviceable for everything, sufficient for nothing.
—Henri Frederic Amiel (Swiss Philosopher, Writer)

Filed Under: Inspirational Quotations

How to Gain Empathic Insight during a Conflict

May 28, 2020 By Nagesh Belludi Leave a Comment

One simple starting point for finding common ground during a conflict is to ask, “what if the others’ perspectives were true?”

When others tell you something that you don’t agree with, just suspend disbelief for a moment.

Imagine what it is to be like them.

Think, “what if the others’ perspectives are true.”

What would that mean to you?

What would that mean in the context of your shared interests?

How would that change your perspective on your own opinion?

Putting yourself in the other person’s shoes can help you identify how they’re feeling and why they’re feeling that way. This makes it easier to take the big vital step: treating them with empathy and compassion. Suddenly, the conflict is less personal—it’s not about you or them.

Idea for Impact: We human beings are not transformed as much by statistics and facts as we are by stories. When there are two alternative viewpoints of one story, being open-minded, listening honestly, and identifying the other through their stories could be really transformative. It changes the conversation. It helps you move forward and seek solutions that are favorable to both sides.

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Filed Under: Mental Models, Sharpening Your Skills Tagged With: Communication, Conflict, Conversations, Critical Thinking, Getting Along, Persuasion, Thinking Tools, Thought Process

Pulling Off the Impossible Under Immense Pressure: Leadership Lessons from Captain Sully

May 25, 2020 By Nagesh Belludi Leave a Comment

I recently watched Sully (2016,) the overrated Clint Eastwood-directed drama about the US Airways Flight 1549 incident, aka the “Miracle on the Hudson.”

Sully Movie (2016) with Tom Hanks, Clint Eastwood In summary, on 15-Jan-2009, Captain Chesley “Sully” Sullenberger (played by Tom Hanks) heroically dead-sticked his Airbus A320 aircraft in New York City’s Hudson River after both the aircraft’s engines failed from a bird strike. He then helped get passengers and crew off uninjured.

Sully centers on Sullenberger’s post-decision dissonance. To spin the real-life six-minute flight and the 24-minute swift rescue into a 96-minute Holyrood extravaganza, the filmmakers devised an antagonist in the form of National Transportation Safety Board (NTSB) investigators who try hard to blame Sullenberger for the mishap.

Overdramatized Portrayal of the NTSB Investigators

On the screen, the smirking NTSB investigators use flight simulators and computer analysis to second-guess Sullenberger’s lightning-quick decisions. They would have rather he made it to an airport nearby—a possibility that he had instantly judged was not viable given his 40 years of flying experience.

Contrary to Sully‘s portrayal, the NTSB was unequivocal that landing the aircraft on the Hudson was the right call. In his memoir, Highest Duty: My Search for What Really Matters (2009,) Sullenberger mentions that he was “buoyed by the fact that investigators determined that [first officer] Jeff and I made appropriate choices at every step.”

In the course of the real-life 18-month investigation of Flight 1549, the NTSB did investigate the odds of landing the aircraft in a nearby airport. Exploring all possible flaws that contribute to a crash is part of the NTSB’s charter. The NTSB, like other accident-investigation agencies, concerns itself principally with preventing future accidents. It rarely seeks to assign blame, nor does it make the pilots justify their actions.

The Complex Leadership Requirements of Flying

Apart from the sensationalized portrayal of the NTSB investigators, Sully misses the opportunity to call attention to the complex leadership requirements of aviation. Flying a civil aircraft is characterized by a high level of standardization and automation, while still placing a strong emphasis on formal qualification and experience.

Today, highly trained pilots have to work with ever more complicated and autonomous technology. The routinization must be weighed up against deliberate action. On Flight 1549, the A320’s much-studied fly-by-wire system allowed the pilots to concentrate on trying to resurrect the engines, starting the auxiliary power unit (APU,) and deciding the flight path in the direction of the Hudson. Airbus’s legendary computer controls will not allow the pilots to override the computer-imposed limits even in an urgent situation. Sullenberger and others have commented that lesser human-machine interaction may perhaps have allowed him a more favorable landing flare and helped him temper the aircraft’s impact with the water.

Aircrews now consist of ad hoc teams working together typically only for a few flights. They build their team quickly and rely on the crew’s collective knowledge and experience to round out the high levels of standardization.

Due to the complex demands for leadership in aircrews, specialized training programs such as Crew Resource Management (CRM) are in place to improve crew communication, situational awareness, and impromptu decision-making. These systems were established to help crews when technical failures and unexpected events disrupt highly procedualized normal operations.

Furthermore, individual and organizational learning from accidents was institutionalized through mandatory reporting of incidents—not only within the airline involved but also across the aviation community.

Leadership Lessons on Acting Under Immense Pressure: The Context of Success

Owing to intuition, experience, and quick coordination, Sullenberger was able to “land” the aircraft on the Hudson within four minutes following the bird strike and have his passengers and crew quickly evacuated onto the aircraft’s wings and onto rafts.

The rapid and highly complex coordination required for this extraordinary achievement was only achievable because of exceptional leadership, exemplary decision-making under stress, and the technical skills of both the cockpit- and cabin-crew.

The pilots were highly experienced—Sullenberger even had experience as a glider pilot. Further contextual factors—the calm weather on that afternoon and the proximity of NY Waterway ferries—helped bring this accident to a good end. All this facilitated the almost immediate rescue of passengers and crew from the rapidly sinking aircraft and the frigid water.

'Highest Duty What Really Matters' by Chesley Sullenberger (ISBN 0061924695) On Another Note, Sullenberger’s memoir, Highest Duty (2009,) is passable. The most interesting part of the book is the last fourth, where he discusses Flight 1549 and what went through his mind. Interestingly, Sullenberger writes that even after he realized that the plane was in one piece after hitting the water, he worried about the difficulties that still lay ahead. The aircraft was sinking: everyone had to be evacuated quickly. The passengers could survive only for a few minutes in the frigid waters of the Hudson.

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Filed Under: Leadership, Project Management, Sharpening Your Skills Tagged With: Assertiveness, Aviation, Biases, Conflict, Decision-Making, Mindfulness, Problem Solving, Stress, Teams

Inspirational Quotations #842

May 24, 2020 By Nagesh Belludi

Learning carries within itself certain dangers because out of necessity one has to learn from one’s enemies.
—Leon Trotsky (Russian Revolutionary)

Hatred and fear blind us. We no longer see each other. We see only the faces of monsters, and that gives us the courage to destroy each other.
—Thich Nhat Hanh (Vietnamese Buddhist Religious Leader)

I hate when I read “Try that Jennifer Aniston Diet.” There was no diet!
—Jennifer Aniston (American Actress)

The pace of science forces the pace of technique. Theoretical physics forces atomic energy on us; the successful production of the fission bomb forces upon us the manufacture of the hydrogen bomb. We do not choose our problems, we do not choose our products; we are pushed, we are forced—by what? By a system which has no purpose and goal transcending it, and which makes man its appendix.
—Erich Fromm (German Social Philosopher)

Teach thy tongue to say “I do not know” and thou shalt progress.
—Moses Maimonides (Jewish Philosopher, Rabbinic Scholar)

Labor is the only prayer that Nature answers.
—Robert G. Ingersoll (American Lawyer, Orator, Agnostic)

Being born in a duck yard does not matter, if only you are hatched from a swan’s egg.
—Hans Christian Andersen (Danish Author)

In times of great stress or adversity, it’s always best to keep busy, to plow your anger and your energy into something positive.
—Lee Iacocca (American Businessperson)

There is no vice or folly that requires so much nicety and skill to manage as vanity; nor any which by ill management makes so contemptible a figure.
—Jonathan Swift (Irish Satirist)

An extreme rigor is sure to arm everything against it.
—Edmund Burke (British Philosopher, Statesman)

To those who despair of everything reason cannot provide a faith, but only passion, and in this case it must be the same passion that lay at the root of the despair, namely humiliation and hatred.
—Albert Camus (Algerian-born French Philosopher)

I had six honest serving men. They taught me all I knew. Their names were: Where, What, When, Why, How and Who.
—Rudyard Kipling (British Children’s Books Writer)

Half the misery in the world comes of want of courage to speak and to hear the truth plainly, and in a spirit of love.
—Harriet Beecher Stowe (American Abolitionist)

Love takes off masks that we fear we cannot live without and know we cannot live within.
—James Baldwin (American Novelist, Social Critic)

The mind grows sicker than the body in contemplation of it’s suffering.
—Ovid (Publius Ovidius Naso) (Roman Poet)

Filed Under: Inspirational Quotations

The Power of Negative Thinking

May 21, 2020 By Nagesh Belludi Leave a Comment

Stoic philosophy recommends a practice called premeditatio malorum (“the premeditation of evils,”) i.e. intentionally visualizing the worst-case scenario in your mind’s eye.

The first point is to acknowledge that misfortunes and difficulties could, rather than certainly will, come about. The second is to envisage your most constructive response should the worst-case scenario transpire. For instance, if you’d lose your job due to coronavirus, what resources could you rely on, and how could you handle the consequences?

The direct benefit of premeditatio malorum is in taming your anxiety: when you soberly conjure up how bad things could go, you typically reckon that you could indeed cope. You’ll not dwell in the negative thoughts. Even the worst possible scenario couldn’t be so terrible after all.

Another surprising benefit of negative visualization is in raising your awareness that you could lose your relationships, possessions, routines, blessings, and everything else that you currently enjoy—but perhaps take for granted. This increases your gratitude for having them now.

This Stoic exercise has an equivalent in Buddhist meditation-based mindfulness practices that encourage nonjudgmental awareness of unpleasant sensations (the vedanā.)

Your emotions, sensations, and events are in flux. They arise and pass. You’re merely to regard yourself as the observer of these thoughts and feelings, but you’re not to identify with them. You are not your thoughts … you are not your feelings. The Buddhist teacher Jack Kornfield writes in The Wise Heart: A Guide to the Universal Teachings of Buddhist Psychology (2015,)

Thoughts and opinions arise but they think themselves and disappear, “like bubbles on the Ganges,” says the Buddha. When we do not cling to them, they lose their hold on us. In the light of awareness, the constructed self of our identification relaxes. And what is seen is just the process of life, not self nor other, but life unfolding as part of the whole.

Idea for Impact: Could you benefit from reflecting on how you think of potential negative events?

An awareness of the possible—and the self-determining attitude—can be quite liberating. Premeditatio malorum is a surprisingly useful technique, if only with a scary name.

“What then should each of us say as each hardship befalls us? It was for this that I was exercising, It was for this that I was training,” as Epictetus philosophized in Discourses (3.10.7–8.)

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Filed Under: Living the Good Life, Sharpening Your Skills Tagged With: Adversity, Anxiety, Conversations, Emotions, Introspection, Mindfulness, Resilience, Risk, Stress, Suffering, Worry

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!