| With a gun to his head and passengers lives at stake, | | | | might hold you an emotional hostage - until you meet |
| Mike McNeill did something totally unexpected with his | | | | his demand for passage to Mexico during spring |
| "customer". A people skills story every business | | | | break. Each of these scenarios is a potential hijacking. |
| person can benefit from. | | | | And it's the way you choose to communicate with |
| In 1981, Mike McNeill ran into an "unreasonable | | | | your hijacker that will determine the successful |
| customer". As a Captain on a DeHavillan Dash-7 | | | | outcome of your negotiations, whether it be with a |
| aircraft, Mike was making a routine flight from Killeen, | | | | stranger, co-worker, friend or family member. So |
| Texas to Dallas. A 45-minute hop. Shortly after the | | | | how do you deal with the proverbial tough guy who |
| airplane leveled off, a passenger came into the | | | | threatens your tranquility? By applying some McNeill |
| cockpit and suggested a new destination: Cuba. | | | | Magic to the mix. To do this, let's consider a simple |
| When McNeill turned around and saw an Uzi machine | | | | four-step process. It will go a long way to defuse |
| gun leveled at his head, he knew he would need | | | | tensions, resolve problems and keep you on a |
| more than just flying skills to keep things cool. At the | | | | passionate and positive track. Try it the next time |
| trigger was a hyper young man in his 20's. Like a | | | | you meet an "unreasonable customer" who threatens |
| cobra out of its cage, the man was agitated and | | | | to hijack your day. 1. Listen calmly. This alone can |
| unpredictable. Mike knew the 4-engine DeHavillan | | | | defuse a lot of energy and anger from an irate |
| didn't have enough fuel to make it to Cuba, yet he | | | | customer. As they talk with you, breathe deep, relax |
| had to be careful in rejecting the hijacker's request | | | | and simply listen. Do nothing to agitate them. Above |
| out of hand. Therefore, McNeill and his co-pilot began | | | | all else don't become angry, irritated or patronizing. |
| to unwrap a subtle counter-offer - their friendship. | | | | Like a busted steam pipe, let the pressure vent. 2. |
| The two pilots slowly changed the climate in the | | | | Empathize. Walk a mile in their moccasins. Try to find |
| cockpit. Being careful not to patronize the young | | | | out how they feel. Refrain from harsh and immediate |
| man, they worked to befriend and empathize with | | | | judgments. Ask yourself not just what they want |
| him. They brought out pictures of their families. At | | | | but why they want it. Determine their needs no |
| one point the co-pilot even suggested they return to | | | | matter how far gone they may appear. 3. Assess |
| Killeen because he had to baby-sit the kids! The | | | | the situation. Agree with them initially so as to buy |
| harshness of the hijacker's demands began to soften. | | | | time and think. What are your options? What are |
| He made a concession. Forget Cuba. Mexico would | | | | their options? How could you best negotiate and turn |
| do. Mike obliged him. They turned the aircraft toward | | | | this into a win-win situation? If their rationale is totally |
| Laredo. By this time, the Mexican equivalent of the | | | | whacked-out, agree with them anyway. Let them |
| FBI were notified and positioning themselves at the | | | | see you as an ally. Then silently consider what's |
| airport. Enroute, the three men talked. After they | | | | acceptable in this situation and strive for an objective |
| landed, they talked some more inside the cockpit. | | | | balance. 4. Downsize your differences. Find your |
| Hours passed. It took time and patience but the | | | | common interests. Find those points in which you |
| hijacker was finally persuaded to lay down his Uzi and | | | | both agree and highlight those areas. Become |
| surrender to the Mexican authorities. Well how was | | | | personable. If you need to point out corrective |
| McNeill able to calmly handle such a potentially | | | | action, give a compliment first, offer your suggestion, |
| explosive situation? In a word, Mike was prepared. He | | | | then follow up with a sincere but complimentary |
| had gone to work prepped to deal with numerous | | | | observation. This is sometimes referred to as the |
| variables. Turbulence, changing weather, mechanical | | | | "sandwich" approach (compliment, correct and |
| malfunctions - even disgruntled customers. When the | | | | compliment). Keep the overall exchange friendly and |
| challenged presented itself, Mike's mental | | | | light. Avoid further confrontation. Your main objective |
| preparedness worked to his advantage. Hardly a day | | | | is to be a positive, non-threatening change-agent in |
| goes by where we do not have to deal with some | | | | the process. In doing so you will open up the other |
| type of problem that demands our immediate | | | | person to solution-oriented dialogue. To help you |
| attention. Whether it's a work-related conflict or | | | | remember these four points think of the word "L - E |
| personal dilemma, your ability to manage that | | | | - A - D". - Listen - Empathize - Assess - Downsize |
| difficulty will have a profound effect on your journey | | | | Consider honing this skill with a co-worker. Allow him |
| through life. The problem is, you never know when | | | | or her to role play the hijacker, complete with |
| or where trouble will hit. Let's revisit Mike McNeill's | | | | complaints, criticisms and demands. After a while, |
| problem for a moment. One thing is his favor; Mike | | | | trade places. Now you become the cantankerous, |
| didn't have a fanatical terrorist on his hands. Instead, | | | | uncooperative customer, co-worker or even an |
| he simply had some kook who wanted to cruise to | | | | unreasonable, ranting spouse while your partner |
| Cuba. The fact that he had an Uzi as a boarding pass | | | | assumes the roll of the even-tempered negotiator. |
| made things more interesting. If you were in Mike's | | | | Use some McNeill Magic. Be creative. Consider all the |
| position, what would you do? How would you | | | | angles to address the dilemma as long as they |
| respond? Would you fight? Draw your Smith and | | | | somehow lead to resolution. This exercise will not |
| Wesson and start shooting? Would you refuse the | | | | only lubricate your negotiation skills, but provide some |
| demand, or simply comply and fly...until you ran out of | | | | fun in the process. After a bit of practice you'll find |
| fuel? These are tough questions, each with potentially | | | | this exercise helps keep your stress level in check as |
| fatal consequences. But believe it or not, you are | | | | you deal with this kind of "extreme customer |
| hijacked all the time. For example, a loyal customer | | | | service" snafu. |
| may take you "hostage" as he threatens to cancel | | | | (Dramatic audio version available at "Helltrains" |
| an account. Your spouse could suddenly demand a | | | | website. |
| large amount of cash - to pay bills. Your teenager | | | | |