Volaris – MAT
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Transcript of Volaris – MAT
Volaris – MAT
Takeaway
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Discussion: What is the role of a manager in Volaris
“What I expect from my senior management in Volaris is simple: 1) Make this company EBIT positive 2) Deliver a superior experience for the customer 3) Do both of these while ensuring the safety and
security of our staff and our clients 4) Lead by example But we will not achieve this by doing the same thing today as we did yesterday. Gerentes in Volaris must be focused on continuous improvement of efficiency – both in revenues and costs - they must challenge every activity, every cost, every process – and do it every day.
This change is not just a management activity. Gerentes in Volaris must mobilize and inspire everyone in our company to embrace this – only then can we truly achieve our goals.”
Enrique BeltranenaCEO Volaris
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The Leader's dilemma
The Leader’s control spectrum
High level of controlLow level of control
Too much controlToo little control
• Stifles creativity
• Does not develop employees
• Engenders feelings of mistrust and frustration
• Is inefficient
• Delays resolution
• Leads to significant rework
• Abrogates the leaders responsibility to the organization
• Is inefficient
Both situations are a poor outcome for all concerned
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4 Quadrants of leadership
Job Efficiency
(Performance)
Constructive Energies(Motivation)
Productive skills(Capability)
Understanding constructive energies and productive skills of our teams helps us to lead our people and manage tasks more effectively
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The four quadrants of leadership
Q4
Q3
Q2Q2
Q4
Q3
Low
High
Colleague’s job efficiency level
HighLow
Extent of leaders control over colleagues decisions & actions
Q1
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Job efficiency is the key to selecting the right Q
High
Colleague’s job efficiency level
Colleague’s job responsibilities & authorities
Leader’s strategies
Leader’s role strategies
Leader’s message
High moderate
Low moderate
Low
Consensus ComplianceCo-
operation
Requiring
Partner
High
Autonomy
Delegation
Consultant
You decide, call
me for assist
We’ll discuss &
we’ll decide
ControllerCoach
We’ll discuss & I’ll decide
I’ll decide
Extent of leaders control over colleagues decisions & actions
Low
Q3 Q1Q2Q4
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Q1 – Leader as controller
When to choose• Employee has low job efficiency for the task
• Laws, rules or procedures require individual to act in specified ways
What it means
• The leader decides what will be done, how it will be done & when it will be done
• If the task is not completed in this way the leader is willing & able to take effective remedial action
Leaders message
I’ll decide
Key watch outs
• Misleading words or body signals can result in confusion
–Be clear, no discussion, no negotiation, this is already decided
• Using Q1 does not mean no explanation, only no discussion
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Q2 – Leader as coach
When to choose• Employee has low moderate job efficiency for the task
What it means
• The leader & the individual will discuss, & the leader will make the final decision after the discussion
• Frequently, all employee suggestions will be acted upon- Where this is not the case the leader will coach the employee & explain where he could have improved his recommendations
Leaders message
We’ll discuss, I’ll decide
Key watch outs
• Empathic leaders are honest- If the decision is already made, use Quadrant 1- Don’t think that employees will not notice
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Q3 – Leader as partner
When to choose• Employee has high moderate job efficiency for the task
What it means
• The leader & the individual are in similar positions to make a contribution to the task.
- Both have useful information or experience required to make a correct decision
Leaders message
We’ll discuss, We’ll decide
Key watch outs
• Where agreement can not be reached, the leader must either move to Q2 or Q4
- When changing the quadrant, the leader must explain this to the employee
• The leader can not make the decision alone if he has selected Q3
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Q4 – Leader as consultant
When to choose• Employee has high constructive energies & high productive
skills for the task
What it means
• The individual has a higher job efficiency for the task & is better able to complete it than the leader
• Leader provides suggestions, information, resources & support if requested by the individual
Leaders message
You decide, call me if you need help
Key watch outs
• Is often avoided by managers, often because of a perceived threat from an employee who is capable of significant autonomy
• However, only use Q4 when the employee has earned the right by proving high constructive energies & high productive skills
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Create a shared vision
Mobilize and inspire
Manage for results
Develop the team
• Set the direction• Understand the big
picture• Communicate the
vision• Align the team
• Build enthusiasm• Motivate the team• Leverage the skills
and experience of the team
• Enable the individuals
• Stick to a rigorous upfront plan
• Manage aggressively• Troubleshoot• Change behavior in
response to feedback
• Develop an exciting plan for growth
• Be the coach• Correct poor
performance• Measure and
communicate performance
The Leader has four core responsibilities:
Making teams more effective means leading more effectively
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If you only take one thing away from today....
Empathy is the core of Leadership
Treat others as you would like to be treated!!!
Handout 5
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Summary – A Checklist for leadership & change
1. Don’t waste time wondering about the following questions:– Am I changing, in mind, body and behavior?– Is my organization changing?
2. Keep asking and finding answers to these questions.– In what directions am I changing? Growth? Deterioration?– In what directions is my work team changing?– What is the speed and consequences of those changes?– What will I do to monitor the changes in myself and the people for whom I am responsible– How will I obtain accurate evidence to show whether my influences stimulate and sustain improvement,
enhancement, health and achievement in those people and in myself or whether they have negative consequences for them?
3. All managers and leaders change their colleagues, for better or for worse– The most successful leaders discern potentials in their colleagues which those people have not yet discovered– They then establish conditions which enable those people to transform their hidden potentials into demonstrated
capacities 4. Reflect on the A and Z person you identified in the “Leaders I Have Known” exercise– Most gratefully remember their A leaders as a person who heloed them grow and Z as a regrettable influence
5. Aim to be an A leader yourself– Learn to display all the skills displayed by those outstanding leaders
• Concentrate on the personal characteristics you can improve– Care of your body– Intellectual skills, such as remembering, concentrating, thinking, reasoning– Verbal fluency, accuracy and spontaneity– Time management &Technical proficiency– Professional growth– Insight into your effects on others & demonstrated empathy – Tolerance for stress– Setting and achieving goals
Handout 5
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Understand the Problem
There are defined stages to create a presentation
Creating the structure
Create the slides
• Create Problem in a Page
• Build an issue tree
• Do an executive summary
• Build your tentative agenda
• Do a blank-slide loop
• Include tentative taglines
• Include Workplan and next-steps slides
• Use Volaris’s standards
• Use parallel structure
• Group ideas and facts
• Consider all aspects of the problem
• Structure issue handling
• Describes the presentation & its goal
• Structures the parts of the presentation
• Drafts the final presentation’s structure
• Tests the correct flow of the presentation
• Finalizes the presentation structure
• Assure a standard elegant presentation
• Allows easier understanding of the presentation
Main Stages Stage’s objective
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Choose appropriate structure
Complica-tion
Question
Answer
Summary
Next steps
Assertion 1
Assertion 2
Assertion 3
Fact 1
Fact 2
Fact 3
Fact 4
Fact 5
Fact 6
Situation
Complica-tion
Question
Answer
Summary
Next steps
Assertion 1
Assertion 2
Assertion 3
Fact 1
Fact 2
Fact 3
Fact 4
Fact 5
Fact 6
Situation
Answer first Answer last
Recommended readings
The Pyramid Principle : Logic in Writing and Thinking
by Barbara Minto (Author)
Say it With Presentations, Revised & Expanded
by Gene Zelazny (Author)
HANDOUT
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Network Deliver resultsDevelop
continuouslyPlan
• Be known
• Develop a mentor relationship
• Develop a network of allies and business people of similar mind
- Be able to short-circuit bureaucracy through personal relationships
• Develop a reputation as a person that delivers
- Measure, track and communicate the results you generate
• Manage your boss- Understand your
boss’s needs and match your style to his
• Make your boss look good
- This also makes you look good
• Proactively seek feedback
- Use feedback to improve your performance
• Take every opportunity to develop new capabilities
- Training courses- Study- New experiences
• Develop a skill plan- Document
strengths, weaknesses and action plans
• Develop career targets and objectives
• Develop a 1 year plan that focuses on short term milestones
• Develop a 5 year plan that includes major goals and what you have to accomplish to achieve them
• Revisit your plan - Update for
changes in your life and your goals
Be known.. .. as the person who gets results..
…with the capability..
.. and the drive..
..to succeed
Regardless of the career you chose, some strategies are more likely to lead to success
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Communication Effectiveness
Know Your Objectives
KnowYourself &
Your Materials
Know Your Audience
Plan The Presentation
Deliver Your Message
We will use a simple framework to discuss ways to improve presentation effectiveness
A breakdown in any area can lead to poor understanding/unsuccessful communication
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• TRANSITION seamlessly from one slide to the nextT
Using the “HOT” method helps to control how the audience receives information
O • ORIENT the audience to the way information is organized on the slide
H • Present the HIGHLIGHT, or key insight
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Circle the element which is more your style for each of the following pairs (1 of 2)
Participants are adversaries
The goal is victory
Demand concessions from relationship
Be hard on the people and the problem
Distrust others
Dig into your position
Make threats
Participants are friends
The goal is agreement
Make concessions for relationship
Be soft on the people & problem
Trust others
Change your position easily
Make offers
Concession Competition
Participants are problem solvers
The goal is awin-win outcome
Separate peoplefrom the problem
Collaboration
Be soft on people,hard on the problem
Proceed independent of trust
Focus on interestsnot positions
Explore interests
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Circle the element which is more your style for each of the following pairs (2 of 2)
Mislead as to your bottom line
Demand gains to reach agreement
Search for the answer you will accept
Insist on your position
Try to win a contest of wills
Apply pressure
Disclose your bottom line
Accept losses to reach agreement
Search for the answer they’ll accept
Insist on agreement
Try to avoid a contest of wills
Yield to pressure
Concession CompetitionCollaboration
Avoid having a bottom line
Invent options for mutual gain
Develop mutual options
Insist on objective criteria
Reach a result independent of wills
Be open to reasonnot pressure
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Use non-verbal communication to SOFTEN the hard-line position of others
S MILE
O PEN POSTURE
F ORWARD LEAN
T OUCH
E YE CONTACT
N OD
• Make a positive, friendly, connection
• Show you are open to negotiate
• Create a bond
• Put yourselves on the same team
• Maintain the bond and the focus
• Gain their trust
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Here are 8 tips to negotiating well… (1 of 3)
• Don’t be afraid to negotiate!
• Experienced negotiators know you can negotiate anything
• Other people will take advantage of you if you’re shy/timid
• Not wanting to negotiate can be very expensive!
• It’s like anything – the more you practice, the better you get. So practice!
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• Don’t get suckered by “rules” or “standard contracts”
• Experienced negotiators know you can negotiate anything
• Rules are often a trick – experienced negotiators refer to rules because they know people respect rules
• There are no standard contracts – You can always negotiate
• You should feel 100% comfortable making contract changes before you sign – the other party might say this is not normal, but it is!
2
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Here are 8 tips to negotiating well… (2 of 3)
• Never be the first to name a figure
• Once you give a figure, that becomes the anchor point – and you’ll never know what you could have got
• Ask them “What’s their budget?” or “What are they expecting?” – You have nothing to lose
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• Ask for more than you expect to get
• Always start high – the worst that happens is they feel good because you’re giving them a “special deal”
• Once the other person gives their number, even if it's much better than you expected, say something like "I think you'll have to do better than that". Don't be arrogant or aggressive. Just say it calmly.
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• Don’t get emotionally involved
• Keep calm, patient, and friendly
• Leave your ego at the door and look for win-win opportunities
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Here are 8 tips to negotiating well… (3 of 3)
• The final decision doesn’t rest with you• This shouldn’t be a way to re-negotiate after agreeing, but does
give you time to evaluate the terms without the pressure
• This prevents other people from rushing you
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• Don’t act too interested
• Giving the impression that you’re willing to walk away will have a big impact on the negotiations. It’s even better if you really are willing to walk away.
• Play the reluctant buyer or seller
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• Don’t make the other person feel they’ve been cheated• Negotiations should leave both parties feeling satisfied – or it will
come back to bite you in this or a future deal
• Be willing to give up things that don’t matter to you to gain goodwill
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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Economia de aerolineas: “Recap”
Margin per ASM
(T)RASM
RASMCASM (excl. Fuel)
EBITDAR (Mgmt)
Departures Stage LengthX
RPMs ASMs÷
Yield Load FactorX
CASM -
ASMsX
EBIT (Mgmt)+Depreciacion,
Amortizacion y Renta
Asientos / avionX
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Las aerolíneas tienen amplias desventajas dadas las fuerzas de la industria aérea
Nuevos entrantes
Proveedores
Clientes
Substitutos
Competencia entre aerolíneas
• Substitutos son bajo riesgo para aerolíneas
- VFR & Placer: Autobuses, sistema de carreteras
- Negocios: tele-conferencia, video-conferencia
• Proveedores muy fuertes y rentables
- Aeropuertos- Combustible- Arrendamiento de aeronaves- Servicios en tierra
• Presión en ingresos por- Sobrecapacidad- Disminución del precio/km
• Riesgo moderado de nuevos entrantes
- Entrada de más ABC’s internacionales
- Entrantes en rutas desatendidas
Intensidad de influencia/ riesgo a la rentabilidad de la industria aérea
• Poder de consumidores finales en crecimiento
- Más clientes sofisticados, mayor sensibilidad al precio
- Acceso inmediato a precios a través de Internet
- Compras corporativas
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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7 techniques to communicate effectively
Understand communication
styles
1
Understandcommunication
barriers
2
Listen actively
3
Ask questions
4
Promote constructive
conflicts
5
Avoid injustice collection
6
Use non-verbal
communication
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• Always work on a win/win solution first
• See if a reasonable compromise is possible
• If no compromise is possible, then you will have to choose how hard do you want to fight based on how important the outcome is to various parties involved
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMODATING
AS
SER
TIV
EN
ES
S
Uncooperative Cooperative
COOPERATIVENESS
Unass
ert
ive
Ass
ert
ive
When solving conflicts, always work towards the best possible outcome
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2
3
3
3
1
2
3
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Agenda
• Leadership
• Effective presentations
• Managing your career
• Presentation skills
• Effective negotiations
• Aviation industry
• Effective communication
• Emotional intelligence
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There are four components to achieve an holistic Emotional Intelligence…
Source: Daniel Goleman; Richard Boyatzis; Annie McKee
Personal competence
Social competence
Social awareness
•Includes the key capabilities of empathy and organizational intuition
Self management
•Ability to control your emotions and act with honesty and integrity in reliable and adaptable ways
Self awareness•Ability to read your own emotions
Relationship management
•Abilities to communicate clearly and convincingly, disarm conflicts and build strong personal bonds
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