So first of all, let us understand what broke.

首先我們先來了解哪裡有問題

It wasn't a flawed company policy of trying to get people off of a plane.

不是單單一紙錯誤的公司政策，使得乘客必須下飛機

That's normal they offer us vouchers all the time.

這並非首例；他們三不五時就得因為這個發放優惠券

There's no particular detail that was wrong, the problem there was

這個舉動本身並沒有錯，問題是在於

that there was a complete failure of leadership that started years and years ago,

持續好多年、完全錯誤的團隊領導

that eventually when you have failures of leadership they will always culminate in something like this.

當你的領導出現缺失，終究會釀成類似的失敗結果

And so I think United Airlines, and they need to do the hard work of putting bandaids on the situation,

因此聯航一方面必須努力滅掉眼前的火，

but what's more important is that they go deep inside and do a lot of introspective work

且更重要的是他們得深刻地反躬自省，

that "What in their culture is significantly broken?"

「究竟我們的領導文化哪裡出了錯？」

Right?

同意嗎？

So, let me give an an innocuous example of the same thing.

讓我再提供一個無意冒犯的例子

It's actually a United Airlines example.

也是關於聯合航空

I was getting ready to board a plane, and I witness a scene play out in front of me,

我當時正準備登機，看著這情節在我眼前展開

where one of the passengers attempted to board the plane before their group number was called,

其中一位乘客想在還沒被叫號以前開始登機

which as everybody here knows is a felony.

大家都知道這是不可饒恕的罪行

And that is exactly how the gate agent treated him.

而顯然在登機口的服務員也這麼認為

"Step aside, sir, I haven't called your group - please wait til I call you..."

「先生請閃邊，我還沒叫到你這組，請等我叫你來......」

is basically what happened.

她大概就是這麼說的

So I spoke up! I said "Why do you have to talk to us that way?"

所以我站出來，我說：「為什麼妳要用這種態度對我們說話？」

"Why can't you talk to us like we're human beings?"

「妳不能表現出一點對人的尊重嗎？」

And she looked me in the eye and said "Sir, if I don't follow the rules I could get in trouble or lose my job."

她直直看著我然後說：「如果我不遵守規定，我就會惹上麻煩或者丟掉工作。」

What she told me is that I don't feel safe in my own company,

她說的是，我的公司沒有給我安全感，

and my leaders don't trust me to do the job for which I've been trained.

而我的上司也不相信我會盡責，即便我受過訓練

Guess who suffers?

誰會因此付出代價呢？

Customer and company.

顧客還有公司

That is a leadership problem.

這是領導上的問題

Right?

對吧？

Where you have someone operating out of fear rather than using their own common sense.

這樣的問題讓員工受恐懼逼迫，而非運用常理行事

That person knows exactly what the issue is which is:

明眼人看得非常清楚：

"So what? Let them on, like nobody actually cares." Right?

「那又怎樣？就讓他們登機啊，沒有人在乎。」對吧？

Which is why on Southwest it's so much more enjoyable to fly on the plane

這也就是為什麼西南航空讓人愉悅許多──

because it's not a big deal.

因為這又不是什麼大事

For example, if an airline is four meals short the rulebook says you wait,

舉例來說，班機上少了四份餐點，員工手冊叫你等，

you delay the plane and you get those four meals - which is what most airlines will do.

於是你延後起飛時間，等四份餐點來──這是多數航空公司都會做的事

Southwest Airlines says "Hey we're four meals short - umm, we can leave, but four of you won't eat - is that ok?"

西南航空不一樣，「我們少了四份餐點，是可以起飛啦，有四個人不要吃就好，這樣可以吧？」

And everyone's like "Let's get outta here!"

大家當然想：我們趕快下飛機！

Because their using their common sense.

因為大家都用常理判斷

So what happened here was a fear-based society, where they didn't say...

而在聯航，整個團體建築在恐懼不安之上，所以他們不是說......

First of all, they should have done it before the people got on the plane.

第一點，他們在乘客登機前就應該處理好

And then if it didn't work, you offer more, and you offer more, and eventually

如果失敗的話，就提供更多、更多好處，到最後

a couple of hippies will give up their seats.

一定會有幾位嬉皮離座而去

It's what happens every time.

這點不會改變

And you get four seats it's not a big deal.

你終究會得到四個位子；這真的不是大問題

Or, and the problem is - they let them on, they didn't respond, they forced people off.

然而聯航的錯誤在於先讓乘客上飛機、沒有做出適當反應，最後強迫乘客下去

So I think the more significant issue is whether United will recognize the very, very serious cultural problems they have

因此重點在於聯航是否已經看出這個非常嚴重的企業文化問題──

that they're an airline of people operating out of fear without using common sense,

這間航空公司的成員是依恐懼行事，而不是用常理判斷

and this will happen; this is predictable.

這樣的事情肯定會發生

I just don't know when but it - it always happens, when you have leadership issues like that.

這是團隊領導出現問題後的必然結果