Volaris – MAT

Volaris – MAT Takeaway

Agenda • Leadership • Effective presentations • Managing your career • Presentation skills • Effective negotiations • Aviation industry • Effective communication • Emotional intelligence

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 Beltranena CEO Volaris

The Leader's dilemma The Leader’s control spectrum High level of control Low level of control Too little control Too much control • Delays resolution • Leads to significant rework • Abrogates the leaders responsibility to the organization • Is inefficient • Stifles creativity • Does not develop employees • Engenders feelings of mistrust and frustration • Is inefficient Both situations are a poor outcome for all concerned

4 Quadrants of leadership Constructive Energies (Motivation) Productive skills (Capability) Job Efficiency (Performance) Understanding constructive energies and productive skills of our teams helps us to lead our people and manage tasks more effectively

The four quadrants of leadership High Q4 Q4 Q3 Q3 Colleague’s job efficiency level Q2 Q2 Q1 Low Low High Extent of leaders control over colleagues decisions & actions

Job efficiency is the key to selecting the right Q Q4 Q3 Q2 Q1 Extent of leaders control over colleagues decisions & actions Low Colleague’s job efficiency level High High moderate Low moderate Low Colleague’s job responsibilities & authorities Autonomy Consensus Co-operation Compliance Leader’s strategies Delegation Requiring High Leader’s role strategies Consultant Partner Coach Controller Leader’s message You decide, call me for assist We’ll discuss & we’ll decide We’ll discuss & I’ll decide I’ll decide

Q1 – Leader as controller Leaders message I’ll decide 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 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

Q2 – Leader as coach Leaders message We’ll discuss, I’ll decide 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 Key watch outs • Empathic leaders are honest • If the decision is already made, use Quadrant 1 • Don’t think that employees will not notice

Q3 – Leader as partner Leaders message We’ll discuss, We’ll decide 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 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

Q4 – Leader as consultant Leaders message You decide, call me if you need help 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 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

Making teams more effective means leading more effectively The Leader has four core responsibilities: 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

Treat others as you would like to be treated!!! Handout 5 If you only take one thing away from today.... Empathy is the core of Leadership

Handout 5 Summary – A Checklist for leadership & change • Don’t waste time wondering about the following questions: • Am I changing, in mind, body and behavior? • Is my organization changing? • 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? • 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 • 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 • 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

There are defined stages to create a presentation Main Stages Stage’s objective Understand the Problem • Consider all aspects of the problem • Structure issue handling • Create Problem in a Page • Build an issue tree Creating the structure • 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 • Do an executive summary • Build your tentative agenda • Do a blank-slide loop • Include tentative taglines • Include Workplan and next-steps slides Create the slides • Assure a standard elegant presentation • Allows easier understanding of the presentation • Use Volaris’s standards • Use parallel structure • Group ideas and facts

Assertion 1 Assertion 2 Assertion 3 Assertion 1 Assertion 2 Assertion 3 Fact 1 Fact 2 Fact 3 Fact 4 Fact 5 Fact 6 Fact 1 Fact 2 Fact 3 Fact 4 Fact 5 Fact 6 Choose appropriate structure Answer first Answer last Situation Situation Complica-tion Complica-tion Question Question Answer Answer Summary Summary Next steps Next steps

Recommended readings HANDOUT The Pyramid Principle : Logic in Writing and Thinking by Barbara Minto (Author) Say it With Presentations, Revised & Expanded by Gene Zelazny (Author)

Regardless of the career you chose, some strategies are more likely to lead to success Network Deliver results Develop continuously Plan • 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

A breakdown in any area can lead to poor understanding/unsuccessful communication We will use a simple framework to discuss ways to improve presentation effectiveness Communication Effectiveness Know Your Objectives Know Yourself & Your Materials Know Your Audience Plan The Presentation Deliver Your Message

Using the “HOT” method helps to control how the audience receives information H • Present the HIGHLIGHT, or key insight O • ORIENT the audience to the way information is organized on the slide T • TRANSITION seamlessly from one slide to the next

Circle the element which is more your style for each of the following pairs (1 of 2) Concession Collaboration Competition 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 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 problem solvers The goal is awin-win outcome Separate peoplefrom the problem Be soft on people,hard on the problem Proceed independent of trust Focus on interestsnot positions Explore interests

Circle the element which is more your style for each of the following pairs (2 of 2) Concession Collaboration Competition 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 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 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

Use non-verbal communication to SOFTEN the hard-line position of others S MILE • Make a positive, friendly, connection O PEN POSTURE • Show you are open to negotiate F ORWARD LEAN • Create a bond T OUCH • Put yourselves on the same team E YE CONTACT • Maintain the bond and the focus N OD • Gain their trust

Here are 8 tips to negotiating well… (1 of 3) • Don’t be afraid to negotiate! 1 • 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! 2 • 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!

Here are 8 tips to negotiating well… (2 of 3) 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 4 • 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. 5 • Don’t get emotionally involved • Keep calm, patient, and friendly • Leave your ego at the door and look for win-win opportunities

Here are 8 tips to negotiating well… (3 of 3) 6 • 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 7 • 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 8 • 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

Economia de aerolineas: “Recap” EBITDAR (Mgmt) Depreciacion, Amortizacion y Renta EBIT (Mgmt) + ASMs Margin per ASM X CASM (T)RASM - CASM (excl. Fuel) RASM Yield Load Factor X RPMs ASMs ÷ Departures Stage Length Asientos / avion X X

Las aerolíneas tienen amplias desventajas dadas las fuerzas de la industria aérea • 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 • Proveedores muy fuertes y rentables • Aeropuertos • Combustible • Arrendamiento de aeronaves • Servicios en tierra Nuevos entrantes Competencia entre aerolíneas • Presión en ingresos por • Sobrecapacidad • Disminución del precio/km Proveedores Clientes • Poder de consumidores finales en crecimiento • Más clientes sofisticados, mayor sensibilidad al precio • Acceso inmediato a precios a través de Internet • Compras corporativas Substitutos • Substitutos son bajo riesgo para aerolíneas • VFR & Placer: Autobuses, sistema de carreteras • Negocios: tele-conferencia, video-conferencia

7 techniques to communicate effectively 1 2 3 Listen actively Understand communication styles Understand communication barriers 4 Ask questions 5 6 7 Promote constructive conflicts Avoid injustice collection Use non-verbal communication

Assertive Unassertive When solving conflicts, always work towards the best possible outcome ASSERTIVENESS COMPETING COLLABORATING 1 • Always work on a win/win solution first 3 1 • See if a reasonable compromise is possible 2 2 COMPROMISING 3 • 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 3 3 ACCOMODATING AVOIDING Uncooperative Cooperative COOPERATIVENESS

Social competence Personal competence There are four components to achieve an holistic Emotional Intelligence… Social awareness 4 • Includes the key capabilities of empathy and organizational intuition 3 1 Self awareness Relationship management • Ability to read your own emotions • Abilities to communicate clearly and convincingly, disarm conflicts and build strong personal bonds Self management 2 • Ability to control your emotions and act with honesty and integrity in reliable and adaptable ways Source: Daniel Goleman; Richard Boyatzis; Annie McKee

Volaris – MAT

Volaris – MAT

Presentation Transcript