Learn Leadership By Riding the Subway

It turns out you can learn a lot about leadership by riding the subway. The subway systems in London and New York, for example, have a lot in common: both serve the largest cities in their respective countries; both systems are over 100 years old; both are shining examples of an effective, modern public transportation system — but only one of them acts like a leader.

When a train stops in New York, an announcement will come on apologizing “for the unavoidable delay.” The recorded message will continue to urge passengers to “please be patient, we will be moving momentarily.” If the delay continues, the same recorded message will repeat again and again until the train finally moves.

It’s very different in London. When an Underground train stops, a human being comes on over the PA system and tells you what he knows. “Ladies and gentlemen,” he may say, “sorry for the delay. I’ve just been given word that someone has fallen on the tracks at the station ahead. We know that the paramedics are on their way but they are not there yet. Unfortunately, we’ll have to wait here until they arrive and clear the track. I’ll keep you updated on any information as I get it. Thank you for your patience.”

Both apologize for the delay and both thank passengers for their patience, but only aboard the London Underground are passengers given the reason for the delay. Only the Tube is sharing information with the people in a normal way — and it makes a huge difference.

More information is always better than less. When people know the reason things are happening, even if it’s bad news, they can adjust their expectations and react accordingly. Keeping people in the dark only serves to stir negative emotions. In New York, almost immediately, passengers start looking at their watches and muttering unsavory language under their breath. Some do it out loud. Some people start to get anxious. What if it’s a bomb? What if we’re stuck here all day? What are we going to do? Without any information, people create their own. And that’s what causes fear, paranoia and anger.

In London, the passengers may be frustrated by the delay, but they don’t react the same way. They are more relaxed and they deal with the situation with much less stress.

Sharing information is what a good leader does, even if he doesn’t know the whole story. Share the context for the situation people find themselves in, and the reaction of your colleagues will be very different than if you don’t. Keep people in the dark and they’ll see you as the enemy. Keep them abreast of what you know and they will see you in the same predicament as themselves. This creates camaraderie. More importantly, if they know more, they are more likely to help fix or alleviate the situation and get things done — all because you took the time to make a short, honest announcement.

This article originally appeared in my Logistics of Leadership column at askmen.com

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Comments

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[Tammy]

Absolutely! Treating the people you're leading as if they're stupid; as if they can't handle the information that you can, is a sure way to lose respect.

Oddly enough, I've spent more time on the Tube in London than I have the Subway in NYC and the the drivers who speak over the PA system have something close to cult-status; everyone in the carriage smiles with the announcment that "some fool has decided to get some exercise on the tracks". Much better than generic robo-lady of the Subway. Definitely the way to go.

However, the NY Subway evens up the score with their ticket sellers and station staff. Sure, you may get the odd grouchy worker, but noting that comes close to the outright aggressiveness and rudeness of the Tube Grinches behind their plexi-screens. Surely another leadership lesson would be to not put all of your unhappy staff in the same department, spread them out a bit!

[kare anderson]

Simon
Author if the book, Influence, Robert Cialdini found in his research that when people are given a reason - even one that is not rational or even related - they are more patient - and, if asked to do something, are more likely to comply

[JF Grissom]

Hi Simon,

I agree with your paradigm on this 100%.

As to the cause of communication that doesn't really communicate...

Like the person on the microphone in New York vs. London.

Leaving people in the dark is sort of a way to exert power.

The 47 laws of power (interesting book if you're looking to acquire power with treachery and deception) talks a lot about subject like this...

Interestingly, since reading that book I see a LOT of "leaders" that communicate horribly, utilizing this law of power that leaves people in the dark.

I've also seen it in sales pitches as a tool to weed out the wheat from the chaff.

Pretty interesting observation you have made here... Thanks for sharing your perspective... I think sharing/teaching is a much better way to build the value/power we need as a society.

Thanks!

Sincerely,
Jay

[Luciano Palma]

I would add another variable to the analysis: humor.
I live in São Paulo, Brazil. Once I was on the subway (we call it "Metrô") and it was so crowded. By the time the train should leave, some more people tried to get in and kept some doors open, avoiding the departure. And then again. And for the third time...
So the operator, with a tone that didn't seem angry at all (I'd bet he was even smiling) said on the PA: "C'mon guys, if you go on keeping the doors open, we're all going to sleep here".
It seems that every passenger got the message as a really friendly, even humorous message. Guess what? All doors closed completely and the train finally left.
The operator started with Why: Leaving the station and going home, and not being hard on people that kept doors open. With his humor, he inspired people to collaborate.

[danya]

Not entirely accurate. In NY (I'm a New Yorker) they often say things about a sick passenger, or some issue ahead. They do -- at times -- give details. Doesn't help much, though - certainly not w/ impatient, demanding New Yorkers who hear those things all the time.

Still, you make a great point about the honesty + transparency. THIS part is very true.

<3

[Steve Martin - theThinkShack]

We in the lean world call this Respect For People. Respect For People is one of the 'pillars of lean' from the Lean thinking house by Toyota.

Originally, lean (or lean thinking) was named the Respect for Humanity System.

One very interesting concept within the Respect For People pillar, is Don't Trouble Your Customer. Ideas include: don't force people to do wasteful work, don't make them wait, and don't overload them.

Lean leaders have lost sight of the importance of respecting people. Lean implementation is now all about continuous improvement. We've forgotten the other pillar of lean.

Letting folks know about critical information regarding what's going on around them is a great example of not overloading people. I love your description of what happens in NY when no one is given anything useful. People get anxious, they start to worry, etc. That's all waste and doesn't solve the issue.

You're right on about how people respond positively when we choose to respect them.

Everyone wins and it DOES make a huge difference. Thanks.

[Angela Schaefers]

I love it Simon! There is so much value in just being aware of life and learning from these systems, groups, activities etc around us... you have a knack for capturing those very key messages.

I would add that in sharing information, sharing a part of us and our story is critical in doing business... I posted some things about me and hope you will share some about you!

http://www.thenlifehappens.com/2010/05/20/my-list-what-about-yours/

[GaryBloomer]

Simon,

This is an example of what I call Relational Connectivity™.

By providing human delivered context, London Transport create rapport that then salves the feelings of disgruntlement. (and in the UK, National Rail (formerly British Rail) do the same thing) create rapport that then salves the feelings of disgruntlement.

When we hear that someone has fallen on the track or thrown themselves in front a moving train and that paramedics are racing to the scene, we're given vidid descriptors that build vivid mental images. While those mental images load, our thinking about our own delay is diverted; our urgency in being late gets diminished by the suffering of someone less fortunate than ourselves.

Information gives context. Context generates rapport, which in turn creates empathy and understanding. When we empathize, our innate sense of caring, of actually giving a damn about another person, even if it's someone we don't know and have never met, kicks in.

It's hard wired into our DNA.

[Ivana Sendecka]

Hey Simon,
right on! Information which is delivered with empathy, can make truly miracles.

People definitely tend to response better when they don't feel left out, when information is personal and not some automated message.

Some "leaders" are protecting their status quo by holding information for themselves, thinking that it is giving them control over others. This "fake power" is having pretty short life, though. Plus it is pretty exhausting to be focusing on protecting know-how.

Sharing, opening up, employing potential of others and empowering as many people as we can will make this world a better place, will bring more innovation and action with passion into our lives.

And that is what we want right?
Machine like responses and information deficit, is not the "train" which will take us there;-)

Ladies and gentlemen,
your "collaborative innovative leadership train" arrived to the platform no.1 Passengers traveling to destination "the better creative world" please prepare to lead others to the train;-)
i.

[Kapil]

Simon, Great Post! Interesting analogy to highlight the leadership aspect. Honesty and Transparency are a driving force between any relationship, It works wonderfully specially in the employer-employee scenario as the emotions aspect is very less within an work atmosphere. Being transparant will not only create greater levels of faith and trust and loyalty in an employee, but will also boost his dedication and conviction towards work.

Thanks

@kapilpoojari

[Mars Dorian]

Nice one, you keep surprising me, Simon.

Being honest with your team and telling them what you know right from the start can establish deep trust, and create that feeling: we are all in this together.