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








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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








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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








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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








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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!

1

• 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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• 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.

4

• 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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• 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








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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








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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

7

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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

1

2

3

3

3

1

2

3

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Agenda

• Leadership








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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

1 3

2

4

volaris – mat

Documents

meansthe leader

low job efficiency

discussionq2 leader

low moderate job efficiency

leaders responsibility

management activity

senior management

employee suggestions