Imagine the following situation:
- You’re vacationing in Denver and must return to San Francisco for an urgent-care medical appointment
- You’re disabled but nevertheless arrive at the airport on time.
- The airport–in violation of the Americans With Disabilities Act–doesn’t have anyone assigned to help disabled passengers get onto departing planes.
- As a result, you arrive at the gate–just as the plane takes off.
- The airline informs you that if you want to board a plane, you’ll have to pay for another ticket.
- You can’t afford to buy another ticke–and your urgent-care appointment is tomorrow.
What do you do?
In this case, the stranded passenger called me: Bureaucracybuster.
First, I instinctively called the airline company. And that meant starting at the top–the president’s office.
I punched the name of the airline–and the words, “Board of Directors”–into google. This gave me several websites to click on to obtain the information I needed.
I started dialing–and quickly hung up: I had just remembered the day was a Sunday. Nobody but cleaning crews would be occupying the airline’s executive offices that day.
I had to start all over.
Next, I decided to call Denver Airport and find an official who would help Rachel onto another flight–without charging her for it.
I didn’t know where to start, so I decided that starting anywhere was just fine. As I was routed from one person to another, I would develop a sense of who I needed to reach.
Some of those I reached seemed genuinely concerned with Rachel’s plight. Others gave me the “that’s-life-in-the-big-city” attitude.
One of the latter felt I wasn’t deferential enough in my tone. He threatened to notify the chief of airport security.
“Go ahead,” I said. “I once worked for the United States Attorney’s Office. I’ll be glad to talk with him.”
He backed off–just as I had assumed he would. Usually the best way to deal with threats is to directly confront the person making them.
(A friend of mine, Richard St. Germain, spent part of his 11 years with the U.S. Marshals Service protecting Mafia witnesses. Many of them didn’t like the places where they were to be relocated under new identities.
“I’m going to complain to the Attorney General,” some of them would threaten.
St. Germain would reach for his office phone, plant it before the witness, and say, “Call him. I’ll give you his number.” The witness always backed off.)
Eventually I reached the Chief of Airport Operations. I outlined what had happened.
He didn’t seem very sympathetic. So I decided to transfer the problem from Rachel to the airport.
Without raising my voice, I said: “It isn’t her fault that your airport was in non-compliance with the Americans With Disabilities Act and she missed her flight because there wasn’t anyone to assist her.”
Suddenly his tone changed–and I could tell I had definitely reached him. No doubt visions of federal investigations, private lawsuits and truly bad publicity for his airport flashed across his mind.
And all this had been achieved without my making an overt threat of any kind.
He said he would see to it that she got onto another flight without having to buy another ticket.
I called Rachel to give her the good news. But a few minutes later she called me back, almost in tears.
The airline official at the departure gate was giving her a bad time: “If we have to choose between you and another passenger who has a ticket for this flight, he’ll go, not you.”
She laid out a series of other scenarios under which Rachel would remain stranded in Denver.
So once again I called the Chief of Airport Operations: “She’s being hassled by an official at the gate. Can you please send someone over there and put a stop to this nonsense?”
A few minutes later, I got another call from Rachel–this one totally upbeat.
She said that a man who identified himself only as an airport official–but wearing an expensive suit–had visited her at the gate. When the ticket-taking airline official had protested, he had cut her off.
The official had then walked Rachel and her baggage onto an otherwise fully-loaded 777 jet bound for San Francisco.
Soon she was en route to San Francisco for her urgent-care medical appointment the next day.
So if you’re having troubles with an airline:
- Start by calling the highest-ranking airline official you can reach.
- If s/he isn’t available or sympathetic, call the airport.
- Be persistent–but businesslike.
- Don’t let yourself be bullied.
- If you can cite a legal violation by the airline and/or airport, don’t hesitate to do so. But don’t make overt threats.
- Don’t hesitate to play for sympathy: “This is a woman has an urgent-care doctor’s appointment….”
Then cross your fingers and hope for the best.

ABC NEWS, BUSINESS MANAGEMENT, CABLE TV COMPANIES, CBS NEWS, CNN, COMCAST, CONSUMER COMPLAINT WEBSITES, CONSUMER PROTECTION, CUSTOMER SERVICE, FACEBOOK, FEDERAL COMMUNICATIONS COMMISSION, LOS ANGELES TIMES, MANAGEMENT, NBC NEWS, PUBLIC UTILITIES COMMISSION, SELF-HELP, THE CHICAGO SUN-TIMES, THE CHICAGO TRIBUNE, THE NEW YORK TIMES, THE WALL STREET JOURNAL, THE WASHINGTON POST, TWITTER, USA TODAY, YELP!
WHY PEOPLE HATE CABLE COMPANIES
In Business, Self-Help, Social commentary on December 12, 2014 at 12:01 amIn 1970, Robert Townsend, the CEO who had turned around a failing rent-a-car company called Avis, published what is arguably the best book written on business management.
It’s Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits.
Though published 42 years ago, it should be required reading–for CEOs and consumers.
Don’t fear getting bogged down in a sea of boring, theory-ridden material. As Townsend writes:
“This book is in alphabetical order. Using the table of contents, which doubles as the Index, you can locate any subject on the list in 13 seconds. And you can read all I have to say about it in five minutes or less.
“This is not a book about how organizations work. What should happen in organizations and what does happen are two different things and about as far apart as they can get. THIS BOOK IS ABOUT HOW TO GET THEM TO RUN THREE TIMES AS WELL AS THEY DO.”
Comcast is the majority owner of NBC and the largest cable operator in the United States. It provides cable TV, Internet and phone service to more than 50 million customers.
So you would think that, with so many customers to serve, Comcast would create an efficient way for them to attain help when they face a problem with billing or service.
Think again.
Consider the merits of Townsend’s short chapter on “Call Yourself Up.”
Townsend advises CEOs: “Pretend you’re a customer. Telephone some part of your organization and ask for help. You’ll run into some real horror shows.”
Now, imagine what would happen if Brian L. Roberts, the CEO of Comcast, did just that.
Brian L. Roberts
First, he would find that, at Comcast, nobody actually answers the phone when a customer calls. After all, it’s so much easier to fob off customers with pre-recorded messages than to have operators directly serve their needs.
And customers simply aren’t that important–except when they’re paying their ever-inflated bills for phone, cable TV and/or Internet service.
Comcast’s revenues stood at $16.8 billion for the third quarter of 2014.
In 2013, Roberts earned $31.4 million in salary, options and other compensation, a 7.7% increase from his $29.1 million compensation package in 2012.
So it isn’t as though the company can’t afford hiring a few operators and instructing them to answer phones directly when people phone in.
But instead of being directly connected to someone able to answer his question or resolve his problem, Roberts would hear:
“Welcome to Comcast–home of Xfinity.”
Then he would hear an annoying clucking sound–followed by the same message in Spanish.
“Your call may be recorded for quality assurance.
“To make a payment now, Press 1. To continue this call, Press 2.”
Then he would hear: “For technical help, press 1, for billing, press 2. For more options, press 3.”
Assuming he pressed 2 for “billing,” he would hear:
“For payment, press 1 For balance information, press 2. For payment locations, press 3. For all other billing questions, press 4.”
Then he would be told: “Please enter the last four digits of the primary account holder’s Social Security Number.”
Then, as if he hadn’t waited long enough to talk to someone, he would get this message: “Press 1 if you would like to take a short survey after your call.”
By the time he heard that, he would almost certainly not be in a mood to take a survey. He would simply want someone to come onto the phone and answer his question or resolve his problem.
Then he would hear: “At the present time, all agents are busy”–and be electronically given an estimate by when someone might deign to answer the phone.
“Please hold for the next customer account executive.”
If he wanted to immediately reach a Comcast rep, Roberts would press the number for “sales.” A sales rep would gladly sign him up for more costly products–even if he couldn’t solve whatever problem Roberts needed addressed.
Assuming that someone actually came on, Roberts couldn’t fail to notice the unmistakable Indian accent of the rep he was now speaking with.
Not Indian as in American Indian–because that would mean his company had actually hired Americans who must be paid at least a minimum American wage for their services.
No, Comcast, like many other supposedly patriotic corporations, “outsources” its “customer service support team” to the nation, India.
After all, if the “outsourced” employees are getting paid a pittance, the CEO and his top associates can rake in all the more.
Of course, the above scenario is totally outlandish–and is meant to be.
Who would expect the wealthy CEO of a major American corporation to actually wait in a telephone queue like an ordinary American Joe or Jane?
That would be like expecting the chief of any major police department to put up with hookers or panhandlers on his own doorstep.
For the wealthy and the powerful, there are always underlings ready and willing to ensure that their masters do not suffer the same indignities as ordinary mortals.
Such as the ones who sign up for Comcast TV, cable or Internet services.
Share this: