Leadership lesson from T5

Well, I guess we have all been reading about the unfortunate and embarassing debut of Heathrow's T5.

Just opened as the "jewel in the crown" for the world's busiest international airport and one of the most succesful airlines around, British Airways, it has led to recriminations and accusations of all kinds. Poor staff readiness seems to be part of it, but what can we all learn from this mess?

I do not want to get into blame games (not least as I have to fly from T5 on Monday to Canada, so I hope it is all working well by then!).

But we can draw a leadership lesson - that of fully understanding where the customer leverage really is, and acting accordingly.

What do I mean? Well, we all assume that planes will take off and land, and airlines fight hard to gain our loyalty - with very cheap flights, expensive cabin equipment, pleasant terminals, friendly staff, great lounges, or good wines. etc.

But, when is the customer REALLY won over? Yes, all the things above count, and we all have our favourite and disliked airlines as a result. But, no matter what happens in the air, if we get messed around on the ground with lost luggage, delays or just incompetence we all "loose it".

Customer loyalty is won or lost at the leverage points - and in an airline's case that is often on the ground not in the air ....

BA chief executive Willie Walsh said he accepted the chaos "was not our finest hour". But is he drawing the leadership lesson?

And is everyone else in the services business wondering what their "customer leverage point" really is?