Today’s leaders should balance the big image with the ability to dive into the operational details. to Lift CEO David Recyccher, this dual focus comes to life in what he calls “Falcon Mode”, a driving framework inspired by lightness and instincts of the prey.
The Risher model was recently detected in a shareholder of shareholders, and the Risher model is based on three columns: customer mania, operational excellence, and purpose -based growth.
Like hawks that rise to wipe their environment and diving at speed to seize a chance of hunting, Risher believes that leaders should know when they wander and when they break. “Once he sees (hawks) something that might run the next station of their journey, they will dive into it, then enlarge them to make sure they stay on the right track,” he wrote.
In Lyft, Falcon Mode is its response to what it calls “attractive pulling for installation”, which is the slow corrosion of the product quality in the pursuit of short -term gains. From the high height, Risher is the strategy and expects market attacks. But it also dives into the details, especially when it comes to customer experience.
Every six weeks, Risher leads to Lyft. On one trip, one of the passengers reported how to disable the routine boom, as the challenge of difficult internal assumptions that peak time prices were widely beneficial. Elsewhere, he learned that performance criteria are more deeper problems: long waiting times and the driver’s cancellation was eroding confidence.
Those ideas led to great changes. Lyft restructuring the driver’s incentives, providing delay salaries, compensating the road deviation, and more clear profits, which improves the driver’s experience to better serve the cyclists. The new price lock feature helped reduce anxiety.
The results include $ 400 million of contestants savings, a decrease in the driver’s cancellation from 14.4 per cent to 5.6 percent, the ETAS average faster than Uber, and the leadership of 20 points in the preference of the contestant.
However, Risher warns that deep operational diving should be deliberate. He said: “Once you deepen, it is tempting to take responsibility.” The key is to diagnose high-impact problems without encouraging mini-mini-clearly explaining the reason for the importance of deep diving.
When it is well implemented, the Falcon’s mode becomes contagious, says Risher, where the team asks more clear questions, detects blind points, and corresponds to more about customer needs.
This story was originally shown on Fortune.com
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