LinkedIn recently recommended a post to me that talked about the pilot on a United Airlines flight who took the time to show his face and introduce themselves to the passengers before the flight. The result of the pilot’s interaction was a feeling of trust and safety for this passenger. Their account is emotional and visceral and illustrates the value the pilot created with his approach. I think the author of the post assigns too much value to the “face” and not enough to what was behind the approach. It’s not just “seeing” the person that creates trust, it is the authenticity behind the voice that created the meaning.
Read more: The Authenticity Behind The VoicePerceived Value of Face-to-Face
It’s popular today to talk about the importance of face-to-face communication and the inherent value that is created from that engagement. This post seems to feed on that feeling. There are many executives that have latched on to this in an attempt to continue to push return to office.
But if you read closer, you’ll note that the pilot actually did some key things differently that speak more to authenticity and less to the value of the “face”.
The Authenticity Behind The Voice
The pilot started out by setting themselves apart from others, making it clear to the passengers that he understood the uneasiness that some passengers feel while flying. He personally appreciated that fear and their concerns. It was important to him personally that they be comfortable on his plane.
This personal and genuine approach to introducing himself was disarming and engaging. It caused the listener to pay attention and “tune in”.
He carried on with a transparent account of his plan, the weather, the flight plan, and other details that would help create further trust in the person at the controls.
Finally, he continued that same personal and transparent communication throughout the flight. He helped the passengers deal with things that might invoke fear or discomfort with the same authentic understanding as he had during his pre-flight talk.
While the poster assigns the value created to the “face” behind the voice, I would argue that it was the authenticity behind the voice that made the real difference.
Real Life Experience in Authenticity
I’ve had plenty of managers who I got to “see” every day, but who were not transparent, who didn’t care, and who refused to connect or bring any personality to their role. Regardless of their “face” being present, there was no trust. There was no connection. They lacked authenticity. They lacked engagement.
Some of my best work relationships have been with coworkers who I almost never got to interact with in person. In those cases, it was my authentic approach that made the difference. With or without a face, it was the authenticity behind the voice that created the connection.
People can tell when you care. They can tell when you mean what you say. It is obvious when you’re playing games. It’s clear when other’s feelings really matter to you. And it is those “moments that matter” that make the difference. With or without the face.
Before you latch on to the “value” behind the physical or face-to-face nature of work, think carefully about your own work experience and what made for the best work environment. Was it the “face” or the authenticity that mattered?
Post Script
Before you jump on me, I’m not suggesting that there is no value to face-to-face or in person communications. There are absolutely times where this type of interaction is critical and can help drive to outcomes. You need to be careful to focus on when you are using these false narratives to drive an alternative agenda. If you can’t be authentic about the outcomes you’re looking for, your team will see through it.
Tim Empringham is a passionate advocate for Innovation in organizations of all sizes as a mechanism to drive growth, create uncontested market space, create new customer value, and drive efficiency into the internal organization. His focus is on disruption of thinking and markets through integrative thinking, structured Innovation frameworks, and leadership development of Innovation and Change leaders within the organization.
