What we have here is a Failure to Overcommunicate

To avoid frustrating customers, use creative strategies to “overcommunicate” information and expectations.

Those of us who have seen the 1967 film Cool Hand Luke likely remember the prison warden’s iconic quote: “What we’ve got here is failure to communicate.” Years later, business guru Tom Peters modified the infamous quote to read — perhaps more accurately — “What we’ve got here is a failure to ‘overcommunicate.'”

During a recent business trip, Tom Peters’ quote came to mind as I and other airline passengers stood in line, waiting to be screened by the Transportation Security Administration (TSA) in Las Vegas. TSA agents compensated for the relatively short security screening lines by adding unnecessary frustration to the experience, mostly due to a failure to overcommunicate.

First, passengers — including myself — were immediately confused about which sub-line to stand in. Once we entered the primary security entrance, we observed a number of sub-lines, each leading to separate screening stations. Although the TSA agent at the primary security entrance instructed us to stand in particular sub-lines, the sub-lines were not clearly marked, leading to mass confusion: “Where are we supposed to go?” asked more than one perplexed passenger.

Second, several minutes after many of us selected a particular sub-line to show our identification and boarding passes, the TSA agent in charge of the sub-line instructed us to “go back.” When we began walking back to the primary security entrance, the primary security entrance TSA agent told us to “go back there.” One hapless passenger protested, “But we were just told to come back to you,” to which the primary security entrance TSA agent responded, “Well, they don’t know I’m closing.” (Who are “they,” anyway?)

Third, when we returned to the sub-line TSA agent — who apparently didn’t receive the memo about which sub-lines were closing — we stood in a single line, waiting, once again, to display our identification and boarding passes. A few seconds later, the sub-line TSA agent announced, in a rather abrupt tone, that there were “two lines.” Apparently, the TSA sub-agent wanted us to form a “left” and “right” line for the purpose of inspecting identification and boarding passes.

While claiming my shoes and laptop computer at the conclusion of the screening process, I initiated a conversation with a fellow passenger about the lack of communication during the screening process. The passenger, an elementary school teacher, replied, “I wouldn’t even talk to my second grade students that way. How rude!” I agreed, but not too loudly, given the fact that airports use both video and audio surveillance.

What could have the TSA done differently to minimize passenger frustration?

• First, the TSA should have clearly identified each sub-line. The TSA already places a number of placards and signs for passengers in regards to the security screening process, so it’s not unreasonable to expect the TSA to provide signage identifying specific sub-lines in which passengers might be instructed to wait.

• Second, the primary security entrance TSA agent should have clearly communicated to all TSA sub-line agents which security lines were closing. When TSA agents lack sufficient and timely information about which lines are open and closed, passengers find themselves “caught in the middle,” which frustrates not only passengers, but also TSA agents.

• Third, the TSA should have clearly marked two lines for each sub-line. Because of a lack of signage and other visual cues, passengers, including myself, did not realize that the TSA agents reviewing identification and boarding passes in the sub-lines expected passengers to form a left and right line. Additional visual cues placed on the floor or in additional signage would have likely minimized the TSA agent’s repeated, and often curt, instructions to “form two lines!”

This week, take a moment to ensure that your business or organization has a process to “overcommunicate” information and expectations to customers. What additional information can you provide customers to reduce potential frustration, including wait time? What additional expectations can you provide customers, especially during the “front-end” of your processes, to ensure a streamlined and frustration-free experience?

As always, have a “customerific” week, and let us know how we can help your business or organization excel at customer service!

Mark