11 Things airports and churches are doing wrong

I (Jeff) recently read Seth Godin’s post about airports and it inspired me to write about churches. All changes are mine.

Eleven things organizations churches can learn from airports.

[Of course, this post isn’t actually about airports]. I realized that I don’t dislike flying-I dislike airports. There are so many things we can learn from what they do wrong:
Teacher and students b/w1. No one is in charge. The airport church doesn’t appear to have a CEO, and if it does, you never see her, hear about her or interact with her in any way. When the person at the top doesn’t care, it filters down.

2. Problems persist because organizations churches defend their turf instead of embrace the problem. MP900444192TSA church leadership blames the facilities people community, who blame someone else, and around and around. Only when the user’s parishioner’s problem is the driver of behavior (as opposed to maintaining power or the status quo) things change.
3. The food sermon/service is aimed squarely at the (disappearing) middle of the market. People who

Box with a Hamburger and French Frieslike steamed meat and bags of chips the same worship songs, liturgy and nice sermons never have a problem finding something to eat do at an airport the church down the street.  Apparently, profit-maximizing vendors haven’t realized that we’re all a lot weirder than we used to be.

 

4. Like colleges, airports churches see customers as powerless transients. Hey, you’re going to be gone tomorrow, but they’ll still be here.
Two Bodybuilder5. By removing slack, airlines churches create failure. In order to increase profit, airlines churches work hard to get the maximum number of flights people out of each plane service, each (Sun)day. As a result, there are no spares, no downtime and no resilience. By assuming that their customer base prefers to save money, not anxiety, they create an anxiety-filled system.
MP9003212176. The TSA church is ruled by superstition, not fact. They act without data and put on a quite serious but ultimately useless bit of theater. Ten Years and years later, the theater is now becoming an (even more) entrenched status quo, one that gets ever worse.

 

 

MP9003870917. The ad hoc is forbidden. Imagine an airplane employee a pastor bringing in an extension cord and a power strip to deal with the daily occurrence of travelers parishioners hunched in the corner around a single outlet. Impossible. There is a bias toward permanent and improved, not quick and effective.

MP9004425738. Everyone is treated the same. Effective organizations treat different people differently. While there’s some window dressing at the edges (I’m thinking of slightly faster first class lines and slightly more convenient motorized cars for seniors), in general, airports churches insist that the one size they’ve chosen to offer fits all.

MP9004384449. There are plenty of potential bad surprises, but no good ones. You can have a flight service be cancelled, be strip searched or even go to the wrong airport Sunday school room for your kid. But all possibility for delight has been removed. It wouldn’t take much to completely transform the experience from a chore to a delight.

 

 

Medical Surgeon10. They are sterile. Everyone who passes through leaves no trace, every morning  Sunday starts anew. There are no connections between people, either fellow passengers parishioners or the staff. No one says, “welcome back,” and that’s honest, because no one feels particularly welcome.

 

Blond Boy Crying11. No one is having any fun. Most people who work at airports churches have precisely the same demeanor as people who work at a cemetery. The system has become so industrialized that personal expression is apparently forbidden.

 

As we see at many organizations that end up like this, the airport church mistakes its market domination for a you-have-no-choice monopoly (we do have a choice, we stay home). And in pursuit of reliable, predictable outcomes, these organizations dehumanize everything, pretending it will increase profits attendance, when it actually does exactly the opposite.

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