About twenty years ago, Jan Carlzon had just been named the CEO of Scandinavian Airlines. His company was in trouble. They had just been 1 by a consumer poll（民意测验）as the 2airline company in the world. Last in 3, last in dependability（可靠性）, and last in profits as a percentage of sales. Yet, one year later, in the same poll, they were ranked number one in all three4. What happened?
Carlzon had decided to 5 what he thought was the most 6 issue—serving the customer. He wanted to keep it simple: Identify every contact between the 7 and the employees, and treat that contact as “a moment of truth”.
He set out to let his people know the importance of that 8—the captain, the ticket agent, the baggage handler, the flight attendant. “Every moment, every contact,” he said, “ must be as pleasant, and as 9 as possible.” He figured that he had about ten million customers each year, and 10 each customer made contact with five of his people for 11 fifteen seconds each time.12, in his mind, these fifty million contacts, fifteen seconds at a time, would13 the fate of his company.
He set out to14 his vision（愿景）with his twenty thousand employees. He knew the key was to empower（授权）the front line. Let them make the decision and take 15, because they were employees of Scandinavian Airlines during those fifteen seconds. He then had twenty thousand people who were inspired and16 to go because they paid special attention to one important thing—making every moment 17.
From the story we can see that a leader's job is to 18the future and see the organization, not as it is, 19 as it should be. Only by fulfilling his 20can his men achieve his goal.
