The best job I ever had was as a trainer at the Frankfurt Airport Company in Germany. Since returning to New Mexico, I have had mostly low waged menial work. All were satisfying in one regard or another, but none gave me that glow I was looking for. The job I had before the one at Frankfurt was also good in the beginning, but began to deteriorate when in 1968 the CEO and founder of Pan Am resigned. He was replaced by “real” managers: MBAs who immediately began to make the company “financially fit.” The new CEO was promptly voted a million dollar bonus by the board of directors. Chicken feed today, but at the time, it was an obscene about of money.
This job was in Nueremburg, which has a small domestic airport. We serviced the area with DC-6s shuttling between Berlin and our airport. “We” being the hundred odd souls maning the airport. I had never seen anything like it. Everyone seemed to be friendly and helpful. This was what I needed since I was still struggling with the language and the culture. Being a small airport everyone knew each other, when someone had a problem, people from airport administration, catering, customs, BP, the aeroclubs, or the airlines would come together to help. If some had to move or renovate their apartment, someone was always there. KLM had their annual “Herring Party” (but that’s another story.) I had never seen working people come together like that. I was deeply moved and very happy to be there.
“Time is money!” the new MBA’s reminded us. The corporate character of Pan Am gradually took on a new persona, so I, who felt I was witnessing the demise of the true workers paradise, left for greener pastures.
The Frankfurt Airport had about six thousand employees and used five pillars to explain its company philosophy: Make money, Take excellent care of our customers, Take care of the environment, Insure the well-being and development of all our employees, and Be the best functioning airport in Europe. I was very skeptical at first, but through the years I was there, most endeavored to live up to these ideals.
Management seemed to do everything they could to ensure everyone’s success. They gave us everything we needed and wanted to do our job. They gave us time and place to talk among ourselves. This openness gave us the opportunity to cooperate with each other and we did! Even the cleaning staff could see things that we couldn’t see and they would let us know about it. This was extremely helpful. No one had the feeling that anything was going on without their knowledge. We all knew everyone’s strong and weak points and were able to be very productive, because there was nothing to hide and the petty infighting was held to a minimum. Pay and benefits weren’t bad either. For the first time in my life I realized that everything good is about relationships and not about control.
The word “gestalt” is a German word and means basically that a physical, biological, psychological, or symbolic configuration or pattern of elements so unified as a whole that its properties cannot be derived from a simple summation of its parts. The whole can be greater than the sum of its parts! My colleagues and I were given the opportunity to experience this. We were not set against each other in competition, but worked together for the common good. Very un-American, I thought at the time.
We helped each other find solutions to problems, we passed around ideas, we built on these ideas and we did great things. I have never before nor after this experience felt so much a part of a group. There, I learned many, many profound things and I am humbled and honored for having had this opportunity. I belonged to a unified web of relationships! Quantum jazz! How radical!