Lyft’s CEO says he swears the “Falcon Mode” lead to fight his company’s “Engotification”

Today’s leaders need to balance the vision of the large image with the ability to dive into the operating details. For Lesi CEO David Risher, Dual Focus, gives life in what he calls “Falcon Mode”, a leadership framework inspired by the agility, accuracy and instincts of the Bird of Les Preses.

Presented in a recent shareholder letter, Risher’s model is based on three pillars: client’s obsession, operational excellence and growth promoted by purposes.

Like the hawks that are raised to cover their environment and immerse themselves in Speed ​​to take advantage of a hunting opportunity, Risher believes that leaders need to know when they have to zoom in and when they are introduced. “Once (hawks) they see something that can feed the next stage of their trip, they will immerse themselves to capture it, and then zoom in to ensure that they remain on the way, he wrote.

In Lyft, Falcon mode is his response to what he calls “gravitational trace of consciousness”, the slow erosion of product quality in the search for short -term gains. From high altitude, Risher shakes the strategy and provides for market changes. But it also enters the details, especially with regard to the customer experience.

Every six weeks, Risher drives for Lyft. On a walk, a shift marked how increased prices altered its routine, challenging internal cases that the first -hour prices were widely beneficial. In another, he learned that performance reference points masked deeper problems: long waiting times and driver’s cancellations were eroding confidence.

This knowledge caused significant changes. Lyft restructured driver incentives, introducing delay remuneration, route deviation compensation and clearer profits, improving driver’s experience to better serve bikers. A new price blocking feature helped relieve anxiety.

The results include $ 400 million in pilot savings, a drop of driver’s cancellations from 14.4 percent to 5.6 percent, the faster average than Uber and a 20 -point advantage in the pilot’s preference.

However, Risher warns that deep operational dives must be deliberate. “Once deepening, it is tempting to take over,” he said. The key is to diagnose impact impact problems without crowdfunding, and clearly explain why the deep immersion matters.

When it runs well, Falcon mode becomes contagious, says Risher, as teams ask more sharp questions, discover blind points and align more strongly around the client’s needs.

This story originally presented to Fortune.com

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