Weather or Not: The Impact of External Factors

Even non-pilots realize that weather plays a critical role in aviation. Checking the weather is a crucial component of proper preflight planning. Even if the pilot is instrument rated (as discussed in an earlier blog post), he or she must ensure that weather conditions are conducive to the safe operation of the flight.

Weather is unpredictable. All of us know that the actual weather conditions on any given day may be far different from the forecast. In the aviation world, encountering weather that is inconsistent with the forecast can require that a pilot immediately determine an alternative route of flight.

The leadership equivalent of weather is the external business and economic climate. Unforeseen changes in the business environment can have a profound impact on an organization’s strategic initiatives and can directly affect a leader’s team. Agile and insightful leaders are crucial to the organization under such circumstances.

1.    Assessing the Weather: 

Pilots use a variety of tools to determine the weather conditions that will be found in flight. Current and forecasted weather conditions along the route are examined and in many cases, radar and satellite depictions are analyzed. Gathering as much data as possible allows pilots to minimize the likelihood of encountering unexpected in-flight weather conditions.

Pilots Must Maintain Awareness of Weather Conditions
Photo by obskura



Leaders also have many ways to assess the climate affecting their organizations. Good leaders know that maintaining awareness of short and long-term political, economic and demographic trends supports effective decision-making. External factors that may influence the business should be incorporated into project and strategic plans.  This may seem obvious and simplistic, but leaders can unwittingly fall victim to tunnel vision. Focusing only on the news and events shaping one’s own industry is the equivalent of assessing the weather at the departure point and destination, but failing to consider enroute conditions. Good leaders stay attuned to business news, using a variety of sources such as The Wall Street Journal, CNBC and the business sections of major newspapers to ensure that they are broadly informed on all aspects of business, the economy and geo-political events.

2.    Responding to the Conditions

When pilots find weather conditions that are worse than expected, they must determine if action is necessary. In the case of a non-critical situation, such as moderate turbulence, the conditions may be manageable. The pilot can attempt to find smoother air at a different altitude, but this is not always an option. The comfort of passengers may make action desirable if the air is smoother at a different altitude, but action is not imperative for the safety of the flight. In the case of severe weather such as a developing squall line, a course deviation is a necessity.

Leaders should always maintain awareness of the external climate and be ready to act as needed. If, for example a major employer in the same region has a layoff, spouses and family members of the leader’s team members are likely to be impacted. Acknowledging the situation, maintaining sensitivity to affected team members and providing emotional support to them will pay dividends in loyalty and productivity. An unforeseen critical situation such as a product safety recall may require a leader to drastically alter planned projects and immediately divert attention to managing the internal and external public relations aspect of the recall.

3.    Learning from the Situation

Every pilot, regardless of experience, is still a student. The application of judgment in response to in-flight weather conditions offers a learning opportunity. Weather is not static or repetitive. No two weather encounters will be the same, due to the range of factors that affect atmospheric conditions and in turn, aircraft performance. Taking time after every flight to reflect on the weather conditions encountered and assess the action taken (if any) will position the pilot to sharpen his or her weather related decision-making.

Leadership involves working with people and no two human beings are the same. Like the pilot described above, a leader can benefit from regular reflection on the action taken in response to external factors. This assessment will position a leader to act faster or more effectively in the future.

Economic factors and the business climate are to leaders what weather is to the pilot. Conditions that change rapidly, or are far different from the forecast may require deviation from a plan. Skilled pilots and great leaders stay attuned to these conditions and take action as necessary. They also regularly invest time to learn from every situation, retrospectively assessing the conditions encountered and the responses that they applied.

Recommended readings for this blog post are Weather Flying by Robert N. Buck and On the Brink: Inside the Race to Stop the Collapse of the Global Financial System, by Henry M. Paulson. Weather Flying is a timeless, valuable resource for every pilot who wants to gain greater understanding of weather and its impact on flight. Paulson’s book, although focused primarily on the economic events of the Great Recession, provides an excellent example of the impact of rapidly changing external factors on leadership decision-making.

Photo URL: http://www.flickr.com/photos/mixedmedia/2319912529/

Load Shedding: A Valuable Skill for Pilots and Leaders

Professional aviators often use a term called “load shedding.” The term actually has two meanings. The most commonly understood definition refers to reducing demands on the aircraft’s electrical system when part of that system fails. Load shedding can also apply to the human condition. In this context, it describes the act of reducing demands on one’s self (or one’s team) in a high-workload situation.

The concept of load shedding did not originate in aviation. It has long been a tool of electrical engineers and utility company personnel. Consider “rolling blackouts” used by power companies during periods of extremely high demand for electricity. That is a form of load shedding.

Within aviation, load shedding of the human variety is especially useful in single pilot operations where no copilot is aboard to share flight duties. Understanding when, what and how to load shed is a skill that can benefit all pilots. Although it may be a foreign term to most people who lack aviation knowledge, the principles of load shedding within in the human factors framework can also be extremely valuable for leaders.

Since load shedding reduces the demands on one’s self, wouldn’t it make sense to do it all the time? The simple answer is no, because shedding specific tasks may require that they are not performed at all. A skilled aviator or a talented leader knows when, what and how to load shed.

1.    Know when to load shed: In a high workload situation such as an emergency, intense focus is required and above all else, the pilot must concentrate on flying the airplane. Load shedding can also be warranted in non-critical situations. For example, at the end of a long day, or when flying a nighttime approach to an unfamiliar airport, a savvy pilot will recognize that situational demands, combined with his or her physical state may call for load shedding. Distractions and nonessential tasks must be set aside to ensure maximum attention on non-negotiable tasks.

CG Rendering - Eastern Flight 401
Photo URL: http://en.wikipedia.org/wiki/File:Ea401.png

Leaders can apply load-shedding techniques when multiple high priorities present themselves or staffing levels are inadequate to meet expected outcomes. Load shedding may be valuable to align the team’s resources to execute a new project with an imminent deadline, or when a key staff member falls ill. 

2.    Know what to load shed: Identifying the tasks that must be performed above all else may seem obvious, but indeed, this is not always the case. Recall the unfortunate fatal crash of Eastern Airlines Flight 401, in December 1972. Despite the presence of three seasoned, skilled pilots in the cockpit, the airplane crashed into the Florida Everglades due to a faulty landing gear indicator bulb. The crew became so immersed in determining why an indicator light was inoperative that they failed to fly the airplane.

Fortunately, the stakes are rarely as high for most leaders. The determination of the activities that can be load shedded can be made by assessing the consequences of deferring or disregarding each assignment or task. A series of simple questions can help to make this assessment:

a.    If the activity is not performed, or not performed right now, will the organization, its employees or its customers suffer?

b.    Will load shedding the activity negatively affect the reputation of the leader or the team?

c.    Will the project be significantly harmed if the activity is load-shedded?

As leaders, we can become so driven for results that we neglect to regularly assess the value-add of the underlying tasks. Understanding and applying the concepts of load shedding can avoid the consequences of burnout, undue stress or disengagement caused by self-imposed, unrealistic demands on one’s self or one’s team.

3.    Know how to load shed: Consider an air charter pilot, flying an airplane without a sealed cockpit. In this setting, it is common for passengers to rise from their seats during flight to ask a question or two of the pilot. In the event of an unexpected problem, understandably curious or anxious passengers may clamor for dialogue with the pilot. Under these circumstances, though, the pilot must load shed conversation with passengers, but do so in a manner that will not add to already heightened concern.

In leadership situations, effectively load shedding tasks may require gaining support from key stakeholders who will be impacted by deferring or disregarding an activity. A leader must, at a minimum, communicate the reason for inaction and share his or her evaluation that resulted in the decision to load shed a specific activity.

Load shedding isn’t just for electrical engineers, aviators and leaders. The concept can be useful for anyone who finds him or herself feeling overloaded and unable to focus on critical tasks. Pause to assess each demand and carefully determine the impact of deferring or disregarding each one. Identifying activities that can be load shedded without significant negative impact will help to redirect attention and energy to the essential tasks that are non-negotiable.

Recommended readings for this post are The Ghost of Flight 401, by John G. Fuller and Organizing for Success, by Kenneth Zeigler. The former is an interesting look into the crash mentioned in this blog (and in particular, a series of eerie events that occurred after the crash.) The latter is a set of simple, practical tools to support leaders in the load shedding process. 

Taking Action

Aviation is an action-oriented activity. In all but extreme cases, action occurs after careful analysis and thought. The nature of the action applied will influence the outcome of the flight. Leadership is also heavily oriented toward action. Teams can succeed or fail based on the quality, speed or impact of the action taken by the leader.

Aviators and leaders often find themselves in situations that call for a similar orientation to action. Although there are many variations of the circumstances that call for different kinds of decision-making, we will examine three scenarios.

1.    “It’s Doing It - Again.” In-flight gremlins have a way of revisiting their hosts, resulting in the phrase “it’s doing it – again.” Whether the situation is a flickering warning light, a distinctive sound or an inoperative gauge, pilots know that it’s not wildly uncommon to encounter a repeat of a recent problem. It may indicate that the wrong fix was applied – or it could indicate that more needed to be done.

 Leaders can apply this valuable lesson to any situation that does not respond to the initial intervention. When a project goes off track, a leader may jump in with a sure-fire cure. When the situation is not corrected as the leader expects, he or she must step back and examine.  Was the correction itself flawed, or should additional action have been taken?

2.    Ouch! Undo the Action: Certain key aviation principles are repeatedly reinforced in the flight training process. This form of repetition helps the aviator to instinctively act as he or she was taught, when circumstances warrant. Undoing the most recent action immediately after something goes wrong is an example of this kind of instinctive action. If, for example, the aircraft responds in an unexpected manner after lowering the flaps, immediately raise the flaps. The “undo” response can prevent a minor mishap from deteriorating into a serious situation.

Instrument Landings Require Decisive Action
Photo by Global Jet



This aviation tenet provides a wonderful leadership lesson, especially for situations involving personnel management. A good leader stays in tune with his or her people. The leader knows how a staff member should respond to changes in work assignments, responsibilities or role. If an unexpected reaction occurs, the leader should immediately review the situation with the employee and, if necessary, reverse the most recent action. Ignoring signs of misalignment or discontent may cause a high performing employee to become temporarily or permanently disengaged. A simple “undo” may be the most appropriate solution.



3.    No Looking Back: In most circumstances, an aviator will have time to think carefully and analyze the situation at hand.  There are times, however, when immediate action is critical. In such situations, the urgency to act is unequivocally clear. An excellent example is a landing decision during instrument flight conditions. (As discussed in the previous post, the term “instrument flight conditions” refers to those times when there is no outside visual reference. Flying in clouds or fog are examples of instrument flight.) Without relating too much technical aviation detail, the procedure for landing an airplane in this situation involves a minimum altitude. Once this altitude is reached, the pilot must immediately initiate action (a climb and perhaps a turn) if the pilot cannot see the "runway environment." There is no time for analysis. Failure to follow the published procedure (called the “missed approach procedure”) can have devastating consequences.

On rare occasion, leaders can encounter situations where swift decisions, based solely on experience, training or instinct, must be implemented. In these instances, the investment of time required for analysis may result in significant harm. Although these situations are not common in the leadership world, they do occur. Disasters such as fire or workplace violence may require a leader to eschew analysis in favor of swift action.

Aviation and leadership are action-oriented activities. The nature of the action required depends on the situation, individuals involved and presence of influencing factors. A strong leader – or a skilled pilot – can be counted on to apply action in a manner and measure that fits the circumstances.

The recommended readings related to this post are From Values to Action, by Harry Kraemer and Highest Duty: My Search for What Really Matters, by Chesley Sullenberger and Jeffrey Zaslow. The former provides key lessons for leaders seeking to translate values into action. The latter is co-authored by the captain of one of aviation's most famous examples of no-looking back decision-making: the 2009 US Airways Hudson River landing.

Photo URL http://www.flickr.com/photos/global-jet/2434604041/

Leading When Flying Blind - Instrument Flight Rules for Leaders

Instrument flight rules, or IFR in aviation parlance, are procedures for flight solely by reference to the airplane's instruments. IFR is used when it's necessary to fly through clouds to reach one's destination. It is also the required mode of operation for flight at or above 18,000 feet - the section of the sky known as the flight levels.

Flying IFR does not mean that the pilot is prohibited from looking outside the airplane - in fact, it is quite possible to file an instrument flight plan and never transit a cloud. Some pilots follow instrument flight rules by choice, even when they know that the weather will be what aviators call "severe clear.” This kind of weather is, in fact, often encountered at the flight levels. Although operation at these altitudes requires that pilots follow the procedures used when there are no visual references, it's very common to be well above cloud layers at these altitudes.

Instrument flight is a specialized skill requiring additional training beyond the entry-level ticket to flying, called a private pilot license. Instrument flight rules are a set of very prescribed procedures. Many of the lessons learned in the instrument flying world can be applied to leadership situations.

Trust The Instruments When Flying IFR



1. Excellent Instruction is Important.  

This is true in all facets of aviation, but especially so in the complex world of instrument flying. A pilot must work with an individual holding a specialized instructor designation, called a CFII (certified flight instructor – instrument) in order to qualify for instrument flight.

Great leaders routinely tell stories of skilled individuals who have guided them along the way. Actively seek out mentors who demonstrate leadership styles that you respect and learn from their accomplishments as well as their failures.

2. Trust The Instruments. 

This is the mantra for instrument flight, drilled into the heads of pilots by their flight instructors. The human body likes to play tricks on the mind when visual cues are absent. (Try balancing on one foot with your eyes closed to experience the phenomenon.) Pilots who listen to their bodies instead of following the guidance of the airplane's instruments could quickly find themselves upside down - or worse, spiraling to the ground.

Leaders also have instruments to rely on when the forward path is not clear. These instruments include current-state statistics that clearly document the existing situation and forecasting techniques to predict what is likely to occur next. Identify metrics appropriate to your industry to be best equipped for unpredictable or new situations.

3. Passengers Don't See the Complexity.

Most of the time, those who are riding in but not flying an airplane are not fully aware of the complexity involved. Instrument flying in particular places multiple demands on the flight crew. Pilots must constantly monitor and interpret information provided by the aircraft’s instruments. Weather conditions must be closely watched and communication with air traffic control is ongoing. Passengers who are blissfully unaware of the cockpit activity have only two factors by which to judge the operation: the smoothness of the flight and the quality of the landing.

Many leadership situations are extremely demanding, calling upon multiple skills and involving aggressive deadlines. Often, those on the team are insulated from these challenges. Strong leaders have a knack for maintaining a sense of stability and guiding the team to a successful, rewarding outcome. Remember that team members may not need to know about every obstacle or mitigating factor; they may in fact be unnerved by too much detail. Team members trust in great leaders.

Instrument flying is an advanced aviation skill, but one that is necessary to unlock the true utility of an airplane. The ability to fly IFR is a requirement for operating at the flight levels, which are the ultimate altitudes in the aviation world. Leading people has much in common with the exclusive world of instrument flight. The feeling of personal satisfaction after completing a challenging instrument flight is shared by those who successfully shepherd their teams through complicated or difficult situations.

At the end of each of my blog posts, I provide links to books that serve as additional resources related to the blog topic. This posts' recommended reading is Rod Machado's Instrument Pilot Survival Manual and Margaret Wheatley's Finding Our Way-Leadership for Uncertain Times.  Machado's humorous style brings a fun and effective approach to the topic of instrument flight. Although written nearly 4 years ago, Wheatley's book has enduring lessons for all who find themselves leading a team through the business equivalent of IFR.



What Do Flight Levels Have To Do With Leadership?

A reader of this blog has asked, "What, exactly is meant by the term 'Flight Level' and how does it apply to leadership principles?" There are many connections; this post explains three that come immediately to mind.

1. The most obvious parallel for leadership and the term "flight level" involves operating at the top.

Leadership involves being at the top, in charge of a group or a situation.  Leadership skills are typically associated with a work setting, but are also useful in a variety of life situations. Leaders can be found in communities, sports, politics and even in families. The same knowledge and principles that are valuable for workplace leaders can be applied in any situation by those who find themselves in a position of responsibility.

Flight level is an aviation term that is used to describe the highest flying altitudes. It refers to the airspace at and above 18,000 feet. Most small planes can't operate at the flight levels, since they lack the necessary horsepower and pressurization. Fast-moving airliners and corporate jets typically populate the flight levels.



Leadership and Flight Levels Have Much in Common
Photo by Luigi Diamante



2. Both leadership and the flight levels involve special skills.

Certainly, some people are natural-born leaders. Most, however ascend to leadership by learning and proving their skills through a series of experiences. Although there are degree programs in leadership, achieving success as a leader takes real-world practice. The key requirements for leadership include an ability to set aside one's own interests in favor of the greater good and the ability to remain calm in chaos. Great leaders also possess an uncanny ability to garner the trust of those they lead.

Newly-minted pilots can't operate at the flight levels for several reasons. Flying at or above 18,000 feet requires an instrument flight plan - using the aircraft's instruments instead of visual references. That skill is developed through advanced flight training with many hours of in-flight instruction. In addition, those who have just entered the world of aviation haven't yet acquired the flight time or knowledge to operate the complex types of aircraft that are needed to enter this special world.

3. There is no halfway in leadership or at the flight levels.

Leaders are charged with responsibility. They need to be decisive, confident and comfortable with the role. When a leader's skills are called upon, he or she must take action, guide the team or situation, and see the task through to completion.

The flight levels are referenced in whole numbers. For example, 21,000 feet is referred to as Flight Level 210. Aircraft are never assigned to cruise at flight levels representing less than exact thousands of feet. Planes do, of course pass through those altitudes on their way to the flight levels, just as leaders pass through assessments on their way to decisions.

In each post, I provide links to books for further reading on the blog topic. This topic's recommendations are Leading at a Higher Level, by noted leadership expert Ken Blanchard. For a fun glimpse into the day to day world of pilots who live at the flight levels, I invite you to enjoy my own book, The Flight Level Chronicles.

Soaring to great heights is a hallmark of leadership and the highest altitudes in the world of aviation are called the flight levels. Great leaders strive to operate at the flight levels every day.

Photo URL: http://www.freedigitalphotos.net/images/view_photog.php?photogid=879

Leadership Lessons From The Hangar

An aircraft hangar is an interesting place. Not only does it house airplanes, but it can also serve as the maintenance facility for an aviation business. On the one hand, a hangar is static - quietly providing shelter to important and very valuable assets. Yet, when used as a repair facility, a hangar is a vibrant location where airplanes come alive. It is fun to spend time in hangars and over the years, I have learned quite a bit from the hangars themselves as well as the mechanics that I've observed. Here are a few leadership lessons from my travels around these hangars:

1. Flexibility is valuable. Hangars that serve multiple purposes are worth more than the single-purpose variety. This simple observation is immediately applicable to leadership. When leading others, an ability to connect with people at all levels is a highly coveted skill. Most leaders are comfortable when managing or directing those who are similar to themselves in style, education or technical skills. Far fewer leaders possess the talent to equally motivate and inspire a team of individuals with vastly different backgrounds or experience. This skill can be developed by seizing opportunities to work with a broad range of people. Volunteer organizations often attract a diverse range of individuals and are a great way to build your personal network.

2. Everything - and everyone - has a limit. There is a term in aviation called "stacking the hangar." It applies to the art of carefully maneuvering aircraft of various shapes and sizes into a storage hangar, maximizing space to fit as many aircraft as can safely be accommodated. Nevertheless, there is a limit. Trying to squeeze that very last plane into a corner of a full hangar runs the risk of expensive damage and downtime. The same is true for humans. Even top-level performers have a limited amount of mental energy or physical capacity. While it may appear that your superstars can tackle an extra task, offer opportunities to reprioritize rather than layering on more. Pushing a group too hard or constantly holding team members to unrealistic deadlines when plates are already full can quickly result in disengagement, job dissatisfaction and potentially even physical illness.




Hangars Can Offer Valuable Lessons


3. Put down the screwdriver and go to lunch. Mechanical work can be frustrating. Repairs that seem easy can become complex and challenging when a fastener breaks, holes don't quite line up or an unseen crack appears on the inside of a casing. Generally, when things don't go quite right in the mechanical world, problems multiply. This causes a seemingly simple task to become increasingly demanding. It is precisely at this moment that the best mechanics know to put down the screwdriver and go to lunch. Many times, returning to the repair task with a clear head and relaxed psyche will result in smooth and quick progress. In the leadership world, when chaos reigns and matters seem to be spinning out of control, leaders are well served to insert a pause, relative to the scope of the situation. Small challenges might be soothed with a quick coffee break, while larger ones may call for a hiatus of a day or longer. Although it may seem counterintuitive to deflect time away from a project that is souring, fresh perspectives and re-energized brains often reach breakthrough far more effectively.
4. Judge the space needed and give a bit more. I once encountered a young man who had just attempted to fit an airplane with a 10-foot tail under a door opened to about 9.8 feet. The sound of metal scraping on metal was clear indication that providing just a little more space would have been nice. When asked why he did not open the door a bit more (since it was possible to open the door to a height of 12 feet,) the young man indicated that he simply thought it would fit. This situation holds a wonderful leadership lesson with a parallel to work-life balance. Do all that you can in this area for your employees and then, give just a little more. True work-life balance is hard to achieve in the 24/7, fully wired world in which we live. Providing employees a little extra space by carefully respecting family time or giving an unexpected block of time off is an inexpensive form of recognition that pays enormous dividends in engagement and productivity.

The next time you pass by an aircraft hangar, think about the activities that may be occurring inside. It's likely that someone is just about ready to put down the screwdriver and go to lunch, soon to return with a fresh perspective, renewed energy and important focus to solve the most challenging problems.

Leadership Lessons from the Cockpit

A reader of my recently published book suggested that I weave aviation into my leadership-focused blog. Flying is a passion, one that has been part of my life for more than 33 years. I thoroughly enjoyed writing a book about my aviation experiences. Initially, I failed to see any relevance between the world of flying and my blog's focus on helping leaders and organizations be the best they can be. And then, it came to me...

The Cockpit is a Great Place to Learn Lessons in Leadership.

The aviation industry has concentrated heavily on improving the cockpit work environment, through a technique called crew resource management (CRM.)  CRM has been successfully applied in many other work environments, such as surgical suites, where team interaction is critical to success. It may sound magical, but CRM is, in fact, nothing more than an adaptation of proven leadership techniques. 

Teamwork is critical in aviation. Captains and first officers often shift roles, with the "pilot flying" serving as the leader for that specific flight. The best flightcrew teams operate in pure harmony, demonstrating great leadership in action.

There is indeed a connection between my flying passion and the world of leadership. Let's look at a few specific leadership lessons gleaned during many years in the cockpit:

1. Communication is key:  Effective flight crews rely on solid communication. Unless a team frequently flies together, good communication is the only way that one crewmember can understand what the other is thinking or might need during any phase of the flight. In larger workplaces, open and frequent communication streamlines work, avoids confusion and enables team members to rise to the needs of others in the workgroup. Team members must ask for what they need. Human beings - even those who lead - are not mind readers. It’s important for leaders to stay connected, but it's equally critical for work group members to speak up.
2. Structure supports success:  Checklists are the backbone of aviation. They're used religiously during many phases of flight, even by pilots who have logged tens of thousands of hours in a specific type of airplane. Why? Because structure - the routine of carefully following a pre-action checklist - ensures that nothing is missed. When chaos rules, leaders can support work teams by adding a measure of structure. Clear work plans, well-understood tasks, and a solid focus on expected outcomes are examples of the many ways that leaders can infuse a measure of structure for their teams.
3. Look beyond the obvious: One of the early lessons learned by any pilot is to take a step back and scan broadly. Take, as an example, the task of preparing an airplane for flight - known as preflighting, in aviation-speak. Student pilots learn to use the aforementioned checklist in connection with broad-scanning when they are preflighting. Take a large view of the whole airplane as you walk toward it - don't just tick off the checklist items. In the business world, we speak often of a big-picture focus. Details are important, but learn to use them and the structure that they bring, in connection with a broad view of the project and the desired outcome.
4. Keep the coffee brewing: Flight crews often train in simulators, where challenging situations can be safely created for accelerated learning.  I recall a simulator lesson with my flight partner, who happens to be my spouse. Our instructor created many system failures, yet we worked together to ensure a safe and uneventful landing. Along the way, we added a bit of fun to the demanding task by commenting, “we need to keep the coffee maker going, no matter what, lest our passengers revolt.” Of course, there were no passengers in this make-believe environment.  What’s the parallel for business? The little things matter. Great leaders don’t have to do great things. None of us needs to be Superman or woman, with cape afloat in the breeze. We can often instill a sense of trust by ensuring that the little things – like the coffee maker – keep humming along.

Any work team, from a small flight crew to a large technical project group, is inspired, motivated and propelled to success through outstanding leadership. Conversely, if the leader is lacking in skill or engagement, he or she will drag the team down, placing them in the dangerous position of an unintended stall or a destructive tailspin. 

Many useful leadership tidbits can indeed be gleaned from the world of aviation. In my next blog post, we’ll explore a few leadership lessons from the hangar. To whet your appetite, here’s a hint:  "Put down the screwdriver and go to lunch."

Why I Wrote an Aviation Book - and its Connection to Leadership

My previous blog, Great Place HR, was focused on helping organizations maximize their strengths to become great places to work. With this post, I am shifting focus a bit and rebranding the blog. The new approach applies my experiences as an aviation business owner and pilot to lessons for leadership and organizational improvement.


The redesigned blog kicks off with an explanation of why I wrote and published a short book about aviation. I hope you will find the insights to be of value.

Like many people who publish blogs, I am a writer at heart. Writing comes naturally to me; words generally flow easily from my head to my fingers. Put simply, I love to write. Publishing a book has been a long-held dream.

In 1978, I took a flight lesson - followed by another, and more still. Within nine months, I held a pilot's license. My husband, Roger obtained his pilot's license less than two years prior; together we flew throughout the Northeast and even as far as the Bahama out-islands. Flying provided us with a perspective on life that few people ever know.

Unlike writing, flying did not come easily to me. It was a challenge, every step of the way. I worked harder than most to earn my private pilot's license and the same is true for every rating that followed. As a result, flying bolstered my confidence in ways that no other life experience has yet matched.

In 1991, my family moved to Maine when I was offered a position as VP of HR at a regional healthcare system. Soon after the move, Roger launched an aviation business in the community of Auburn-Lewiston. Measured by population, the area is the second largest in the state, and is home to a reasonably good-sized airport. Through sheer perseverance and an unwillingness to listen to the naysayers, Roger built the business into one of the most respected aviation companies in Northern New England. When the business was in its eighth year, I left my job at the healthcare system to help manage the now sizeable company.



Beechcraft King Air B-100
The Aircraft Featured in The Flight Level Chronicles

My years with our company were, without question, the most enjoyable of my career thus far. I wore many hats: pilot, chief marketing officer, head of HR, government relations liaison, hangar sweeper, toilet cleaner and more. Roger and I frequently flew together, especially after we sold the company and spun off a one-airplane charter operation with our Beechcraft King Air. Along the way, I kept a diary of sorts, recording some of the most interesting flights and memorable characters that we were privileged to fly. Those recordings became the basis for my book, The Flight Level Chronicles.

Writing this book brought me back to an interesting time in my life. Through this process, I am experiencing valuable lessons that one can apply to daily life, business, leadership, or organizational transformation.

1. Pursue your passion. Everyone says it, few of us do it. There's always a reason to put off the "want-tos" in favor of the "must-dos." Pursuing my passion has improved my writing, taught me the nuances of publishing, introduced me to online marketing, and, like flying, has given a boost to my confidence.
2. Listen to your fans - but listen more closely to your critics. Family and friends served as pre-readers for my book. The praise felt wonderful, but real improvement came through honest, candid feedback.
3. Understand what you want to accomplish - and why. Some of my readers asked, "Who is your audience?" Others asked, "What is your goal; why are you writing this book?" Understanding the answers to those questions was critical to making the book the best it could be and determining what, if any, post-publication plan to implement.
4. Even great can always be better - but focusing on perfection can hinder success. I am a near-perfectionist, a bit of an obsessive type. I read four proofs of the book and each time, I found a word to change, punctuation that wasn't quite right, or tense that wasn't consistent. After the fourth proof, Roger instilled a bit of reality. "You will always find something to change," he said. "If you continue on this path, the book will lose the voice and the charm of the author. Just let it go." And I did.

Finally attaining my goal, holding my tangible, published book in my hand is a dream come true. I will be honored if you'll read it, either in paperback, Kindle or Nook format. If you find the book enjoyable, I will be even happier that I was able to provide you with a pleasant diversion through the pastime I truly love to pursue.