Ten Reasons Why Leaders Should Take Flying Lessons

Aviation social media channels have been abuzz over a study indicating that general aviation pilots make good CEOs. The study indicates that the “risk-seeking behavior that motivates certain people to fly personal aircraft may also make them effective corporate leaders.”

If general aviation pilots possess traits that enable them to more effectively lead organizations, might it make sense that flight training can be beneficial for those who are already leaders? I think that a case can be made.  Here are ten leadership skills that can be sharpened by learning to fly.

1)  Big-Picture Thinking: In “Leadership Lessons from the Cockpit,” I discussed the importance of looking beyond the obvious. Learning to fly involves developing broad scanning skills and improving the ability to see the big picture. It also requires one to assimilate information from multiple sources for sound decision-making.

Cessna 150 - A Popular Training Aircraft
Photo by Lillian LeBlanc

2)  Self-Reliance: Most pilots have strong memories from certain events in their initial flight training. The first solo is a memory that is frequently cited. Although my first solo occurred 33 years ago, I remember the exhilarating, yet slightly frightening feeling of being alone in the airplane, fully responsible for returning the aircraft - and myself - to the ground in one piece.

3)  Change Management: Learning to fly involves adjusting to constantly changing conditions, including weather that is different from forecast, unplanned air traffic detours, or occasional equipment hiccups. Pilots must be nimble and adjust quickly when situations change. Resisting change is not an option.

4)  Communication: Although it is possible to fly without speaking on the aircraft radio (and some aircraft do not have radios), communicating with someone on the ground or in the air is a routine part of most flights. Flight training involves developing communication skills by learning to convey important information quickly and succinctly.

5)  Awareness: Pilots learn to maintain constant awareness of their entire environment. Skilled aviators are able to perform all flight tasks while simultaneously keeping an ear to the airplane's sytems, monitoring the comfort of passengers, talking with air traffic control and staying aware of the location of other aircraft.

6)  Confidence: Born from self-reliance, flying is a tremendous confidence builder. Mastering the broad range of skills and knowledge needed to become a pilot is incredibly rewarding. Sweetly landing the aircraft after a well-executed flight makes every pilot feel fulfilled.

7)  Humility: For every soft landing, there is one (and sometimes more) that are far from graceful. Since pilots are human, errors happen and perfection can be elusive. Even the most highly skilled, talented pilots have humbling aviation experiences. Unfortunately, these embarrassing moments always seem to occur when others are around to notice.

8)  Managing Diversity: Pilots come from a wide range of backgrounds. High-school dropouts and ivy-league graduates can be found learning alongside each other. The flight instructor could be a young female or a crusty retired airline captain. Aviation is a small, closely-knit family where differences, accomplishments or failures unrelated to flying are irrelevant.

9)  Teamwork: Learning to fly involves working closely with others to accomplish a goal. Maintenance staff keep planes airworthy and help pilots troubleshoot mechanical issues. Line employees ensure that airplanes are clean and fueled for flight. Air traffic controllers provide critical aircraft separation and flight routing support. Certainly, in some cases such as experimental aircraft operations, a pilot can take to the air without the involvement of others. But most of us learn to fly in a world where teamwork abounds.

10) Finding Enjoyment in a Challenge: Why do we fly? Because it’s fun. Aviation can be challenging and learning to fly does not come easily to many. Yet, the thrill of gently lifting the plane into the air and soaring above the earth is one of life’s great pleasures.

Perhaps the personality profile of a typical pilot is indeed consistent with the persona needed to be an effective CEO. Given the many benefits to be derived from leaning to fly, a flight lesson or two could be an effective way to support the development critical leadership skills. If you’re a leader who has not sat in the pilot’s seat, consider exploring the world of aviation to enhance your leadership capability.

Recommended reading for those who wish to explore the topics of this post are Guided Flight Discovery: Private Pilot, published by Jeppesen. This guide is an overview of all information needed to pass the private pilot knowledge test, published by one of the leading producers of aviation publications. Those interested in developing the presence of a CEO may wish to read Executive Presence: The Art of Commanding Respect Like a CEO, by Harrison Monarth. The book is an interesting look into the differences that set CEOs apart from others who aspire to but never achieve the ultimate level of leadership.

The ROI of Specialty Certifications

During my 33-year career in human resources, I’ve had many people ask. “Should I pursue a specialty certification? Do I really need that, with all the experience I have?” My answer is always the same: Assuming that you have a good foundation of experience, additional credentials such as specialty certifications never hurt and often help to set one apart from the crowd.

Experience Fills the Toolbox

Deep and broad experience helps build skills and provides practical knowledge to draw upon over time. Consider a newly certificated private pilot, who has learned how to plan and execute a successful flight. Exercising the newfound pilot privileges will expose the pilot to different weather conditions, unfamiliar airports, varying enroute traffic situations and other elements that may not have been encountered during training. All of these experiences help to build the pilot's confidence and enhance his or her skills.

Leadership skills are also built through experience. There are ways to learn the elements of leadership before being assigned formal responsibility for a group of direct reports. Opportunities to guide committees and task forces teach collaboration and introduce the techniques for motivating people of different backgrounds. Project responsibility builds decision-making skills and effective time management. Mentoring provides a platform to develop skills in listening and delivering feedback. Those who ascend to leadership with this kind of experience generally have greater confidence and are more successful than those who are promoted based solely on their technical excellence.



NBAA Offers an Excellent Aviation Leadership Certification
Photo by Lillian LeBlanc

Experience in itself is important, but there are times when individuals of similar experience must be ranked against each other. This commonly occurs when selecting a candidate to fill a vacancy, but it happens at other times, such as civic elections, insurance ratings, or establishing one’s self as an expert. A specialty certification can offer a competitive edge in these situations.

Specialty Certifications Enhance and Validate Experience

Specialty certifications are common in the business world. These certifications typically provide quick validation that the holder has demonstrated mastery of a specific body of knowledge. In addition, the certification generally indicates that a certain amount of profession-specific experience has been documented. When combined with relevant experience and the requisite education for a profession, a specialty certification serves as a credential that sets one apart from others with similar experience and education.

The National Business Aircraft Association offers a leadership-specific specialty certification, called the Certified Aviation Manager (CAM.) Designed for leaders in the aviation industry, it is an excellent example of a credential that enhances and validates leadership experience. There are currently 174 aviation leaders who have attained the CAM designation.

Becoming a CAM requires a comprehensive application and successful completion of a five-part knowledge exam. Applicants are awarded points based on education and relevant aviation leadership experience. The knowledge exam tests the applicant’s mastery of Leadership, Human Resources Management, Operations, Technical and Facilities Services and Business Management. In addition to the application and exam, applicants must complete an essay explaining how the CAM supports and enhances the individual’s professional aspirations.  Two letters of recommendation are also required, serving as further evidence of the applicant’s career accomplishments.  The CAM’s multi-faceted approach to validation of the accomplishments and capabilities of a specialty certification applicant is unique and notable. In that regard, it is a model for other industry-specific leadership certifications.

Specialty Certifications are an Investment

Do the benefits of a specialty certification warrant the investment of time, energy and expense? Given the competition in the labor market, a specialty certification can provide an important edge for a candidate. This is especially true when the certification has recognition and acceptance within the industry or profession. Individuals who are comfortably employed can also benefit from the professional recognition and validation that a specialty certification offers, through acknowledgement of their professional expertise and accomplishments.

The recommended readings for this post focus on preparing for a specialty certification exam. Test Taking Strategies & Study Skills for the Utterly Confused by Laurie Rozakis will serve as a refresher those who have not recently prepared for  tests. The Secrets of Taking Any Test by Judith N. Meyers offers generic practice tests to build experience in test-taking techniques.

Leading Change and Flying Upside Down

Aerobatic flight is the term used for maneuvers that non-pilots equate with airshows. These include loops, rolls, inverted flight and other activities that resemble the actions of an amusement park ride. Some pilots love aerobatic flight and perform it purely for joy. Others are uncomfortable with the G-forces that are imposed on the body and prefer to fly “straight and level.”

It is common for first time passengers in a light aircraft to ask the pilot to avoid abrupt maneuvers. Their concern stems from a widely held misperception that pilots of small aircraft routinely engage in rolls, spins or loops simply to thrill or scare the unwary passenger. In addition, the uninitiated may worry that aerobatic flight is completely unsafe.

When performed by a skilled, knowledgeable pilot, aerobatic flight is safe and can be very enjoyable. It is also an excellent way to sharpen basic flight techniques. The precision and discipline required to perform aerobatic maneuvers can applied to routine flight to become a better overall pilot. However, certain people, including some pilots, are extremely uncomfortable in a world where things are turned upside down. This does not imply inferior physical or psychological status; it simply means that aerobatic flight is not for everyone.

In leadership and indeed in everyday life, we encounter situations that feel like loops, spins and rolls. Taken collectively, this state is referred to as change or, at its extreme, chaos. Constantly shifting, unpredictable or completely unexpected matters put demands on the mind and body in the same way that G-forces affect us when in aerobatic flight. Many individuals don’t enjoy change and most seek to avoid chaos. Like a wary passenger stepping into a light aircraft, a majority of people prefer a smooth, easy ride. Unfortunately, business - and life in general - often tosses unexpected curve balls that must be managed.



Flying Upside Down Can Be Thrilling
Photo by U.S. Navy

Certain skills can be employed to introduce a newcomer to aerobatic flight or lead a team through significant change.

1.    Inform and Educate

The competent aerobatic pilot doesn’t strap in the passenger and climb nearly vertical to altitude. He or she takes time on the ground to explain exactly what will occur and how the passenger’s body may react. Aerobatic maneuvers are often introduced slowly, with less taxing actions taken first to ensure that the passenger is comfortable.

An entire business line has developed to guide individuals and organizations through new situations. Called Change Management, it relies on information and education to alleviate concerns associated with unpredictable situations. Change management also utilizes frequent pulse checks to understand how effectively change is being accepted, or what additional steps are needed to minimize change-related distress.

2.    Understand and Monitor

When properly attuned to passenger needs, the aerobatic pilot will check in frequently with the passenger, altering or terminating the flight if necessary for passenger comfort. He or she realizes that people react in different ways to the demands of aerobatic flight. The pilot also understands that there is a blurry limit just beyond an individual’s comfort zone where thrill and excitement erode into fear or terror.

Fortunately, the extreme emotion of terror rarely exists in a situation of change in the business world. It is still important, though for the leader to understand how each team member is likely to respond to change and to continually monitor the health of the team. A leader who is strong in change management is skilled at knowing when to alter the pace of change to allow team members time to effectively respond.

3.    Apply Lessons

As mentioned earlier, aerobatic flight skills can turn good pilots into great ones. The best aerobatic pilots continually practice to hone their skills. They incorporate the lessons learned from each aerobatic flight into their aviation toolkit.

Leaders who guide teams through change also learn different lessons from every experience. Understanding and responding to team dynamics during a time of change enhances basic leadership skills. Balancing the need to rapidly introduce a new process with the importance of maintaining stability for employees helps good leaders become even better.

If executed effectively, turning the world upside down can introduce individuals to a new perspective. Great pilots and great leaders share the ability to identify and manage the varying needs of different people who share the loops, rolls and spins of change.

The following resources are recommended for readers who want to read more on aerobatic flight or change management.  Basic Aerobatics by Geza Szurovy is an introductory primer for pilots who wish to gain a foundation of knowledge in aerobatic flight. Leading Change by John P. Kotter was written many years ago but remains one of the most widely read books on the topic of business change management.

Photo URL: http://www.flickr.com/photos/usnavy/5957826326/sizes/m/in/photostream/

A Language of Our Own

One of the biggest compliments that I received on my book, The Flight Level Chronicles, came via a review posted on Amazon.com. The reviewer stated that the book was "easy to read, with no aviation jargon." Truth told, eliminating aviation-speak was a conscious goal as I wrote and it was rewarding to learn that a reader appreciated the effort. There was a reason for my avoidance of aviation jargon. I wanted the book to be as interesting and enjoyable to those with no background in aviation as it would be to those who make a living in the field.

Every group has a language of its own, whether the group is an ethnic culture, a profession or an organization. Language is important to a culture. It is an element that bonds and provides a common frame of reference for the group. A native language is learned early and mastery is important to attaining a sense of inclusion. Yet, a group's unique vocabulary can unwittingly exclude outsiders or confuse newcomers.

1. The unique language

During the lifespan of our aviation business, we published a newsletter that included a column called "The Pet Peeve Corner." Customers were encouraged to provide content, sharing anything that was bothersome, along with a recommended solution. The goal was to raise awareness and through that process, reduce or eliminate the troubling behavior. One of our customers who was a seasoned pilot provided a suggestion for the benefit of the many less experienced aviators who operated from our busy airport.

 "Let's think about the language we use on the radio," he said. "For example, students and even newly certificated private pilots don't have any idea what it means when we say, 'outer marker inbound on the ILS.' We'll all be safer if we indicate our exact position from the runway in terms that everyone can understand.” This excellent suggestion was published in the newsletter and helped to raise my personal awareness of the confusion that any special language can cause.

Organizations also have their own language, unique to each individual corporate culture. Acronyms, nicknames and special-purpose words are in use within virtually every business. Although a company's native tongue connects those who are insiders to the organization, it can be a barrier for customers, new employees and others. Leaders can help these individuals by maintaining awareness of the impact of unique words and abbreviations, providing explanation and clarification when needed.





"Marker Inbound" Has Little Relevance to New Pilots
Photo by Lillian LeBlanc


2. Jargon and the newcomer

Using the example from our newsletter, it is easy to see how jargon can confuse a newcomer to a group. "Outer marker inbound" has specific meaning to a pilot of advanced skill who is familiar with the nuances of flying in clouds. However, a new private pilot may not realize that the announcement tells of an aircraft that is flying straight into the runway in use, and is about five miles away.

Business jargon may be specific to an industry or unique to an organization. Either way, it may confound new employees or confuse customers. They may be reluctant to ask for clarification, not wishing to be considered ignorant. Lack of understanding can lead to incorrect assumptions about the meaning of words. In some situations, the assumption might lead to incorrect action, or perhaps inaction when follow up is important.

It's easy to maintain awareness of jargon. Conduct a frequent vocabulary check to determine if words in use would have similar meaning outside the group or organization. If not, be prepared to eliminate use with newcomers or others unfamiliar to the group, or at least offer an explanation of these words and terms.

3. Acronym assumptions

Acronyms are shorthand and they are in widespread use within every group. The growth of social media has greatly expanded the use of acronyms, since abbreviations can rapidly convey complex concepts. This can be very useful if the acronym is logical or easily decoded.

Aviation is brimming with acronyms that are often exceedingly difficult to decipher. IMC, for example, refers to weather conditions that make it difficult or impossible to see outside the aircraft. It stands for "Instrument Meteorological Conditions." The acronym is puzzling unless one knows or can figure out that, in low or no visibility weather conditions, an airplane must be flown by reference to its flight instruments.

Every business has its own acronyms. Letters combine to describe meeting rooms, company-operating divisions, policies and practices. Acronyms flow easily and are extensively used in the workplace. It is important for new employees to become familiar and comfortable with this shorthand; some organizations have taken the extra step of creating glossaries to facilitate the newcomer's orientation. If such a guide doesn't exist at the organizational level, a leader may want to create one for new team members. Assume nothing when compiling the glossary. In my very first job, fresh out of college, my supervisor sent me a note prefaced with "FYI." I puzzled over this abbreviation that I had never before seen. Too embarrassed to ask my boss for an explanation, I was rescued by a kind coworker who explained that the note contained material that did not need action - it was simply for my information.

All of us can aid the cause of creating clarity for others by maintaining awareness of the terminology that we use and ensuring that explanation follows any special-use words or unique shorthand. Helping others to learn the native language of your group, industry or organization makes people feel welcomed and included. It can also enhance safety and facilitate problem resolution by creating an environment of understanding and openness.

Each post in this blog closes with additional resources for those who wish to expand understanding of the topic. Two light-hearted recommendations accompany this post: Aviation Acronyms, a collection of aviation alphabet terms compiled by Jason Schappert and Corporate Lingo Flashcards, published by Knock Knock.  Each resource offers valuable information in an enjoyable format

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Leadership and the Art of Landing

Most pilots will agree that an airplane wants to fly. It is aerodynamically designed to fly when sufficient airflow over the wing creates lift. In simple terms, it means an airplane will naturally take flight without much assistance from the pilot. Taking off is one of the simpler aspects of flying; most student pilots can learn the process by the fourth or fifth flight lesson.

Landing the airplane is quite different.  When one understands that the airplane wants to fly, it is easy to accept that it does not want to land.  Even the most seasoned, senior airline captains will admit to occasions where the airplane seems to have a mind of its own, preferring to stay aloft despite their textbook-perfect control inputs.

Student pilots must master landings before they are allowed to fly solo and many struggle with this phase of instruction. The difficulties that budding pilots face as they learn to land provide some lessons of value for leaders, and in fact, for everyone.

1. Look long

My favorite flight instructor - actually one who guided me through an advanced phase of my flight training - instilled a valuable mantra that I now instinctively use: "look down the runway, don't fixate on the threshold. Look long." Magically, it works. 

Look Long When Landing
Photo by Lillian LeBlanc



As leaders, we often fixate on the here and now. We immerse ourselves in the crisis du jour, jumping in headlong to resolve issues before they become problems.  Those of us who are honest will admit that, at least on occasion, our reaction has caused more difficulties than it has solved. We can benefit from looking long - in this case, beyond the immediate issue. The long view can help to put the crisis or budding problem into context, providing opportunity to think through alternatives and apply the best solution. Without a long view, the best solution might be missed, since it may not be the one that first comes to mind.

2. Don't over-control

Study a new or minimally experienced pilot as he or she enters the landing phase of flight. The tendency to over control is almost universal. Push forward to descend....quick, too much, pull back...no, push forward even more.  The control inputs become increasingly hurried and exaggerated in an attempt to fix the previous excessive action. Patient and skilled flight instructors intervene at this point, illustrating the art of finesse, a light touch and a gentle hand. They demonstrate for the student how fine landings emerge from this combination.

Over-controlling in the leadership world manifests itself through micromanagement. Well-meaning bosses jump in, monitoring the team's every move or personally taking over key tasks to ensure that a perfect outcome is achieved without a blip of any kind. Under these circumstances, team members don't have an opportunity to learn through trial and error. They often feel demoralized and undervalued.  The boss' desired outcome may be achieved, but the process to arrive at the destination was painful for the team.

3. Sometimes good really is good enough

There's a tongue-in-cheek adage in aviation: "Any landing you walk away from is deemed a success." Although meant in jest, the lesson is that perfection - especially when landing an airplane - can be most elusive. Many factors impact the outcome of an approach to land. Achieving a "greaser", where the tires gently kiss the asphalt, is usually attributable to a dash of luck along with skill.

There is a great deal of emphasis on excellence in the business world. Leaders are constantly challenged to be great and to accept nothing less than 100%.  Pushing excellence and driving to high achievement is admirable, but leaders are working with the human element. A wide range of factors affect human performance; a multiplier sets in when working with a group of human beings.  Great leaders set high goals, but understand that there is often a need for compromise on the road to perfection. Sometimes good truly is good enough, resulting in a fine outcome and enough energy left for the entire team to celebrate its accomplishment.

Landing an airplane is an art. It involves coaxing the airplane to do the opposite of that for which it was designed.  Leading people is also an art. The very best leaders among us can effectively guide a team to achieve things they never dreamed possible and feel happy and fulfilled in the process. Like pilots in the landing phase, these individuals lead with a long view, avoid over-controlling and understand when it is desirable to stop short in the quest for perfection.

Recommended readings for this post are Leadership is an Art, by Max Depree and Making Perfect Landings in Light Airplanes, by Ron Fowler. The first is an excellent guide for any leader, new or seasoned. Written by the former CEO of Herman Miller, it explains the importance of  human element in effective leadership.  The second is a timeless, step-by-step guide to help all pilots maximize the chance of completing a flight with a "greaser."

Learning to Love Paperwork

There was a significant classroom component in my recent flight refresher course. The instructor used a blended learning approach, combining live instruction with a variety of e-learning programs.

One of the e-learning courses, produced by the FAA Safety Team, highlighted the importance of well thought out decision-making. It included a video segment featuring a senior air traffic controller, discussing the difficulty that pilots have when they are faced with a situation that requires them to declare an in-flight emergency. “You would be surprised how many pilots want to avoid declaring an emergency, even in the worst situations,” he said. “They simply don’t want to be inundated with paperwork. So when things go really bad, we often have to declare the emergency for the pilot.”

The word "paperwork" is usually associated with visions of bureaucracy, long and confusing forms and wasted time. Consider the incredulous statement I quoted above. Many pilots actually make a conscious decision to shun the potentially life saving priority handling and support that is offered when an emergency is declared, simply because of the paperwork that may follow.

During my long career in Human Resources, I have had many opportunities to interview candidates for various positions. Never once have I heard someone say, “I just love paperwork! The more paperwork, the better!” On the other hand, it’s common to hear people expound on the positive attributes of a job that would be otherwise perfect, “but for the paperwork.”

Pilots Maintain Detailed Flight Logs
Photo by Lillian LeBlanc

1.   Paperwork Has a Purpose

Reflect on the various kinds of paperwork that we encounter as pilots, as leaders or in daily life. Aviators must complete flight logs, weight and balance forms, flight plans and medical applications.  Business leaders encounter performance evaluations, disciplinary action documentation, meeting minutes and project justifications. At home, we have checkbook registers, rebate forms insurance applications, and, of course, tax returns.

As much as we may complain about paperwork, it does serve a purpose. Paperwork documents the facts of a situation for current action or future reference. Paperwork acts as the backup system for human memory, which has an interesting tendency to revise or erase key facts.

2.   Positive Aspects of Paperwork

Certain paperwork has intrinsic value. Invoices, rebate forms and expense reports put money in one's pocket. Many people still bemoan the need to complete these forms of paperwork, despite the reward that will follow.

Other forms of paperwork have benefits, although not as apparent. Consider the positive side of recording facts by completing paperwork. Flight logs provide a permanent record of our travels as aviators. The logs document our experience, but they also provide a lasting collection of memories of our aviation adventures. A performance evaluation may be time consuming for the leader, but I know of many employees who have retained every performance evaluation ever received, and warmly reviewed the documents in the later years of their careers. Even disciplinary action forms can have a positive side. It’s encouraging for a leader to reflect on the success achieved by transforming a struggling performer into a key contributor. In the case where performance doesn't improve, solid disciplinary documentation is critical to support a termination decision.

3.   A New Approach to Paperwork

Paperwork is a part of any job or any life situation; pilots and leaders alike can benefit by taking a fresh approach to it. Rather than curse the difficulty, diversion of time and complexity that the paperwork brings, consider its positive attributes. Completing the post-emergency documentation may help another pilot avoid a similar situation. Taking time to document your employee’s performance problems can help you spot a pattern of behavior caused by a serious underlying personal issue that may have otherwise gone unnoticed.

Paperwork documents the as-is, provides a reliable record of facts and in the happiest case, takes a snapshot in time that can serve as the basis for future memories. Learning to love paperwork may be a bit of a stretch for most of us, but we can put it in perspective by understanding the value that it adds.

The recommended readings for this post are designed to help you more effectively manage the paperwork that you will inevitably encounter as a pilot or a leader. Logging Flight Time and Other Aviation Truths, Near Truths and More Than a Few Rumors That Could Never be Traced to Their Sources is authored by William Kershner, noted for his wonderful ability to teach technical subjects with a heavy dose of humor. The Manager's Guide to HR, written by Max Muller, can help any leader with the nuances of documentation that is a necessary part of the leadership role.

Leadership Lessons from the Flight Simulator

I’ve previously offered a few leadership lessons from the airplane cockpit and from the aircraft hangar. A recent weekend course at SimCom Flight Training Center provides another opportunity for some aviation-focused leadership lessons – this time, from the flight simulator.

 It’s been a while since I’ve flown in the pilot’s seat. The flight simulator-based program presented a chance to refresh my knowledge and sharpen my skills. Simulators are a wonderful tool for pilots. In the simulator, one can create hair-raising scenarios such as in-flight fires, electrical failures, hazardous weather, engine failures or a combination of these. Emergencies can be addressed and managed in a safe environment where the consequence of failure is little more than a bruised ego.

The simulator session was personally rewarding. I performed far better than I expected, even in one of the simulators that represented a larger and more powerful aircraft than I had previously flown. Surprisingly, my skills had not deteriorated nearly as much as I expected, in view of my extended absence from the cockpit.

This simulator experience yielded three valuable lessons that are equally applicable to pilots and leaders.

1.    Confidence and humility are opposite, but equally important traits.

There is a saying in aviation: “There are old pilots and bold pilots, but no old, bold pilots.”  A healthy measure of confidence is important for pilots, just as it is for leaders. Confidence allows us to test boundaries, to grow and to learn. Without sufficient confidence, one will never learn his or her true capabilities.

737-800 Flight Simulator - A Great Way to Sharpen Skills
Photo By Derin



However, an excess of confidence can have serious consequences. The bold, overconfident pilot disregards the lessons of others. He or she believes that the limitations of the aircraft, the weather, or one’s physical state can be minimized or dismissed. According to a study published by the Society for Industrial and Organizational Psychology, an overconfident leader will exhibit similar characteristics. Leaders who believe that they are invincible or know all there is to know will disregard the input of others, push their own agendas and micromanage their teams.

Great leaders and great pilots are skilled and confident. Nevertheless, they also possess the opposing quality of humility, learned through experience. Humble individuals don’t shirk blame when things go wrong and they acknowledge their limits. They realize that success depends on the right combination of factors – and they, personally represent just one element of that equation.

2.    An ingrained skill never loses its luster

“It’s just like riding a bike.” This is well known affirmation demonstrates that deeply ingrained skills are retained. Pilots who have flown for many years and possess thousands of hours often find that a refresher class can quickly renew rusty skills. On the other hand, a freshly minted private pilot who abandons flying for an equal period must conquer significantly greater skill deficit if he or she returns to the cockpit. Skill retention depends on the recency of skill practice, but the depth of skill development is also an important factor.

Leadership skills also benefit from long-term development. Good leaders possess strong listening skills and excellent analytical capability. They see the big picture by thinking strategically and they know how to navigate an organization. Leadership skills are built through use. Leaders who shun team members, preferring to remain closeted in their offices don’t have many opportunities to practice leadership skills. Likewise, those who avoid projects, committees and task forces lose valuable chances to build networks within the organization. They also miss opportunities to practice the art of working with individuals of diverse talent and backgrounds.

3.    Attitude matters

Want to master a difficult task? Don’t view it as a “difficult task.”  Self talk and general attitude influence outcomes more than we realize.  Noted business author Jon Gordon has written extensively on the benefits of embracing every challenge with an open, positive mind.

Flying the simulator presents challenge after challenge. Nearly all simulator experiences are fraught with emergencies, deteriorating weather and equipment failures. Despite the grueling nature of a simulator session, most pilots walk away with a sense of reward and accomplishment. We learn through experience; the depth of the lessons learned is proportional to the significance of the experience.

Leaders face challenging situations on many fronts. Constantly shifting priorities, doing more with less and extreme demands on time are common in the contemporary workplace. These situations can be a source of frustration or can be energetically embraced and viewed as valuable experiences.  Each experience is a building block of ongoing skill enhancement and professional development.  These reinforcing experiences are the roots that grow to create deeply ingrained skills.

The recommended follow-up readings for this post are Soup by Jon Gordon and Teaching Confidence in the Clouds: An Instructor's Guide to Using Desktop Flight Simulators, by Thomas Gilmore. Soup is a business fairy tale and a quick read that illustrates the value of positive thinking in difficult situations. Gilmore's book describes the value of simple, computer-based flight simulators in building pilot confidence.

Photo URL: http://www.flickr.com/photos/as737700/2298638615/

Continuous Learning: Pilots are Models for Leaders

In the previous blog post, I mentioned that "every pilot, regardless of experience, is still a student." Continuous learning is part of the world of aviation. Pilots receive training for advanced ratings and higher levels of licensure. There are safety and skill building seminars regularly offered by the FAA and private organizations. Larger airplanes require specialized training, called a" type rating," unique to the specific model of aircraft. Most pilots, including those who fly for fun, are avid readers of aviation publications. Ongoing learning and knowledge building is inherent in aviation.

Leaders are usually individuals who have risen through the ranks of a given profession. Along the way, they learn the field's requisite skill set and generally demonstrate a notable level of mastery. These traits propel them into roles where they guide those who do the work versus regularly doing it themselves. Despite the importance of the leadership function, in many organizations newly appointed leaders receive little to no leadership specific training to prepare them for this new assignment. Ongoing training for leaders is all too often viewed as an expense that needs to be carefully controlled rather than an investment that should be proportionally increased for greater return.

How many leaders eagerly seek to learn and develop within the leadership profession? How many actually regard leadership as a profession unto itself? Most individuals in leadership positions do invest without question in ongoing knowledge or certification in their areas of professional specialty, such as marketing, customer service or engineering. Far fewer pursue enhanced leadership skill building with the same kind of passion. Perhaps a pilot's approach to continuous learning presents an effective model for continuous learning in the specialized profession of leadership.

1. Always a Student

Pilots generally seek to improve their skills from flight to flight. They will study the factors that contributed to a great landing, or repeatedly analyze the quality of flight maneuvers.  Most pilots eagerly consume wisdom conveyed by seasoned and respected senior aviation statesmen (and women.) Visit a pilot lounge or airport cafe and listen to the chatter, affectionately called “hangar flying.” You'll frequently find knowledge sharing, brain-picking and overt attempts to learn from one another.

Most leaders feel as though the role of a leader in itself validates a high level of accomplishment. Survey a group of leaders and you'll discover few who readily admit that they might greatly benefit from ongoing leadership-specific skill building. Generally speaking, leaders have inflated views of their own skill levels. A September 2010 research paper by the Korn Ferry Institute indicates that many leaders possess blind spots when self-assessing key leadership attributes. Such lack of self-awareness may be a reason why many leaders dismiss the benefits of learning targeted to sharpening leadership skills. 



AOPA Sponsors Many Learning Opportunities for Pilots
Photo by Christopher Blizzard

 

2. Self-Responsibility for Learning

Aviation skills are developed in one of two ways – through military training or through self-funded general aviation, called GA. Pilots with GA roots have, for the most part, a history of self-funding all levels of aviation certification and ongoing education. Even those who eventually attain professional pilot status will regularly make some level of personal investment in order to enhance safety knowledge, add to their level of licensure (e.g.: a seaplane rating) or personally purchase aviation books and periodicals.  Pilots who have been laid off – or furloughed in aviation-speak – are usually willing to spend their own funds to maintain flight currency or in some cases, even expand the flight ratings that they hold.

The majority of leaders look to their companies to fund ongoing training and development. It is standard practice to develop a departmental budget that includes funds for periodicals, books, association dues and attendance at conferences. When faced with a need to streamline expenses, many companies elect to reduce or eliminate these funds. In this situation, individuals may be willing to personally pay the cost of continuing education for professional certification or licensure. However, it is far less common to find leaders who are willing to make comparable investments in their own ongoing development in the art of leadership.

Leaders can learn from pilots by embracing the value of continuous learning for ongoing skill development and knowledge enhancement.  Leaders who truly view leadership as a profession unto itself will be willing to make a personal investment to build and enhance their leadership competencies.  They will demonstrate the same passion, enthusiasm and hunger for knowledge that is common among pilots. Leaders who make the commitment to invest in themselves as leaders are demonstrating they know no matter how skilled or experienced one may be, we are all still students, even when we are leaders.

Two resources are recommended for those who want to make a commitment to continuous learning. The Leadership Machine: Architecture to Develop Leaders for Any Future by Michael Lombardo and Robert Eichinger is an in-depth look at the framework for leadership development. It is an excellent tool for those who want to invest in their own development in order to more effectively develop others.  Pilots love to learn through knowledge challenges and quizzes; there is none better than Test Pilot: 1,001 Things You Thought You Knew About Aviation. This engaging and interactive book is authored by the award-winning aviation author and retired TWA captain, Barry Schiff.  Test Pilot is full of knowledge nuggets that will interest and educate aviators of all skill levels.

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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.

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