That's Not My Job

A recent story in the Wall Street Journal reviews several unnerving incidents of close calls between aircraft. The article focuses on the apparent safety tradeoffs within the aviation industry. Overall, we’re safer in the air, but the same is not true on the ground.

My take away from this article was a bit different. As I read the descriptions disaster averted through pilots’ quick actions, it was clear that big-picture thinking played an important role. Looking beyond the immediate and anticipating the unexpected, these pilots compensated for oversights and errors made by others.  Of course, it’s the pilot’s job to ensure the safe operation of the aircraft – no matter what.   

However, any of us, pilots or not can quickly become preoccupied with our own tasks and responsibilities. Big-picture thinking and the ability to quickly react to the unexpected can suffer in these kinds of situations. The common reaction when things go wrong under these circumstances is, “well, that’s not my job…”

Be aware and look beyond the immediate
Photo by Stephen Michaud

As you carry out your daily job responsibilities, especially if you are in a leadership position, consider the lessons learned from these fast-thinking pilots.

• Look beyond the immediate:  There is a whole world swirling around all of us at any time. If you’re immersed in the details and deadlines of a project, it’s easy to miss other things that may be affecting you or your team. Stay aware by making a conscious effort to ensure you know the full scope of expectations, demands and deliverables. Plates may be fuller than you realize.
• Expect the unexpected: Easy to say, difficult to do. How can we plan for events that we can’t predict? Consider the most likely barriers, obstacles or problems that you and your team may encounter. Have a contingency plan in case someone or something unexpectedly arises to upset your strategy.
• Everything is your job:  Just as the pilot is considered to be the sole and final authority for the safe operation of the aircraft, effective leaders take full responsibility for the success of the team. Be ready to respond, even if the threat is caused by another’s mistake. Your team will respect your capacity to solve the problem rather than lay blame for it.

When was the last time you had a day where everything went exactly as planned? Surprises and problems are part of life and especially common in the world of leadership. Learn to expect them, have a plan to respond and take full responsibility for the success of your team.

Recommended further readings for this subject are Making Yourself Indispensible: The Power of Personal Accountability, by Mark Samuel and Runway Incursions by Bill Clarke. The former provides practical advice to derive the benefits of accepting full responsibility for events and situations, while the latter offers actionable strategies for pilots to maximize safety on and near the ground.

Appreciating the Moments

The world of aviation teaches many useful life lessons. One that may not be immediately obvious is the importance of appreciating seemingly small things.

My book, The Flight Level Chronicles, is a collection of feel-good stories highlighting the happy and positive aspects of general aviation. A loosely related short story called “Reflections from a Little Yellow Airplane” is included as a bonus chapter. Reflections is a tale of appreciation – enjoying the amazement of nature in autumn, the wonder of low and slow flight in a small Piper Cub and the kindness of a friend who found a way to create a smile.

Most aviators fly not for the money or gold bars on shoulders. They fly because they love it. Certainly, some flights are true challenges, tapping every modicum of a pilot’s skill. Those experiences are, thankfully, small in number. Nearly every flight offers a chance to glance earthward at a quilt-like landscape, or appreciate a billowing, impressive cloud formation. In what other profession does one have an office perched tens of thousands of feet in the sky? Moments to appreciate abound in the world of aviation.

Incredible Views are Moments to Appreciate
Photo by Lillian LeBlanc

Back on earth, many people hold jobs that might be described as far more routine than the role of a pilot. Yet, even the most mundane jobs also offer moments to appreciate, if viewed through the right lens. Leaders set the tone for their workgroups and can provide ways for employees to see things differently.
Great leaders help employees appreciate the moments by:

1.      Taking time to say “thanks.” Nothing puts a smile on someone’s face faster than a quick note of appreciation. A tough job becomes a rewarding challenge when one’s efforts are noticed and appreciated. Thanks can be conveyed verbally, by email or by handwritten note. Debate rages as to which is most effective but the key point is to simply do it.

2.      Modeling pride. Every job and every organization has its good points and bad points. Pride of affiliation – the good feeling one gets from belonging to a group – is directly correlated to employee engagement. Leaders who visibly demonstrate pride in their organizations, even during difficult times, infuse the good feeling directly to their workgroups

3.      Celebrating – often.  In my long HR career, I’ve noticed that a lighter atmosphere and smiles are much more prevalent during the holiday season. Even in the busiest organizations, when deadlines loom large, the holidays offer a change to gather and enjoy the camaraderie of coworkers. However, celebration needn’t be limited to a few days at year-end. Ever notice how moods change when someone walks in with homemade baked goods? One leader I know makes a purposeful effort to bake sweet, tasty pastries any time her workgroup is experiencing a challenge. Her staff truly appreciates the moments.

The next time you fly, whether as a passenger in the back of a commercial jet or as a pilot at the controls, take a moment to look out the window. (Yes, this is possible even from across the aisle.) Take a moment to savor what you see, whether a cloud, a reflected rainbow or a special ray of light. When your feet return to earth, as you walk through the airport, find something small to make you smile – a family gathered with excited small children headed to see a special mouse, an older couple quietly holding hands or a uniformed crewmember on a cell phone, taking a moment out to be a parent while between flights. As you return to your job, make an effort to seek out circumstances, people, or moments to appreciate.

The more you practice, the easier it will be to find small things to savor. Moreover, you’ll find that your appreciation becomes contagious. If you’re a leader, you will have unlocked one simple secret to energizing and motivating your team.

Recommended readings for this post include two of my favorite books:  The Daily Carrot Principle: 365 Ways to Enhance Your Career and Life, by Adrian Gostick and Chester Elton is a wonderful book for any leader – or any individual. It provides daily tips to enhance appreciation and recognition. Weekend Wings, by Frank Kingston Smith, is a happy collection of tales that collectively convey the joy of flying. In a time of reality shows and mean-spirited exposés, Smith’s book shows aviators and non-aviators alike how to appreciate simple, good and pleasant moments.

Accountability – What Leaders Can Learn from Pilots

In an earlier post, I explored the interesting notion of the value of pilot training for leaders. My post was a follow up to a study citing a possible correlation between effective corporate leadership and general aviation training.

The importance of accountability is widely discussed in leadership circles.  Strong leaders are said to “hold themselves accountable for results” and “drive a sense of accountability in others.” But what, exactly, does accountability mean?

The textbook definition of accountability is, “a form of trustworthiness; the trait of being answerable to someone for something or being responsible for one's conduct.” In other words, accountability is the opposite of blame-shifting. In its simplest terms, accountability means, “the buck stops here.”

Few professions rise to the level of accountability that is expected of pilots. The Federal Aviation Regulations (FARs), essentially the rules of aviation, contain a clause that illustrates this point. FAR 91.3 states: “the pilot in command of an aircraft is directly responsible for, and is the final authority as to, the operation of that aircraft.”

The authority imparted in FAR 91.3 represents the ultimate level of responsibility and accountability. As a result, the vast majority of aviation incidents or accidents are attributed to pilot error. Even in cases of well-documented extenuating circumstances such as weather or equipment malfunction, the primary cause of aviation accidents is most frequently determined to be pilot error. The consequences of pilot error are often severe, including suspension of license, job loss and occasionally, litigation.

The pilot in command is accountable for the safety of the flight

Imagine if a similar standard was applied in the world of leadership. Consider how often “leadership error” would be cited as the root cause of business problems. How would the business world be different if leaders could not invoke the usual litany of excuses such as “lack of systems support,” “not enough time” or “external economic forces” when things go wrong?

Here are four common workplace challenges. Envision how companies would be different if leaders, as well as the people and boards to whom they report, held themselves accountable:

1.      Chronically poor performing employee: Common excuse: "It's not my fault. He's lazy." Accountable leader's questions: "Did I fail to convey understandable expectations, monitor performance and swiftly intervene with coaching and guidance?"

2.      Disengaged new employee: Common excuse: "No one could have seen this. She interviewed so well and had great references." Accountable leader's questions: "Did I fail to carefully assess cultural and organizational fit? Did I fail to provide an effective orientation and onboarding experience? Did I fail to connect and guide the newcomer?"

3.      Sub-standard project progress: Common excuse: "I'm not responsible. This group is just not motivated." Accountable leader's questions: "Did I fail to provide clear project guidelines, appropriate project oversight, and closely monitor team dynamics?"

4.      Need to lay off staff: Common excuse: "We have no other choice. Market conditions and economic trends are impacting the company." Accountable leader's questions: "Did I lack strategic foresight? Was I paying sufficient attention to income and revenue trends? Did I exhaust all other options before impacting my employees' lives?"

Here’s a challenge to every leader, from CEO to first-line supervisor: Dust off your job description. Review the expectations and responsibilities of your position. Apply the principles of FAR 91.3 to every facet of your work. You, as a leader, are directly responsible for the operation of your group, department or organization, depending on the level of your job. When things go wrong – and they will – stop short of looking for other sources of blame and accept the responsibility at the same level that pilots do.

The buck stops with you. It will be uncomfortable and difficult, but nothing is more disarming or builds trust faster than a strong leader who accepts responsibility and models accountability.

Recommended readings for this post are: The Speed of Trust: The One Thing That Changes Everything, by Stephen M. R. Covey and The Limits of Expertise: Rethinking Pilot Error and the Causes of Airline Accidents, by R. Key Dismukes, Benjamin A. Berman and Loukia D. Loukopoulos.

The Speed of Trust discusses the importance quickly establishing trust to facilitate leadership effectiveness. Although "The Limits of Expertise" focuses on aviation, its message has relevance for decision processes, performance and errors of humans in many professions.

The Helper's High

In a 180-degree turn from my usual approach, this post shares a leadership concept and applies it to aviation.

Just a few weeks ago, I had the pleasure of listening to a keynote speech delivered by John Mackey, the co-founder and CEO of Whole Foods Market. The company is known for product excellence, outstanding corporate citizenship and is a recognized best place to work.

Mr. Mackey described the importance of leaders to the company’s success and offered a profile of an excellent leader, Whole Foods style. Quite simply, he said, “great leaders are helpers. They thrive on lending a hand and they relish the success of others. Great leaders understand what I like to call the helper’s high.”

Over the course of the next two days, I listened to several CEOs and senior leaders from America’s best companies. The themes from Mr. Mackey’s opening keynote resonated throughout. Great companies are great because of their leaders. Great leaders are not ruthless, profit focused slave drivers. They are humans who genuinely care about other humans. Their success comes from their loyal fan base – those who they have helped and those whose success they continually celebrate.

Great Leaders and Great CFIs Know The Helper's High

The concept of the helper’s high has significant relevance to aviation. Great pilots are great because of the caring, patient and kind hand of great instructors. The Certificated Flight Instructor is the unsung hero/heroine of the aviation industry. Many pilots become CFIs simply to gather sufficient hours and move on to roles that are more lucrative. All too often, these pilots fail to renew their instructor credentials and some even proudly boast about no longer “needing” to perform what they view as a menial role.

Thankfully, there are other pilots who honor the profession by continuing to give back – tirelessly instructing newcomers or supporting experienced pilots who want to sharpen skills. They continue to serve the aviation industry, some as full time instructors and others in a part-time capacity. Often, the part-timers are airline flight crew members who derive great joy from the simple pleasures that general aviation offers.  These are the flight instructors who – like great leaders – thrive on the helper’s high.

Each of us who has learned to fly owes our success to a great CFI (or more than one) who we have met along the way. No doubt, those  of us who have had the pleasure of learning from a “helper’s high CFI” are much richer for the experience.

Think about the very best boss or the very best flight instructor you’ve ever had. List a few words that describe what made him or her so special.  Chances are, your list includes a healthy dose of adjectives that taken together, paint a picture of someone who embodies the spirit of the helper’s high.

Recommended readings for this post:  

• The Trustworthy Leader: Leveraging the Power of Trust to Transform Your Organization, by Amy Lyman. Amy is the co-founder of the Great Place to Work Institute, the organization that sponsors Fortune magazine’s annual list of Best Companies to Work For in America.
• The Savvy Flight Instructor: Secrets of the Successful CFI, by Greg Brown. Greg has been a CFI since 1979 and in true “helper’s high” fashion blended his airline career with his long-time devotion to flight instruction.

Slow Down or Go Around

There is a maneuver in aviation called the "go around," used when something is amiss on approach to landing. A myriad of situations can cause a go around.  Perhaps the pilot sees an object (inanimate or living) on the runway, has misjudged wind correction, or simply has not sufficiently slowed the aircraft. The go around is generally undesirable, since it results in excess fuel consumption, an uncomfortable situation for passengers and a delay in arrival at the destination. Go arounds are necessary in some cases, but a pilot induced go around due to excess speed is always best avoided.

I vividly recall just such a situation many years ago, while on approach to Runway 22 at Boston's Logan Airport. It was a warm summer weekend day; the air traffic was heavy. As a result, the busy but patient controller was doing his best to ensure adequate spacing among a widely varied mix of aircraft.  At least twice, he asked me to reduce the speed of my King Air, and I of course compiled, but apparently not to the degree needed. Finally, the gentle controller uttered words I recall to this day:  "King Air 9MS; you gonna slow down or you gonna go around..."

Moving too fast for one's team is a common issue that many leaders encounter.  The eager leader generates idea after idea, or enthusiastically sets aggressive and potentially unrealistic project deadlines. Dutiful team members, loyal to the boss and striving for excellence, work diligently to keep up, but eventually limits are reached.  At best, the team calls a time out and convinces the boss to regroup, but at the extreme, this kind of overload can result in lost productivity due to illness or undesired turnover. These unhappy outcomes are the leadership world's version of the aviation go around.

Some situations can lead to a go-around

Here are three ways that leaders can ensure that they slow down before needing to go around:

1. Regularly check in with the team.  Ask for and listen to the team's view of the project pace and competing priorities. Leaders may misjudge the full impact of a particular project or strategy. Those who are immersed in its creation and/or execution can provide valuable reality checks.
2. Reprioritize. Multiple projects are a necessary part of business in the 21st century, but attempting to execute too many strategies at once will result in a splintered focus and may jeopardize the success of each one. If necessary, slow down, refocus and reprioritize.
3. Take time to reflect and celebrate, then move on.  Too often in business, we move from one highly work-intensive project to the next, without pausing to reflect on the success, learn from what's been created and celebrate the accomplishment. Taking time to look back on all that's been done and enjoy the achievement results in valuable recognition for the team and injects a brief but very effective pause into the frenetic pace of business.

Followers of this blog will note that a very long time has elapsed between the prior post and this one. A number of personal and work events occurred at once, on top of an already jam-packed schedule. Unable to slow down, I had no choice but to go around and pause my writing for several months. Indeed, the controller's words from so many years ago still linger in the back of my mind. "You gonna slow down, or you gonna go around..."  Full throttle, gear up ....and bring the plane around a bit slower the next time.

Recommended readings related to this post include Positive Flying: Tested Numbers and How to Fly Them for Precision Performance, by Richard L. Taylor and William Guinther and The Power of Pause: How to be More Effective in a Demanding, 24/7 World, by Nance Guilmartin. Both books emphasize the importance of pace and speed control to achieve a successful outcome - one in aviation and the other in leadership or everyday life situations.

Navigating Storm Clouds

Flying is a pleasure when the weather is CAVU - ceiling and visibility unrestricted. Crystal blue skies and light winds provide a relaxing and pleasant environment for aviators of any skill level.  As enjoyable as these conditions are, they are also elusive. As many pilots know, the more hours logged, the more likely an encounter with nasty weather becomes.

This blog focuses on parallel lessons in aviation and in leadership. Imagine, for a moment, how life would be if employee relations problems, competitive challenges, insufficient budgets and outdated equipment were replaced by perfection in every respect. The leadership equivalent of sparkling skies and smooth air is a business environment devoid of these difficulties. Although it sounds wonderful, this situation is unlikely to exist.

Aviation, leadership and in fact life in general involve a series of challenges. As we encounter each challenge, we have a choice in the way that we respond. Our success is often determined by the approach we take and choices we make when the storm clouds billow in our path.

1.       Acknowledge the likelihood of storms

Simply understanding and accepting that fact that in-flight weather cannot always be perfect – or that not every day as a leader will be ideal – serves as mental preparation and reduces stress. Realizing and acknowledging that storms will erupt or challenges will arise can arm an individual with a degree of alertness and minimize the impact of difficulties.

2.       Understand personal limits

A new pilot is limited in his or her ability to navigate weather. An instrument rating  - the aviation equivalent of an advanced degree – is required for flight in clouds or in low visibility conditions. Wise new pilots typically avoid situations that might result in an encounter with storm clouds. They impose personal limits to ensure safety. These may include flight within a limited geographic area, flights of shorter duration, or flying in the company of a more experienced pilot.

Navigating storm clouds requires skill and strategy
Photo by Lillian LeBlanc

Less experienced leaders can also invoke the personal limit approach. These leaders can ensure that they have readily available mentors and quickly seek assistance when faced with any new situation. In addition, new leaders can choose to defer decisions to more experienced leaders (their own bosses), with very clear indication that they will use the opportunity to observe and learn from the approach of the more seasoned individual.

3.       Consider all factors when choosing the path forward

Navigating storm clouds requires a deep understanding of the weather, a full grasp of the capabilities (and limitations) of the aircraft and crew and a healthy dose of caution. Deviating well off course or a changing altitude may be necessary to ensure a safe and comfortable flight. A savvy aviator gathers all available information and carefully assesses the situation at hand to arrive at the best navigational decision.

Leaders must be nimble and flexible. Two seemingly similar situations can rarely be approached the same way. A simple employee relations matter or a product malfunction could appear, on the surface to be a case of déjà vu, but differences in personalities, timing or peripheral business conditions will influence the appropriate course of action. Responding to a leadership situation based solely on “been there, done that,” carries a high likelihood of failure.

4.       Never be afraid to turn back and land

Not all storm clouds can be safely traversed by even the most skilled pilots. Occasionally, a pilot will continue a flight into conditions that are far worse than expected. As difficult as it may be, a course reversal may be warranted.  Such a decision may result in disappointed passengers, missed appointments or extra expense. A few pilots stubbornly plod along into severe weather simply to avoid these problems. Sadly, some fail to live to tell about it.

Leadership decisions seldom involve life and death in the literal sense. However, leaders can find themselves in situations that call for a reversal of a decision. Altering course, perhaps requiring the leader to admit an error, may be extremely difficult and possibly embarrassing. However, failing to do so could result in serious damage or even derailment of an otherwise promising career. In the leader’s case as well as in the pilot’s case, the wisdom of the decision to change course may never be able to be validated.

Bright sunny days are a pilot’s dream. Happy employees and problem-free operations are wonderful for leaders. As pleasant as these times are, the realities of life enable storm clouds to brew. The best pilots and the most skilled leaders accept these conditions, while learning and understanding  the most effective ways to manage them.

For additional reading on this topic, consider Severe Weather Flying by Dennis Newton and The Stress Effect – Why Smart Leaders Make Dumb Decisions and What to do About It. The former offers pilots valuable advice on the subject of thunderstorm and windshear avoidance. The latter is filled with practical strategies to make better decisions by understanding one’s own situation.

The Challenge of Being New

Do you remember your first flight, or your first day on a new job?  You probably experienced a range of emotions, including excitement, a twinge of fear and a sense of being a bit out of place. Being new, whether a brand new student pilot or a first-day employee, can be a challenging experience. The impressions and events of this first encounter often influence the long-term outcome.

Aviation serves as this blog’s platform for leadership lessons. The aviation industry suffers from a sadly high rate of attrition of student pilots. There are many factors that influence this unfortunate situation and certainly some – such as cost – are significant. However, the degree to which the new pilot feels welcomed and included does play a role.

Employee turnover, the business equivalent to pilot dropouts, is a concern for organizations. Many companies invest large sums to overhaul pay programs or create attractive benefits in an effort to retain good employees. Yet the answer to retention may lie in the effectiveness of the new employee’s orientation.

The value of a buddy

The student pilot – or the new employee – can be supported and helped by others. In aviation, the flight instructor is often the only individual with whom the new student interacts. If the student is a bit intimidated by the instructor, or if the chemistry between the two is less than ideal, the student may see no option other than to walk away. Often, this means entirely abandoning the pursuit of flight. The Aircraft Owners and Pilots Association (AOPA) recognized this phenomenon and created “Project Pilot,” a buddy program matching experienced aviators with students. The results of the project have been very successful.

Include newbies in parties and social events
Photo by Lillian LeBlanc

In many business settings, the new employee may interact primarily with those in his or her own department. Most of the new worker’s time, especially on the first day, may be spent with the immediate supervisor. When these relationships are positive, the new employee is off to a good start. Sometimes, though, the pressures of work preclude a meaningful welcome. The new employee may be shunted off to read policies or perform low-value work until someone has time to “deal with the newbie.”  Many organizations, including the US Navy, are using buddy programs to ensure that the new worker is matched with a seasoned employee, often from outside the new employee’s own department.

The importance of the “little things”

Whether new employee or new student pilot, the little things matter. Individuals who have been in an environment for some time become comfortable and may lose sight of what is important to someone who is new.  Something as simple as ensuring that the “newbie” knows the location of the restrooms can be critical.

Industry or company jargon can be confusing. Aviation in particular has an alphabet soup all its own, but every business has company shorthand and abbreviations. Taking time to explain acronyms and jargon are key to a warm and inclusive welcome.

Orientation goes beyond day one

The first day on the job, or the very first introductory flight, can be overwhelming. Yet the challenge of being new extends well beyond the initial encounter.

Some student pilots drop out of aviation after the solo flight phase. New employees may leave after 6 months or a year. The reasons are as varied as the individuals involved, but closer shepherding and focused attention from those in leadership positions may make a difference. We think of the brand new employee or intro flight student as the actual newcomer, but it may take very long time for one to feel accepted and fully immersed in a group. A long term buddy system can be of value, as can a concerted effort to include the “semi-new” individuals in extracurricular activities.  Even an invitation to lunch now and then, accompanied by an informal “how’s it going” chat will help the assimilation process.

Being new can be uncomfortable. But with the right kind of support, guidance and attention, being new will evolve to a state of inclusiveness, accomplishment and long-term success.

For further reading on this topic, consider Onboarding: How to Get Your New Employees Up to Speed in Half the Time, by George Bradt and Mary Vonnegut. It is a step-by-step guide to ensure successful integration of new employees.  If you know a budding aviator, consider giving him or her a gift of The Student's Pilot's Flight Manual: From First Flight to Private Certificate, by William Kershner. This is a great way to say “welcome to the fold.”

The Kid at the Fence: The Importance of Mentoring

Those who live in the world of private flying called general aviation, understand the term “kid at the fence.” It refers to a person – usually a young person, but not always – who is found peering through the airport fence, longing to join the world on the other side. Many of today’s seasoned, skilled aviators started their aviation lives as kids at the fence.

The transition from kid at the fence to the rank of pilot begins with an outstretched hand from a compassionate aviator. Unfortunately, though, some kids never find their way to the other side. They are overlooked in the pilot’s hurried pace or the necessary focus on personal plans or schedule to keep. But when a pilot’s pace slows just a bit and the kid’s excited glance catches his or her eye, the long-awaited trip to the other side of the fence begins. In the best case, the caring pilot has taken the first step on the journey to creating another full-fledged pilot.

There is a business leadership parallel to the kid at the fence. It’s called mentoring. Meaningful mentoring is more than just developing one’s own team or providing guidance to someone on a one-time basis. As in the scenario of the kid at the fence, mentoring involves two critical stages:

1.       Noticing The Opportunity:

Hayden, the "kid at the fence" *
Photo courtesy of Tom and Jo Hahn

In the case of the kid at the airport fence, a pilot notices the opportunity to encourage and nurture a youngster’s interest in aviation. A partnership begins when the pilot engages the eager boy or girl in conversation. From there, the aviator may offer an invitation to sit inside an airplane. As the relationship continues, there may be a flight or two. Some kid at the fence encounters evolve into long-term friendships as the youngster matures and eventually becomes a pilot as well.

Mentoring in the business world has traditionally involved a more formal matching of mentor and mentee, but the forward path closely parallels the story of the kid at the fence. Business leaders may wish to consider the opportunity to take mentoring to the next level, by being constantly on watch for the equivalent of the kid at the airport fence. Rather than waiting for the mentee to take the first step, or for HR to call with a mentoring request, leaders could take the initiative. In the workplace, many men and women show interest or aptitude in a field outside their current profession. Leaders can practice active mentoring by making the extra effort to notice and engage these individuals, just as a pilot might reach out to the kid at the fence.

2.        Keeping the Commitment:

 Once a partnership is forged between pilot and kid (or mentor and mentee,) the lead individual must be willing to continuously invest in the relationship. “Do what you say you will do” may seem simplistic and almost condescending, but many of these relationships falter because the pilot (or mentor) fails to follow through. It’s easy to become too busy, have other priorities, or simply lose interest in the relationship. However, even the most innocent stall or stop to the mentoring process can send a devaluing message that can quickly dash the mentee’s enthusiasm. Once a hand is outstretched to the kid at the fence or to a potential mentee, the pilot or leader must be willing to encourage the interest for as long as it exists. In many cases, the interest is short-term. Occasionally, the interest will percolate for many years or even a lifetime.

A commitment to encourage the kid at the fence (whether at the airport or in the business world) may sound significant, but the rewards are immeasurable. Long-term friendships and meaningful professional connections are forged. Most importantly, though the pilot or mentor transfers knowledge, wisdom and experience to someone who will very likely one day, do the same. This form of paying forward is key to a healthy future and continuity for the general aviation industry or our chosen professions.

For further reading on this topic, consider The Mentor’s Guide by Lois J. Zachary. This book is an excellent resource for anyone wishing to serve as a mentor on or off the job.  Anyone who works with youngsters can nurture a budding kid at the fence through the Aviation for Kids Activity Guide and Teacher’s Resource, published by the National Business Aircraft Association.

* Many thanks to Tom and Jo Hahn of Port St. Liucie, FL for the great photo that accompanies this article. The photo depicts their grandson, Hayden at the Sikorsky Family Fun Day in West Palm Beach, FL. Hayden, son of Brittany Silcox of Vero Beach, FL wonders how tall he needs to be to fly the fighters on the other side of the fence.

Fear of the Review

Nearly everyone who works has had a performance review. Usually conducted at least annually, the performance review is designed to provide a structured way for a leader to give formal feedback about an employee’s job performance. Many employees approach the performance review with fear, expecting to hear negative comments. In reality, though, most performance reviews are positive.

Some performance reviews are nothing more than pats on the back, with little if any time spent discussing areas for improvement. Managers who conduct these kinds of reviews do so merely to fulfill an obligation. The box is checked, but the opportunity for dialogue and development is lost.

Try a different technique on your next BFR
Photo by Stephen Michaud

Aviation has an equivalent to the job performance review. The biennial flight review, or BFR, requires the pilot to demonstrate his or her pilot proficiency and knowledge of important regulations. As the name implies, the BFR occurs every other year. It is conducted by a flight instructor of the pilot’s choosing.  Some pilots seek an easy BFR with a familiar instructor, wanting to simply check the box and satisfy an FAA requirement. According to an article in the September 23 issue of ePilot, published by the Aircraft Owners and Pilots Association, fear of the BFR is common among pilots.

Imagine if on the job performance appraisals and biennial flight reviews were widely embraced as opportunities to grow, develop and improve? How much more effective would performance reviews and BFRs be if they were anticipated with excitement and viewed as learning experiences? They can be – and it starts with us.
If you are an employee with an upcoming performance review, reach out to your manager well ahead of schedule. Remind him or her that the review is coming up, and explain that you’d like to use the time for a meaningful discussion of performance and opportunity. Many leaders shirk deep discussion in the performance review, for fear of disagreement, conflict or even confrontation. By initiating the conversation, you will have removed one potential barrier to a productive review. Follow through with some homework - conduct an honest assessment of your skills and competencies, noting the areas where you have room to improve. If you have few or none, try again – everyone has opportunities to grow.

Great leaders set this kind of tone for their employees. They ask employees to do an honest self-evaluation and identify areas for development ahead of the actual performance review. The leader partners with the employee to identify developmental opportunities – training classes, job shadowing or stretch assignments where new skills can be acquired. The great leader uses the formal performance review to reaffirm feedback given throughout the year and to support the employee’s continuing growth.

Pilots and flight instructors can take a similar approach to the BFR. The pilot can prepare a list of maneuvers and techniques he or she would like to improve and make note of any new regulations that are fuzzy. Instructors can support the pilot’s skill enhancement, using the BFR to practice skills that the pilot does not use regularly. Both parties can head into the BFR expecting to learn, improve and actually have fun, rather than simply fulfilling the requirement for an endorsement in the logbook.

Performance reviews, whether on the job or in aviation, needn’t be dreaded events. If framed as opportunities to expand and enhance skills, performance reviews can be transformed into valuable and actually enjoyable developmental experiences.

If you’d like to read more about performance reviews, consider How to Make Performance Evaluations Really Work, by Glenn Shepard.  The book is a practical guide for leaders on the art of writing and conducting performance reviews.  Beyond the Checkride, by Howard Fried, offers an interesting perspective on ways that certificated pilots can continue to learn and expand their skills.

Say Again Moments - The Art of Listening

Listening – it’s a skill we use every day, in all facets of our life. We listen to others who speak directly to us, we listen to groups of people conversing among themselves, and we listen to music, television and talk. Given the amount of listening that humans do, one would expect that we’ve mastered the skill. On the contrary, our species has plenty of room to improve its listening skills.

In the aviation world, we often hear the term “say again” uttered over the airwaves. It's the aviator's version of "Huh? Were you talking to me?"  The term is used by a pilot who missed a radio transmission. It may be paired with a specific request, such as “Boston Center, say again the altitude for Cessna 245,” or it may be a simple, nebulous “say again?”  The phrase arises because the pilot did not hear or did not understand. No matter what the reason, these “say again moments" cause a pause in communication and require work to be repeated.

A similar phenomenon occurs in the workplace, where information of all sorts is communicated among varying levels of employees. The information might be in the form of work project instruction or one-way communication about company events. When communication is missed or misunderstood, the workplace equivalent of an aviation “say again moment” occurs. Work slows or stops while communication is reiterated.

We can minimize these “say again moments” by sharpening our listening skills. Here are a few simple and effective ways to become a better listener.

1.    Avoid Multitasking:

No matter how good we believe we are at multitasking, it is a fact that the human brain cannot effectively process multiple tasks at any given moment. If you must check your email while on a conference call, know that you will miss information that is being conveyed on the call. If you’re chatting with your passenger in busy airspace, realize that you may miss a radio call.  Commercial airlines must follow the “sterile cockpit rule” - a ban on unnecessary chatter - when the airplane is at or below 10,000 feet, in part due to the importance of listening to air traffic communication in this busy environment.

Pilots Can Benefit From Focused Listening
Photo by Lillian LeBlanc

2.    Practice Focused Listening:

A colleague told me of an interesting exercise she experienced at a seminar. The facilitator instructed each of a group of six people to speak for 2 minutes on an assigned topic. Each participant was given a different topic. The group was further told that at the end of the exercise, each person would be called upon to repeat key concepts from any one of the six speakers. Imagine the degree of focused listening required to successfully complete this challenge. A high degree of focused listening can be extremely helpful in aviation, because it can provide the pilot with a clear understanding of the activity in the immediate airspace. “Big picture” awareness enhances safety and can minimize the impact of unplanned changes.

3.    Consider Your Image:

Few of us would intentionally disrespect another human being. Yet, the message sent by “say again moments” is that something else – presumably more important than the speaker – was occupying the would-be listener’s attention. Approach any listening situation with a concentration on respect for the speaker and you will notice an immediate improvement in your listening skills. In aviation, “say again” can be viewed by others as a sign of a less skilled aviator who simply can’t keep up with complex radio transmissions. An image of disrespect for others or lack of skill is one that none of us wishes to convey.

Listening is a skill that can be sharpened with practice. The energy invested to hone listening skills will pay off across all facets of life. Take steps today to become a better listener and watch those “say again moments” disappear.

For those who wish to read more on this subject, consider The Wisdom of Listening, by Mark Brady. This book provides easy to understand lessons that can transform listening skills. Aviators can sharpen their radio communication skills by reading Say Again, Please: Guide to Radio Communications by Bob Gardner, a sourcebook for pilots and aviation specialists.

The Hidden Dangers of Goal Setting

Goals are very useful tools in personal life, in leadership, or in aviation. Setting goals helps us focus our energy and accomplish more. Effective leaders set goals to plan and execute multiple tasks; establishing goals helps to energize and motivate a team. Goals abound in the world of aviation; every flight involves a series of intermediate goals that culminate in arriving at one’s destination.

Stephen Covey, the respected expert on personal effectiveness, has published many books and articles on the importance of goal setting and provides direction on the elements of meaningful goals. The many benefits of goals are well understood, but there are dangers in excess focus on goals.

1.    Missed Opportunities:

Concentrating on a specific goal may result in lost opportunities. This phenomenon is well known in personal life, through the catchphrase, “stop and smell the roses.” In the business world, the time and energy that are invested in achieving a specific goal may cause a leader to miss an opportunity to derive even greater benefit for the organization. When a significant investment has been made to achieve a specific outcome, it’s very difficult to pause or alter a course in order to accomplish something else that could hold even greater potential. 

Small Airports Can Be Interesting
Photo by Jamey Gauthier

Aviators frequently learn this lesson by chance. A pilot may plan to land at an airport that offers a gleaming pilot lounge with lots of free popcorn. However, weather can force a diversion to a sleepy airfield with little in the way of amenities. The pilot may be surprised and pleased to encounter superior service, or a chance to share stories local characters, including seasoned, senior pilots who enjoy passing time at these small airports.

2.    Misdirected Energy:

A recent study published in the Journal of Applied Psychology found that excess goal focus causes exhaustion that can overwhelm some team members. Ironically, those who are high achievers thrive under goal-focused leaders, but workers who need strong direction and close supervision may not. A constant and relentless drive to goals could result in disengagement of the slow and steady workers who are important members of any team. Leaders can compensate by maintaining awareness of the physical and emotional state of each team member. A temporary pause or willingness to set aside a goal may save the team from disintegrating.

Pilots who concentrate on certain goals may have a similar experience. Those who fly generally enjoy introducing others to the joy of flight. However,the passion that fuels a pilot may not be shared by passengers, especially those new to flying. Rather than planning a long flight, pilots should consider introducing others to flight through short, comfortable jaunts. Allowing the passenger to establish the parameters for the flight may seem counter intuitive, but it follows the logic described in the leadership situation above. Different people have different comfort levels.

3.    Failure to Recognize Limitations:

The term “stretch goal” is used in business to describe goals that test the limits of an individual, a team or an organization. This kind of goal can be exciting, challenging and rewarding. However, stretch goals must be used with an abundance of caution. Testing limits can create problems and human pride may cause an individual or a team to discount the impact of limitations or difficulties that are encountered. Leaders who use stretch goals to develop team members must be willing to check in more frequently, provide closer supervision and quickly implement a contingency plan if the project – or the individual – shows signs of derailing.

The aviation world has a specific term for this situation. It is called “get-there-itis,” and refers to the drive to arrive at one’s destination, irrespective of external factors that may make it difficult or impossible to do so. Get-there-itis can be fatal for pilots, as evidenced by the John F. Kennedy crash in 1999.  Although it is more likely to occur in less experienced pilots, get-there-itis can impact even the most seasoned aviator. The cure? Understand, recognize, and above all, accept personal, equipment, weather or other limitations. Just as the leader needs a contingency plan when using a stretch goal, a good pilot always has an escape plan and knows when to use it.

Setting goals can help us concentrate on the activities that are most important and offer the highest value for leaders and teams. The world of aviation offers valuable lessons on the dangers of excessive goal focus. Understanding when to pause in the pursuit of a goal, or set a goal entirely aside may result in a more successful outcome than an unwavering commitment to achieve a goal according to a predetermined plan.

Those who wish to learn more about goal setting or the impact of excessive goal focus can learn more through the following resources. Focus: Achieving Your Highest Priorities, by Stephen Covey and Stephen Jones is an audiobook and toolkit designed to provide a new way of thinking about personal and professional focus and accomplishment.  JFK Jr. – 10 Years After the Crash, A Pilot’s Perspective is authored by Dr. Douglas Lonnstrom. Using the Kennedy accident as a case study, the book examines the events and circumstances that all pilots should recognize before starting any flight.

High Tech vs. High Touch for Aviators and Leaders

Is cockpit automation dulling basic flying skills? That was the question raised following the release of a draft FAA study. The study analyzed recent aircraft accident patterns and noted a sharp increase in accidents attributed to loss of control of the aircraft. Experts noted that sophisticated onboard equipment reduces the amount of time that pilots actually fly the plane. Without a sufficient amount of manual flying, or “hand flying” as it is called, there is a notable decrease in basic flying skills.

A similar debate is raging in the business world and the issue directly affects those in leadership. Technology enables individuals to interact without physical presence. Email, instant messaging and text messaging have replaced many of the face-to-face discussions that were common in the workplace. The informal camaraderie characterized by water cooler discussions now occurs through workplace social media channels. Some believe that the invasion of technology reduces the interpersonal skills of leaders who rely too heavily on it.

Technological advances enable all of us to accomplish things that were never before possible. However, there appears to be a tradeoff between high tech and high touch. How can pilots, leaders, or any of us achieve a healthy balance?

1.    Understand technology:

Invest time to fully understand the technology available to you. GPS, for example, brings wonderful advantages to the pilot, but it can be very complex to use. There is no common standard for aviation GPS receivers; therefore, familiarity with one manufacturer’s equipment will not enable a pilot to readily operate a different brand. Savvy pilots read the operating manuals or use computer-based trainers to educate themselves. They also spend time in the airplane while on the ground to learn the nuances of their GPS equipment before operating the unit in flight.

Aircraft Technology Can Be Complex
Photo by Steve Jurvetson

Social media is an example of technology that has great value in the business world, but can present drawbacks if not fully understood. Sites such as Facebook or Twitter provide a handy way to communicate with a wide range of people. Fully understanding the privacy limitations of these sites, including what the user can control, is important to leverage the benefits and minimize problems for individuals and the organization.

2.    Use technology wisely: 

It is a great idea to engage the autopilot when the cockpit workload is high. Flying alone in a small, single engine airplane in deteriorating weather is a situation that places many demands on a pilot. A reliable three-axis autopilot, one that tracks altitude as well as the route of flight, allows the aviator to ensure that the airplane maintains stable flight while he or she reads a chart or performs other important duties. If the autopilot is available, it should be used.  However, if the pilot finds him or herself in continuous moderate to severe turbulence, the autopilot’s attempts to maintain altitude or course may overstress the aircraft. In this case, the technology of the autopilot could actually prove to be a serious detriment. 

Electronic mail, or email, has become a common business tool. It is used to communicate information rapidly from one individual to another, or to groups large and small. Although it brings many benefits to the workplace, there are downfalls as well.  Email is flat – words on a screen can be misinterpreted if not accompanied by facial expressions, tone of voice, or body language. Because of this, email is not an appropriate way to communicate sensitive or potentially difficult information, such as negative performance feedback or news of a planned layoff. These are situations similar to the turbulent flight described above. The technology advantage of email is far overshadowed by its impersonal nature in a situation that requires a personal touch. 

3.    Practice high-touch:

In this high-tech world, it is very easy to abandon personal interaction in favor of the many advantages that technology brings. Like basic flying skills, interpersonal skills are diminishing talents if not regularly exercised.

Pilots can maintain their basic flight skills by making a conscious effort to hand fly the aircraft for at least some meaningful portion of every flight. This may not always be possible in business or commercial operations where policies may dictate use of autopilots and other onboard equipment. However, in situations where there is an option for hand flying, skills can be practiced and pilots may enjoy the personal challenge.

Leaders have similar opportunities in the workplace. Rather than sending an email to a team member, or leaving a note in the employee’s mailbox, leaders should make time to see the employee face-to-face. Those who manage far-flung virtual teams may find this difficult, but periodic personal interaction with team members will pay strong dividends over time. Since most humans struggle when required to convey difficult information, practicing face-to-face interpersonal communication may sharpen these skills for challenging situations.

In 1990, United Airlines produced a provocative commercial called “The Speech,” targeted at the invasion of technology. The commercial depicted a CEO, with his team gathered around, lamenting the fact that the company had just been fired by its best customer, simply because the personal touch had been replaced by impersonal technology. The CEO handed airline tickets – on United, of course, to each of his staff, with instructions that the team was to reach out and personally visit every customer. Although very dated, the poignant message is still applicable today.

Whether we are flying, leading people, or just living day-to-day, technology has changed the way that we operate. The numerous benefits of technology can be maximized by fully understanding each of the tools available and ensuring that it is used only when appropriate. Most importantly, though, we cannot forget that we are all human beings and must ensure that our basic, high-touch skills are regularly exercised to maintain them at their peak.

Recommended readings for this post are A Human Error Approach to Aviation Accident Analysis, by Douglas Wiegmann. This is an interesting text for those who wish to learn more about the classification of aircraft accidents and the human factors involved. Smart Policies for Workplace Technologies, by Lisa Guerin, J.D., will help leaders develop and manage guidelines to appropriate use of technology in the workplace.

Photo URL: http://www.flickr.com/photos/jurvetson/301332862/