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for a moment, how life would be if employee relations problems, competitive challenges, insufficient budgets and outdated equipment were replaced by perfection in every respect.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/

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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