Weather or Not: The Impact of External Factors

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

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

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

1.    Assessing the Weather: 

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

Pilots Must Maintain Awareness of Weather Conditions
Photo by obskura



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

2.    Responding to the Conditions

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

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

3.    Learning from the Situation

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

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

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

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

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Load Shedding: A Valuable Skill for Pilots and Leaders

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Taking Action

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

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

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

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

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

Instrument Landings Require Decisive Action
Photo by Global Jet



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



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

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

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

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

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

Leading When Flying Blind - Instrument Flight Rules for Leaders

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

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

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

Trust The Instruments When Flying IFR



1. Excellent Instruction is Important.  

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

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

2. Trust The Instruments. 

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

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

3. Passengers Don't See the Complexity.

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

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

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

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



What Do Flight Levels Have To Do With Leadership?

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

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

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

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



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



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

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

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

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

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

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

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

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

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