Leadership and the Art of Landing

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

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

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

1. Look long

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

Look Long When Landing
Photo by Lillian LeBlanc



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

2. Don't over-control

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

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

3. Sometimes good really is good enough

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

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

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

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

Learning to Love Paperwork

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

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

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

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

Pilots Maintain Detailed Flight Logs
Photo by Lillian LeBlanc

1.   Paperwork Has a Purpose

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

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

2.   Positive Aspects of Paperwork

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

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

3.   A New Approach to Paperwork

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

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

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

Leadership Lessons from the Flight Simulator

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

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

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

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

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

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

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



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

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

2.    An ingrained skill never loses its luster

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

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

3.    Attitude matters

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

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

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

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

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

Continuous Learning: Pilots are Models for Leaders

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

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

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

1. Always a Student

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

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



AOPA Sponsors Many Learning Opportunities for Pilots
Photo by Christopher Blizzard

 

2. Self-Responsibility for Learning

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

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

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

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

Photo URL: http://www.flickr.com/photos/christopherblizzard/1520349697/