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/