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/