That's Not My Job

A recent story in the Wall Street Journal reviews several unnerving incidents of close calls between aircraft. The article focuses on the apparent safety tradeoffs within the aviation industry. Overall, we’re safer in the air, but the same is not true on the ground.

My take away from this article was a bit different. As I read the descriptions disaster averted through pilots’ quick actions, it was clear that big-picture thinking played an important role. Looking beyond the immediate and anticipating the unexpected, these pilots compensated for oversights and errors made by others.  Of course, it’s the pilot’s job to ensure the safe operation of the aircraft – no matter what.   

However, any of us, pilots or not can quickly become preoccupied with our own tasks and responsibilities. Big-picture thinking and the ability to quickly react to the unexpected can suffer in these kinds of situations. The common reaction when things go wrong under these circumstances is, “well, that’s not my job…”

Be aware and look beyond the immediate
Photo by Stephen Michaud

As you carry out your daily job responsibilities, especially if you are in a leadership position, consider the lessons learned from these fast-thinking pilots.

• Look beyond the immediate:  There is a whole world swirling around all of us at any time. If you’re immersed in the details and deadlines of a project, it’s easy to miss other things that may be affecting you or your team. Stay aware by making a conscious effort to ensure you know the full scope of expectations, demands and deliverables. Plates may be fuller than you realize.
• Expect the unexpected: Easy to say, difficult to do. How can we plan for events that we can’t predict? Consider the most likely barriers, obstacles or problems that you and your team may encounter. Have a contingency plan in case someone or something unexpectedly arises to upset your strategy.
• Everything is your job:  Just as the pilot is considered to be the sole and final authority for the safe operation of the aircraft, effective leaders take full responsibility for the success of the team. Be ready to respond, even if the threat is caused by another’s mistake. Your team will respect your capacity to solve the problem rather than lay blame for it.

When was the last time you had a day where everything went exactly as planned? Surprises and problems are part of life and especially common in the world of leadership. Learn to expect them, have a plan to respond and take full responsibility for the success of your team.

Recommended further readings for this subject are Making Yourself Indispensible: The Power of Personal Accountability, by Mark Samuel and Runway Incursions by Bill Clarke. The former provides practical advice to derive the benefits of accepting full responsibility for events and situations, while the latter offers actionable strategies for pilots to maximize safety on and near the ground.

Appreciating the Moments

The world of aviation teaches many useful life lessons. One that may not be immediately obvious is the importance of appreciating seemingly small things.

My book, The Flight Level Chronicles, is a collection of feel-good stories highlighting the happy and positive aspects of general aviation. A loosely related short story called “Reflections from a Little Yellow Airplane” is included as a bonus chapter. Reflections is a tale of appreciation – enjoying the amazement of nature in autumn, the wonder of low and slow flight in a small Piper Cub and the kindness of a friend who found a way to create a smile.

Most aviators fly not for the money or gold bars on shoulders. They fly because they love it. Certainly, some flights are true challenges, tapping every modicum of a pilot’s skill. Those experiences are, thankfully, small in number. Nearly every flight offers a chance to glance earthward at a quilt-like landscape, or appreciate a billowing, impressive cloud formation. In what other profession does one have an office perched tens of thousands of feet in the sky? Moments to appreciate abound in the world of aviation.

Incredible Views are Moments to Appreciate
Photo by Lillian LeBlanc

Back on earth, many people hold jobs that might be described as far more routine than the role of a pilot. Yet, even the most mundane jobs also offer moments to appreciate, if viewed through the right lens. Leaders set the tone for their workgroups and can provide ways for employees to see things differently.
Great leaders help employees appreciate the moments by:

1.      Taking time to say “thanks.” Nothing puts a smile on someone’s face faster than a quick note of appreciation. A tough job becomes a rewarding challenge when one’s efforts are noticed and appreciated. Thanks can be conveyed verbally, by email or by handwritten note. Debate rages as to which is most effective but the key point is to simply do it.

2.      Modeling pride. Every job and every organization has its good points and bad points. Pride of affiliation – the good feeling one gets from belonging to a group – is directly correlated to employee engagement. Leaders who visibly demonstrate pride in their organizations, even during difficult times, infuse the good feeling directly to their workgroups

3.      Celebrating – often.  In my long HR career, I’ve noticed that a lighter atmosphere and smiles are much more prevalent during the holiday season. Even in the busiest organizations, when deadlines loom large, the holidays offer a change to gather and enjoy the camaraderie of coworkers. However, celebration needn’t be limited to a few days at year-end. Ever notice how moods change when someone walks in with homemade baked goods? One leader I know makes a purposeful effort to bake sweet, tasty pastries any time her workgroup is experiencing a challenge. Her staff truly appreciates the moments.

The next time you fly, whether as a passenger in the back of a commercial jet or as a pilot at the controls, take a moment to look out the window. (Yes, this is possible even from across the aisle.) Take a moment to savor what you see, whether a cloud, a reflected rainbow or a special ray of light. When your feet return to earth, as you walk through the airport, find something small to make you smile – a family gathered with excited small children headed to see a special mouse, an older couple quietly holding hands or a uniformed crewmember on a cell phone, taking a moment out to be a parent while between flights. As you return to your job, make an effort to seek out circumstances, people, or moments to appreciate.

The more you practice, the easier it will be to find small things to savor. Moreover, you’ll find that your appreciation becomes contagious. If you’re a leader, you will have unlocked one simple secret to energizing and motivating your team.

Recommended readings for this post include two of my favorite books:  The Daily Carrot Principle: 365 Ways to Enhance Your Career and Life, by Adrian Gostick and Chester Elton is a wonderful book for any leader – or any individual. It provides daily tips to enhance appreciation and recognition. Weekend Wings, by Frank Kingston Smith, is a happy collection of tales that collectively convey the joy of flying. In a time of reality shows and mean-spirited exposés, Smith’s book shows aviators and non-aviators alike how to appreciate simple, good and pleasant moments.

Accountability – What Leaders Can Learn from Pilots

In an earlier post, I explored the interesting notion of the value of pilot training for leaders. My post was a follow up to a study citing a possible correlation between effective corporate leadership and general aviation training.

The importance of accountability is widely discussed in leadership circles.  Strong leaders are said to “hold themselves accountable for results” and “drive a sense of accountability in others.” But what, exactly, does accountability mean?

The textbook definition of accountability is, “a form of trustworthiness; the trait of being answerable to someone for something or being responsible for one's conduct.” In other words, accountability is the opposite of blame-shifting. In its simplest terms, accountability means, “the buck stops here.”

Few professions rise to the level of accountability that is expected of pilots. The Federal Aviation Regulations (FARs), essentially the rules of aviation, contain a clause that illustrates this point. FAR 91.3 states: “the pilot in command of an aircraft is directly responsible for, and is the final authority as to, the operation of that aircraft.”

The authority imparted in FAR 91.3 represents the ultimate level of responsibility and accountability. As a result, the vast majority of aviation incidents or accidents are attributed to pilot error. Even in cases of well-documented extenuating circumstances such as weather or equipment malfunction, the primary cause of aviation accidents is most frequently determined to be pilot error. The consequences of pilot error are often severe, including suspension of license, job loss and occasionally, litigation.

The pilot in command is accountable for the safety of the flight

Imagine if a similar standard was applied in the world of leadership. Consider how often “leadership error” would be cited as the root cause of business problems. How would the business world be different if leaders could not invoke the usual litany of excuses such as “lack of systems support,” “not enough time” or “external economic forces” when things go wrong?

Here are four common workplace challenges. Envision how companies would be different if leaders, as well as the people and boards to whom they report, held themselves accountable:

1.      Chronically poor performing employee: Common excuse: "It's not my fault. He's lazy." Accountable leader's questions: "Did I fail to convey understandable expectations, monitor performance and swiftly intervene with coaching and guidance?"

2.      Disengaged new employee: Common excuse: "No one could have seen this. She interviewed so well and had great references." Accountable leader's questions: "Did I fail to carefully assess cultural and organizational fit? Did I fail to provide an effective orientation and onboarding experience? Did I fail to connect and guide the newcomer?"

3.      Sub-standard project progress: Common excuse: "I'm not responsible. This group is just not motivated." Accountable leader's questions: "Did I fail to provide clear project guidelines, appropriate project oversight, and closely monitor team dynamics?"

4.      Need to lay off staff: Common excuse: "We have no other choice. Market conditions and economic trends are impacting the company." Accountable leader's questions: "Did I lack strategic foresight? Was I paying sufficient attention to income and revenue trends? Did I exhaust all other options before impacting my employees' lives?"

Here’s a challenge to every leader, from CEO to first-line supervisor: Dust off your job description. Review the expectations and responsibilities of your position. Apply the principles of FAR 91.3 to every facet of your work. You, as a leader, are directly responsible for the operation of your group, department or organization, depending on the level of your job. When things go wrong – and they will – stop short of looking for other sources of blame and accept the responsibility at the same level that pilots do.

The buck stops with you. It will be uncomfortable and difficult, but nothing is more disarming or builds trust faster than a strong leader who accepts responsibility and models accountability.

Recommended readings for this post are: The Speed of Trust: The One Thing That Changes Everything, by Stephen M. R. Covey and The Limits of Expertise: Rethinking Pilot Error and the Causes of Airline Accidents, by R. Key Dismukes, Benjamin A. Berman and Loukia D. Loukopoulos.

The Speed of Trust discusses the importance quickly establishing trust to facilitate leadership effectiveness. Although "The Limits of Expertise" focuses on aviation, its message has relevance for decision processes, performance and errors of humans in many professions.

The Helper's High

In a 180-degree turn from my usual approach, this post shares a leadership concept and applies it to aviation.

Just a few weeks ago, I had the pleasure of listening to a keynote speech delivered by John Mackey, the co-founder and CEO of Whole Foods Market. The company is known for product excellence, outstanding corporate citizenship and is a recognized best place to work.

Mr. Mackey described the importance of leaders to the company’s success and offered a profile of an excellent leader, Whole Foods style. Quite simply, he said, “great leaders are helpers. They thrive on lending a hand and they relish the success of others. Great leaders understand what I like to call the helper’s high.”

Over the course of the next two days, I listened to several CEOs and senior leaders from America’s best companies. The themes from Mr. Mackey’s opening keynote resonated throughout. Great companies are great because of their leaders. Great leaders are not ruthless, profit focused slave drivers. They are humans who genuinely care about other humans. Their success comes from their loyal fan base – those who they have helped and those whose success they continually celebrate.

Great Leaders and Great CFIs Know The Helper's High

The concept of the helper’s high has significant relevance to aviation. Great pilots are great because of the caring, patient and kind hand of great instructors. The Certificated Flight Instructor is the unsung hero/heroine of the aviation industry. Many pilots become CFIs simply to gather sufficient hours and move on to roles that are more lucrative. All too often, these pilots fail to renew their instructor credentials and some even proudly boast about no longer “needing” to perform what they view as a menial role.

Thankfully, there are other pilots who honor the profession by continuing to give back – tirelessly instructing newcomers or supporting experienced pilots who want to sharpen skills. They continue to serve the aviation industry, some as full time instructors and others in a part-time capacity. Often, the part-timers are airline flight crew members who derive great joy from the simple pleasures that general aviation offers.  These are the flight instructors who – like great leaders – thrive on the helper’s high.

Each of us who has learned to fly owes our success to a great CFI (or more than one) who we have met along the way. No doubt, those  of us who have had the pleasure of learning from a “helper’s high CFI” are much richer for the experience.

Think about the very best boss or the very best flight instructor you’ve ever had. List a few words that describe what made him or her so special.  Chances are, your list includes a healthy dose of adjectives that taken together, paint a picture of someone who embodies the spirit of the helper’s high.

Recommended readings for this post:  

• The Trustworthy Leader: Leveraging the Power of Trust to Transform Your Organization, by Amy Lyman. Amy is the co-founder of the Great Place to Work Institute, the organization that sponsors Fortune magazine’s annual list of Best Companies to Work For in America.
• The Savvy Flight Instructor: Secrets of the Successful CFI, by Greg Brown. Greg has been a CFI since 1979 and in true “helper’s high” fashion blended his airline career with his long-time devotion to flight instruction.

Slow Down or Go Around

There is a maneuver in aviation called the "go around," used when something is amiss on approach to landing. A myriad of situations can cause a go around.  Perhaps the pilot sees an object (inanimate or living) on the runway, has misjudged wind correction, or simply has not sufficiently slowed the aircraft. The go around is generally undesirable, since it results in excess fuel consumption, an uncomfortable situation for passengers and a delay in arrival at the destination. Go arounds are necessary in some cases, but a pilot induced go around due to excess speed is always best avoided.

I vividly recall just such a situation many years ago, while on approach to Runway 22 at Boston's Logan Airport. It was a warm summer weekend day; the air traffic was heavy. As a result, the busy but patient controller was doing his best to ensure adequate spacing among a widely varied mix of aircraft.  At least twice, he asked me to reduce the speed of my King Air, and I of course compiled, but apparently not to the degree needed. Finally, the gentle controller uttered words I recall to this day:  "King Air 9MS; you gonna slow down or you gonna go around..."

Moving too fast for one's team is a common issue that many leaders encounter.  The eager leader generates idea after idea, or enthusiastically sets aggressive and potentially unrealistic project deadlines. Dutiful team members, loyal to the boss and striving for excellence, work diligently to keep up, but eventually limits are reached.  At best, the team calls a time out and convinces the boss to regroup, but at the extreme, this kind of overload can result in lost productivity due to illness or undesired turnover. These unhappy outcomes are the leadership world's version of the aviation go around.

Some situations can lead to a go-around

Here are three ways that leaders can ensure that they slow down before needing to go around:

1. Regularly check in with the team.  Ask for and listen to the team's view of the project pace and competing priorities. Leaders may misjudge the full impact of a particular project or strategy. Those who are immersed in its creation and/or execution can provide valuable reality checks.
2. Reprioritize. Multiple projects are a necessary part of business in the 21st century, but attempting to execute too many strategies at once will result in a splintered focus and may jeopardize the success of each one. If necessary, slow down, refocus and reprioritize.
3. Take time to reflect and celebrate, then move on.  Too often in business, we move from one highly work-intensive project to the next, without pausing to reflect on the success, learn from what's been created and celebrate the accomplishment. Taking time to look back on all that's been done and enjoy the achievement results in valuable recognition for the team and injects a brief but very effective pause into the frenetic pace of business.

Followers of this blog will note that a very long time has elapsed between the prior post and this one. A number of personal and work events occurred at once, on top of an already jam-packed schedule. Unable to slow down, I had no choice but to go around and pause my writing for several months. Indeed, the controller's words from so many years ago still linger in the back of my mind. "You gonna slow down, or you gonna go around..."  Full throttle, gear up ....and bring the plane around a bit slower the next time.

Recommended readings related to this post include Positive Flying: Tested Numbers and How to Fly Them for Precision Performance, by Richard L. Taylor and William Guinther and The Power of Pause: How to be More Effective in a Demanding, 24/7 World, by Nance Guilmartin. Both books emphasize the importance of pace and speed control to achieve a successful outcome - one in aviation and the other in leadership or everyday life situations.