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.