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.

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/

Ten Reasons Why Leaders Should Take Flying Lessons

Aviation social media channels have been abuzz over a study indicating that general aviation pilots make good CEOs. The study indicates that the “risk-seeking behavior that motivates certain people to fly personal aircraft may also make them effective corporate leaders.”

If general aviation pilots possess traits that enable them to more effectively lead organizations, might it make sense that flight training can be beneficial for those who are already leaders? I think that a case can be made.  Here are ten leadership skills that can be sharpened by learning to fly.

1)  Big-Picture Thinking: In “Leadership Lessons from the Cockpit,” I discussed the importance of looking beyond the obvious. Learning to fly involves developing broad scanning skills and improving the ability to see the big picture. It also requires one to assimilate information from multiple sources for sound decision-making.

Cessna 150 - A Popular Training Aircraft
Photo by Lillian LeBlanc

2)  Self-Reliance: Most pilots have strong memories from certain events in their initial flight training. The first solo is a memory that is frequently cited. Although my first solo occurred 33 years ago, I remember the exhilarating, yet slightly frightening feeling of being alone in the airplane, fully responsible for returning the aircraft - and myself - to the ground in one piece.

3)  Change Management: Learning to fly involves adjusting to constantly changing conditions, including weather that is different from forecast, unplanned air traffic detours, or occasional equipment hiccups. Pilots must be nimble and adjust quickly when situations change. Resisting change is not an option.

4)  Communication: Although it is possible to fly without speaking on the aircraft radio (and some aircraft do not have radios), communicating with someone on the ground or in the air is a routine part of most flights. Flight training involves developing communication skills by learning to convey important information quickly and succinctly.

5)  Awareness: Pilots learn to maintain constant awareness of their entire environment. Skilled aviators are able to perform all flight tasks while simultaneously keeping an ear to the airplane's sytems, monitoring the comfort of passengers, talking with air traffic control and staying aware of the location of other aircraft.

6)  Confidence: Born from self-reliance, flying is a tremendous confidence builder. Mastering the broad range of skills and knowledge needed to become a pilot is incredibly rewarding. Sweetly landing the aircraft after a well-executed flight makes every pilot feel fulfilled.

7)  Humility: For every soft landing, there is one (and sometimes more) that are far from graceful. Since pilots are human, errors happen and perfection can be elusive. Even the most highly skilled, talented pilots have humbling aviation experiences. Unfortunately, these embarrassing moments always seem to occur when others are around to notice.

8)  Managing Diversity: Pilots come from a wide range of backgrounds. High-school dropouts and ivy-league graduates can be found learning alongside each other. The flight instructor could be a young female or a crusty retired airline captain. Aviation is a small, closely-knit family where differences, accomplishments or failures unrelated to flying are irrelevant.

9)  Teamwork: Learning to fly involves working closely with others to accomplish a goal. Maintenance staff keep planes airworthy and help pilots troubleshoot mechanical issues. Line employees ensure that airplanes are clean and fueled for flight. Air traffic controllers provide critical aircraft separation and flight routing support. Certainly, in some cases such as experimental aircraft operations, a pilot can take to the air without the involvement of others. But most of us learn to fly in a world where teamwork abounds.

10) Finding Enjoyment in a Challenge: Why do we fly? Because it’s fun. Aviation can be challenging and learning to fly does not come easily to many. Yet, the thrill of gently lifting the plane into the air and soaring above the earth is one of life’s great pleasures.

Perhaps the personality profile of a typical pilot is indeed consistent with the persona needed to be an effective CEO. Given the many benefits to be derived from leaning to fly, a flight lesson or two could be an effective way to support the development critical leadership skills. If you’re a leader who has not sat in the pilot’s seat, consider exploring the world of aviation to enhance your leadership capability.

Recommended reading for those who wish to explore the topics of this post are Guided Flight Discovery: Private Pilot, published by Jeppesen. This guide is an overview of all information needed to pass the private pilot knowledge test, published by one of the leading producers of aviation publications. Those interested in developing the presence of a CEO may wish to read Executive Presence: The Art of Commanding Respect Like a CEO, by Harrison Monarth. The book is an interesting look into the differences that set CEOs apart from others who aspire to but never achieve the ultimate level of leadership.