The Kid at the Fence: The Importance of Mentoring

Those who live in the world of private flying called general aviation, understand the term “kid at the fence.” It refers to a person – usually a young person, but not always – who is found peering through the airport fence, longing to join the world on the other side. Many of today’s seasoned, skilled aviators started their aviation lives as kids at the fence.

The transition from kid at the fence to the rank of pilot begins with an outstretched hand from a compassionate aviator. Unfortunately, though, some kids never find their way to the other side. They are overlooked in the pilot’s hurried pace or the necessary focus on personal plans or schedule to keep. But when a pilot’s pace slows just a bit and the kid’s excited glance catches his or her eye, the long-awaited trip to the other side of the fence begins. In the best case, the caring pilot has taken the first step on the journey to creating another full-fledged pilot.

There is a business leadership parallel to the kid at the fence. It’s called mentoring. Meaningful mentoring is more than just developing one’s own team or providing guidance to someone on a one-time basis. As in the scenario of the kid at the fence, mentoring involves two critical stages:

1.       Noticing The Opportunity:

Hayden, the "kid at the fence" *
Photo courtesy of Tom and Jo Hahn

In the case of the kid at the airport fence, a pilot notices the opportunity to encourage and nurture a youngster’s interest in aviation. A partnership begins when the pilot engages the eager boy or girl in conversation. From there, the aviator may offer an invitation to sit inside an airplane. As the relationship continues, there may be a flight or two. Some kid at the fence encounters evolve into long-term friendships as the youngster matures and eventually becomes a pilot as well.

Mentoring in the business world has traditionally involved a more formal matching of mentor and mentee, but the forward path closely parallels the story of the kid at the fence. Business leaders may wish to consider the opportunity to take mentoring to the next level, by being constantly on watch for the equivalent of the kid at the airport fence. Rather than waiting for the mentee to take the first step, or for HR to call with a mentoring request, leaders could take the initiative. In the workplace, many men and women show interest or aptitude in a field outside their current profession. Leaders can practice active mentoring by making the extra effort to notice and engage these individuals, just as a pilot might reach out to the kid at the fence.

2.        Keeping the Commitment:

 Once a partnership is forged between pilot and kid (or mentor and mentee,) the lead individual must be willing to continuously invest in the relationship. “Do what you say you will do” may seem simplistic and almost condescending, but many of these relationships falter because the pilot (or mentor) fails to follow through. It’s easy to become too busy, have other priorities, or simply lose interest in the relationship. However, even the most innocent stall or stop to the mentoring process can send a devaluing message that can quickly dash the mentee’s enthusiasm. Once a hand is outstretched to the kid at the fence or to a potential mentee, the pilot or leader must be willing to encourage the interest for as long as it exists. In many cases, the interest is short-term. Occasionally, the interest will percolate for many years or even a lifetime.

A commitment to encourage the kid at the fence (whether at the airport or in the business world) may sound significant, but the rewards are immeasurable. Long-term friendships and meaningful professional connections are forged. Most importantly, though the pilot or mentor transfers knowledge, wisdom and experience to someone who will very likely one day, do the same. This form of paying forward is key to a healthy future and continuity for the general aviation industry or our chosen professions.

For further reading on this topic, consider The Mentor’s Guide by Lois J. Zachary. This book is an excellent resource for anyone wishing to serve as a mentor on or off the job.  Anyone who works with youngsters can nurture a budding kid at the fence through the Aviation for Kids Activity Guide and Teacher’s Resource, published by the National Business Aircraft Association.

* Many thanks to Tom and Jo Hahn of Port St. Liucie, FL for the great photo that accompanies this article. The photo depicts their grandson, Hayden at the Sikorsky Family Fun Day in West Palm Beach, FL. Hayden, son of Brittany Silcox of Vero Beach, FL wonders how tall he needs to be to fly the fighters on the other side of the fence.

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/

The ROI of Specialty Certifications

During my 33-year career in human resources, I’ve had many people ask. “Should I pursue a specialty certification? Do I really need that, with all the experience I have?” My answer is always the same: Assuming that you have a good foundation of experience, additional credentials such as specialty certifications never hurt and often help to set one apart from the crowd.

Experience Fills the Toolbox

Deep and broad experience helps build skills and provides practical knowledge to draw upon over time. Consider a newly certificated private pilot, who has learned how to plan and execute a successful flight. Exercising the newfound pilot privileges will expose the pilot to different weather conditions, unfamiliar airports, varying enroute traffic situations and other elements that may not have been encountered during training. All of these experiences help to build the pilot's confidence and enhance his or her skills.

Leadership skills are also built through experience. There are ways to learn the elements of leadership before being assigned formal responsibility for a group of direct reports. Opportunities to guide committees and task forces teach collaboration and introduce the techniques for motivating people of different backgrounds. Project responsibility builds decision-making skills and effective time management. Mentoring provides a platform to develop skills in listening and delivering feedback. Those who ascend to leadership with this kind of experience generally have greater confidence and are more successful than those who are promoted based solely on their technical excellence.



NBAA Offers an Excellent Aviation Leadership Certification
Photo by Lillian LeBlanc

Experience in itself is important, but there are times when individuals of similar experience must be ranked against each other. This commonly occurs when selecting a candidate to fill a vacancy, but it happens at other times, such as civic elections, insurance ratings, or establishing one’s self as an expert. A specialty certification can offer a competitive edge in these situations.

Specialty Certifications Enhance and Validate Experience

Specialty certifications are common in the business world. These certifications typically provide quick validation that the holder has demonstrated mastery of a specific body of knowledge. In addition, the certification generally indicates that a certain amount of profession-specific experience has been documented. When combined with relevant experience and the requisite education for a profession, a specialty certification serves as a credential that sets one apart from others with similar experience and education.

The National Business Aircraft Association offers a leadership-specific specialty certification, called the Certified Aviation Manager (CAM.) Designed for leaders in the aviation industry, it is an excellent example of a credential that enhances and validates leadership experience. There are currently 174 aviation leaders who have attained the CAM designation.

Becoming a CAM requires a comprehensive application and successful completion of a five-part knowledge exam. Applicants are awarded points based on education and relevant aviation leadership experience. The knowledge exam tests the applicant’s mastery of Leadership, Human Resources Management, Operations, Technical and Facilities Services and Business Management. In addition to the application and exam, applicants must complete an essay explaining how the CAM supports and enhances the individual’s professional aspirations.  Two letters of recommendation are also required, serving as further evidence of the applicant’s career accomplishments.  The CAM’s multi-faceted approach to validation of the accomplishments and capabilities of a specialty certification applicant is unique and notable. In that regard, it is a model for other industry-specific leadership certifications.

Specialty Certifications are an Investment

Do the benefits of a specialty certification warrant the investment of time, energy and expense? Given the competition in the labor market, a specialty certification can provide an important edge for a candidate. This is especially true when the certification has recognition and acceptance within the industry or profession. Individuals who are comfortably employed can also benefit from the professional recognition and validation that a specialty certification offers, through acknowledgement of their professional expertise and accomplishments.

The recommended readings for this post focus on preparing for a specialty certification exam. Test Taking Strategies & Study Skills for the Utterly Confused by Laurie Rozakis will serve as a refresher those who have not recently prepared for  tests. The Secrets of Taking Any Test by Judith N. Meyers offers generic practice tests to build experience in test-taking techniques.