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.

Navigating Storm Clouds

Flying is a pleasure when the weather is CAVU - ceiling and visibility unrestricted. Crystal blue skies and light winds provide a relaxing and pleasant environment for aviators of any skill level.  As enjoyable as these conditions are, they are also elusive. As many pilots know, the more hours logged, the more likely an encounter with nasty weather becomes.

This blog focuses on parallel lessons in aviation and in leadership. Imagine, for a moment, how life would be if employee relations problems, competitive challenges, insufficient budgets and outdated equipment were replaced by perfection in every respect. The leadership equivalent of sparkling skies and smooth air is a business environment devoid of these difficulties. Although it sounds wonderful, this situation is unlikely to exist.

Aviation, leadership and in fact life in general involve a series of challenges. As we encounter each challenge, we have a choice in the way that we respond. Our success is often determined by the approach we take and choices we make when the storm clouds billow in our path.

1.       Acknowledge the likelihood of storms

Simply understanding and accepting that fact that in-flight weather cannot always be perfect – or that not every day as a leader will be ideal – serves as mental preparation and reduces stress. Realizing and acknowledging that storms will erupt or challenges will arise can arm an individual with a degree of alertness and minimize the impact of difficulties.

2.       Understand personal limits

A new pilot is limited in his or her ability to navigate weather. An instrument rating  - the aviation equivalent of an advanced degree – is required for flight in clouds or in low visibility conditions. Wise new pilots typically avoid situations that might result in an encounter with storm clouds. They impose personal limits to ensure safety. These may include flight within a limited geographic area, flights of shorter duration, or flying in the company of a more experienced pilot.

Navigating storm clouds requires skill and strategy
Photo by Lillian LeBlanc

Less experienced leaders can also invoke the personal limit approach. These leaders can ensure that they have readily available mentors and quickly seek assistance when faced with any new situation. In addition, new leaders can choose to defer decisions to more experienced leaders (their own bosses), with very clear indication that they will use the opportunity to observe and learn from the approach of the more seasoned individual.

3.       Consider all factors when choosing the path forward

Navigating storm clouds requires a deep understanding of the weather, a full grasp of the capabilities (and limitations) of the aircraft and crew and a healthy dose of caution. Deviating well off course or a changing altitude may be necessary to ensure a safe and comfortable flight. A savvy aviator gathers all available information and carefully assesses the situation at hand to arrive at the best navigational decision.

Leaders must be nimble and flexible. Two seemingly similar situations can rarely be approached the same way. A simple employee relations matter or a product malfunction could appear, on the surface to be a case of déjà vu, but differences in personalities, timing or peripheral business conditions will influence the appropriate course of action. Responding to a leadership situation based solely on “been there, done that,” carries a high likelihood of failure.

4.       Never be afraid to turn back and land

Not all storm clouds can be safely traversed by even the most skilled pilots. Occasionally, a pilot will continue a flight into conditions that are far worse than expected. As difficult as it may be, a course reversal may be warranted.  Such a decision may result in disappointed passengers, missed appointments or extra expense. A few pilots stubbornly plod along into severe weather simply to avoid these problems. Sadly, some fail to live to tell about it.

Leadership decisions seldom involve life and death in the literal sense. However, leaders can find themselves in situations that call for a reversal of a decision. Altering course, perhaps requiring the leader to admit an error, may be extremely difficult and possibly embarrassing. However, failing to do so could result in serious damage or even derailment of an otherwise promising career. In the leader’s case as well as in the pilot’s case, the wisdom of the decision to change course may never be able to be validated.

Bright sunny days are a pilot’s dream. Happy employees and problem-free operations are wonderful for leaders. As pleasant as these times are, the realities of life enable storm clouds to brew. The best pilots and the most skilled leaders accept these conditions, while learning and understanding  the most effective ways to manage them.

For additional reading on this topic, consider Severe Weather Flying by Dennis Newton and The Stress Effect – Why Smart Leaders Make Dumb Decisions and What to do About It. The former offers pilots valuable advice on the subject of thunderstorm and windshear avoidance. The latter is filled with practical strategies to make better decisions by understanding one’s own situation.

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.

Leading Change and Flying Upside Down

Aerobatic flight is the term used for maneuvers that non-pilots equate with airshows. These include loops, rolls, inverted flight and other activities that resemble the actions of an amusement park ride. Some pilots love aerobatic flight and perform it purely for joy. Others are uncomfortable with the G-forces that are imposed on the body and prefer to fly “straight and level.”

It is common for first time passengers in a light aircraft to ask the pilot to avoid abrupt maneuvers. Their concern stems from a widely held misperception that pilots of small aircraft routinely engage in rolls, spins or loops simply to thrill or scare the unwary passenger. In addition, the uninitiated may worry that aerobatic flight is completely unsafe.

When performed by a skilled, knowledgeable pilot, aerobatic flight is safe and can be very enjoyable. It is also an excellent way to sharpen basic flight techniques. The precision and discipline required to perform aerobatic maneuvers can applied to routine flight to become a better overall pilot. However, certain people, including some pilots, are extremely uncomfortable in a world where things are turned upside down. This does not imply inferior physical or psychological status; it simply means that aerobatic flight is not for everyone.

In leadership and indeed in everyday life, we encounter situations that feel like loops, spins and rolls. Taken collectively, this state is referred to as change or, at its extreme, chaos. Constantly shifting, unpredictable or completely unexpected matters put demands on the mind and body in the same way that G-forces affect us when in aerobatic flight. Many individuals don’t enjoy change and most seek to avoid chaos. Like a wary passenger stepping into a light aircraft, a majority of people prefer a smooth, easy ride. Unfortunately, business - and life in general - often tosses unexpected curve balls that must be managed.



Flying Upside Down Can Be Thrilling
Photo by U.S. Navy

Certain skills can be employed to introduce a newcomer to aerobatic flight or lead a team through significant change.

1.    Inform and Educate

The competent aerobatic pilot doesn’t strap in the passenger and climb nearly vertical to altitude. He or she takes time on the ground to explain exactly what will occur and how the passenger’s body may react. Aerobatic maneuvers are often introduced slowly, with less taxing actions taken first to ensure that the passenger is comfortable.

An entire business line has developed to guide individuals and organizations through new situations. Called Change Management, it relies on information and education to alleviate concerns associated with unpredictable situations. Change management also utilizes frequent pulse checks to understand how effectively change is being accepted, or what additional steps are needed to minimize change-related distress.

2.    Understand and Monitor

When properly attuned to passenger needs, the aerobatic pilot will check in frequently with the passenger, altering or terminating the flight if necessary for passenger comfort. He or she realizes that people react in different ways to the demands of aerobatic flight. The pilot also understands that there is a blurry limit just beyond an individual’s comfort zone where thrill and excitement erode into fear or terror.

Fortunately, the extreme emotion of terror rarely exists in a situation of change in the business world. It is still important, though for the leader to understand how each team member is likely to respond to change and to continually monitor the health of the team. A leader who is strong in change management is skilled at knowing when to alter the pace of change to allow team members time to effectively respond.

3.    Apply Lessons

As mentioned earlier, aerobatic flight skills can turn good pilots into great ones. The best aerobatic pilots continually practice to hone their skills. They incorporate the lessons learned from each aerobatic flight into their aviation toolkit.

Leaders who guide teams through change also learn different lessons from every experience. Understanding and responding to team dynamics during a time of change enhances basic leadership skills. Balancing the need to rapidly introduce a new process with the importance of maintaining stability for employees helps good leaders become even better.

If executed effectively, turning the world upside down can introduce individuals to a new perspective. Great pilots and great leaders share the ability to identify and manage the varying needs of different people who share the loops, rolls and spins of change.

The following resources are recommended for readers who want to read more on aerobatic flight or change management.  Basic Aerobatics by Geza Szurovy is an introductory primer for pilots who wish to gain a foundation of knowledge in aerobatic flight. Leading Change by John P. Kotter was written many years ago but remains one of the most widely read books on the topic of business change management.

Photo URL: http://www.flickr.com/photos/usnavy/5957826326/sizes/m/in/photostream/