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.

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.

The Challenge of Being New

Do you remember your first flight, or your first day on a new job?  You probably experienced a range of emotions, including excitement, a twinge of fear and a sense of being a bit out of place. Being new, whether a brand new student pilot or a first-day employee, can be a challenging experience. The impressions and events of this first encounter often influence the long-term outcome.

Aviation serves as this blog’s platform for leadership lessons. The aviation industry suffers from a sadly high rate of attrition of student pilots. There are many factors that influence this unfortunate situation and certainly some – such as cost – are significant. However, the degree to which the new pilot feels welcomed and included does play a role.

Employee turnover, the business equivalent to pilot dropouts, is a concern for organizations. Many companies invest large sums to overhaul pay programs or create attractive benefits in an effort to retain good employees. Yet the answer to retention may lie in the effectiveness of the new employee’s orientation.

The value of a buddy

The student pilot – or the new employee – can be supported and helped by others. In aviation, the flight instructor is often the only individual with whom the new student interacts. If the student is a bit intimidated by the instructor, or if the chemistry between the two is less than ideal, the student may see no option other than to walk away. Often, this means entirely abandoning the pursuit of flight. The Aircraft Owners and Pilots Association (AOPA) recognized this phenomenon and created “Project Pilot,” a buddy program matching experienced aviators with students. The results of the project have been very successful.

Include newbies in parties and social events
Photo by Lillian LeBlanc

In many business settings, the new employee may interact primarily with those in his or her own department. Most of the new worker’s time, especially on the first day, may be spent with the immediate supervisor. When these relationships are positive, the new employee is off to a good start. Sometimes, though, the pressures of work preclude a meaningful welcome. The new employee may be shunted off to read policies or perform low-value work until someone has time to “deal with the newbie.”  Many organizations, including the US Navy, are using buddy programs to ensure that the new worker is matched with a seasoned employee, often from outside the new employee’s own department.

The importance of the “little things”

Whether new employee or new student pilot, the little things matter. Individuals who have been in an environment for some time become comfortable and may lose sight of what is important to someone who is new.  Something as simple as ensuring that the “newbie” knows the location of the restrooms can be critical.

Industry or company jargon can be confusing. Aviation in particular has an alphabet soup all its own, but every business has company shorthand and abbreviations. Taking time to explain acronyms and jargon are key to a warm and inclusive welcome.

Orientation goes beyond day one

The first day on the job, or the very first introductory flight, can be overwhelming. Yet the challenge of being new extends well beyond the initial encounter.

Some student pilots drop out of aviation after the solo flight phase. New employees may leave after 6 months or a year. The reasons are as varied as the individuals involved, but closer shepherding and focused attention from those in leadership positions may make a difference. We think of the brand new employee or intro flight student as the actual newcomer, but it may take very long time for one to feel accepted and fully immersed in a group. A long term buddy system can be of value, as can a concerted effort to include the “semi-new” individuals in extracurricular activities.  Even an invitation to lunch now and then, accompanied by an informal “how’s it going” chat will help the assimilation process.

Being new can be uncomfortable. But with the right kind of support, guidance and attention, being new will evolve to a state of inclusiveness, accomplishment and long-term success.

For further reading on this topic, consider Onboarding: How to Get Your New Employees Up to Speed in Half the Time, by George Bradt and Mary Vonnegut. It is a step-by-step guide to ensure successful integration of new employees.  If you know a budding aviator, consider giving him or her a gift of The Student's Pilot's Flight Manual: From First Flight to Private Certificate, by William Kershner. This is a great way to say “welcome to the fold.”

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.