Leadership and the Art of Landing

Most pilots will agree that an airplane wants to fly. It is aerodynamically designed to fly when sufficient airflow over the wing creates lift. In simple terms, it means an airplane will naturally take flight without much assistance from the pilot. Taking off is one of the simpler aspects of flying; most student pilots can learn the process by the fourth or fifth flight lesson.

Landing the airplane is quite different.  When one understands that the airplane wants to fly, it is easy to accept that it does not want to land.  Even the most seasoned, senior airline captains will admit to occasions where the airplane seems to have a mind of its own, preferring to stay aloft despite their textbook-perfect control inputs.

Student pilots must master landings before they are allowed to fly solo and many struggle with this phase of instruction. The difficulties that budding pilots face as they learn to land provide some lessons of value for leaders, and in fact, for everyone.

1. Look long

My favorite flight instructor - actually one who guided me through an advanced phase of my flight training - instilled a valuable mantra that I now instinctively use: "look down the runway, don't fixate on the threshold. Look long." Magically, it works. 

Look Long When Landing
Photo by Lillian LeBlanc



As leaders, we often fixate on the here and now. We immerse ourselves in the crisis du jour, jumping in headlong to resolve issues before they become problems.  Those of us who are honest will admit that, at least on occasion, our reaction has caused more difficulties than it has solved. We can benefit from looking long - in this case, beyond the immediate issue. The long view can help to put the crisis or budding problem into context, providing opportunity to think through alternatives and apply the best solution. Without a long view, the best solution might be missed, since it may not be the one that first comes to mind.

2. Don't over-control

Study a new or minimally experienced pilot as he or she enters the landing phase of flight. The tendency to over control is almost universal. Push forward to descend....quick, too much, pull back...no, push forward even more.  The control inputs become increasingly hurried and exaggerated in an attempt to fix the previous excessive action. Patient and skilled flight instructors intervene at this point, illustrating the art of finesse, a light touch and a gentle hand. They demonstrate for the student how fine landings emerge from this combination.

Over-controlling in the leadership world manifests itself through micromanagement. Well-meaning bosses jump in, monitoring the team's every move or personally taking over key tasks to ensure that a perfect outcome is achieved without a blip of any kind. Under these circumstances, team members don't have an opportunity to learn through trial and error. They often feel demoralized and undervalued.  The boss' desired outcome may be achieved, but the process to arrive at the destination was painful for the team.

3. Sometimes good really is good enough

There's a tongue-in-cheek adage in aviation: "Any landing you walk away from is deemed a success." Although meant in jest, the lesson is that perfection - especially when landing an airplane - can be most elusive. Many factors impact the outcome of an approach to land. Achieving a "greaser", where the tires gently kiss the asphalt, is usually attributable to a dash of luck along with skill.

There is a great deal of emphasis on excellence in the business world. Leaders are constantly challenged to be great and to accept nothing less than 100%.  Pushing excellence and driving to high achievement is admirable, but leaders are working with the human element. A wide range of factors affect human performance; a multiplier sets in when working with a group of human beings.  Great leaders set high goals, but understand that there is often a need for compromise on the road to perfection. Sometimes good truly is good enough, resulting in a fine outcome and enough energy left for the entire team to celebrate its accomplishment.

Landing an airplane is an art. It involves coaxing the airplane to do the opposite of that for which it was designed.  Leading people is also an art. The very best leaders among us can effectively guide a team to achieve things they never dreamed possible and feel happy and fulfilled in the process. Like pilots in the landing phase, these individuals lead with a long view, avoid over-controlling and understand when it is desirable to stop short in the quest for perfection.

Recommended readings for this post are Leadership is an Art, by Max Depree and Making Perfect Landings in Light Airplanes, by Ron Fowler. The first is an excellent guide for any leader, new or seasoned. Written by the former CEO of Herman Miller, it explains the importance of  human element in effective leadership.  The second is a timeless, step-by-step guide to help all pilots maximize the chance of completing a flight with a "greaser."

Learning to Love Paperwork

There was a significant classroom component in my recent flight refresher course. The instructor used a blended learning approach, combining live instruction with a variety of e-learning programs.

One of the e-learning courses, produced by the FAA Safety Team, highlighted the importance of well thought out decision-making. It included a video segment featuring a senior air traffic controller, discussing the difficulty that pilots have when they are faced with a situation that requires them to declare an in-flight emergency. “You would be surprised how many pilots want to avoid declaring an emergency, even in the worst situations,” he said. “They simply don’t want to be inundated with paperwork. So when things go really bad, we often have to declare the emergency for the pilot.”

The word "paperwork" is usually associated with visions of bureaucracy, long and confusing forms and wasted time. Consider the incredulous statement I quoted above. Many pilots actually make a conscious decision to shun the potentially life saving priority handling and support that is offered when an emergency is declared, simply because of the paperwork that may follow.

During my long career in Human Resources, I have had many opportunities to interview candidates for various positions. Never once have I heard someone say, “I just love paperwork! The more paperwork, the better!” On the other hand, it’s common to hear people expound on the positive attributes of a job that would be otherwise perfect, “but for the paperwork.”

Pilots Maintain Detailed Flight Logs
Photo by Lillian LeBlanc

1.   Paperwork Has a Purpose

Reflect on the various kinds of paperwork that we encounter as pilots, as leaders or in daily life. Aviators must complete flight logs, weight and balance forms, flight plans and medical applications.  Business leaders encounter performance evaluations, disciplinary action documentation, meeting minutes and project justifications. At home, we have checkbook registers, rebate forms insurance applications, and, of course, tax returns.

As much as we may complain about paperwork, it does serve a purpose. Paperwork documents the facts of a situation for current action or future reference. Paperwork acts as the backup system for human memory, which has an interesting tendency to revise or erase key facts.

2.   Positive Aspects of Paperwork

Certain paperwork has intrinsic value. Invoices, rebate forms and expense reports put money in one's pocket. Many people still bemoan the need to complete these forms of paperwork, despite the reward that will follow.

Other forms of paperwork have benefits, although not as apparent. Consider the positive side of recording facts by completing paperwork. Flight logs provide a permanent record of our travels as aviators. The logs document our experience, but they also provide a lasting collection of memories of our aviation adventures. A performance evaluation may be time consuming for the leader, but I know of many employees who have retained every performance evaluation ever received, and warmly reviewed the documents in the later years of their careers. Even disciplinary action forms can have a positive side. It’s encouraging for a leader to reflect on the success achieved by transforming a struggling performer into a key contributor. In the case where performance doesn't improve, solid disciplinary documentation is critical to support a termination decision.

3.   A New Approach to Paperwork

Paperwork is a part of any job or any life situation; pilots and leaders alike can benefit by taking a fresh approach to it. Rather than curse the difficulty, diversion of time and complexity that the paperwork brings, consider its positive attributes. Completing the post-emergency documentation may help another pilot avoid a similar situation. Taking time to document your employee’s performance problems can help you spot a pattern of behavior caused by a serious underlying personal issue that may have otherwise gone unnoticed.

Paperwork documents the as-is, provides a reliable record of facts and in the happiest case, takes a snapshot in time that can serve as the basis for future memories. Learning to love paperwork may be a bit of a stretch for most of us, but we can put it in perspective by understanding the value that it adds.

The recommended readings for this post are designed to help you more effectively manage the paperwork that you will inevitably encounter as a pilot or a leader. Logging Flight Time and Other Aviation Truths, Near Truths and More Than a Few Rumors That Could Never be Traced to Their Sources is authored by William Kershner, noted for his wonderful ability to teach technical subjects with a heavy dose of humor. The Manager's Guide to HR, written by Max Muller, can help any leader with the nuances of documentation that is a necessary part of the leadership role.

Leadership Lessons from the Flight Simulator

I’ve previously offered a few leadership lessons from the airplane cockpit and from the aircraft hangar. A recent weekend course at SimCom Flight Training Center provides another opportunity for some aviation-focused leadership lessons – this time, from the flight simulator.

 It’s been a while since I’ve flown in the pilot’s seat. The flight simulator-based program presented a chance to refresh my knowledge and sharpen my skills. Simulators are a wonderful tool for pilots. In the simulator, one can create hair-raising scenarios such as in-flight fires, electrical failures, hazardous weather, engine failures or a combination of these. Emergencies can be addressed and managed in a safe environment where the consequence of failure is little more than a bruised ego.

The simulator session was personally rewarding. I performed far better than I expected, even in one of the simulators that represented a larger and more powerful aircraft than I had previously flown. Surprisingly, my skills had not deteriorated nearly as much as I expected, in view of my extended absence from the cockpit.

This simulator experience yielded three valuable lessons that are equally applicable to pilots and leaders.

1.    Confidence and humility are opposite, but equally important traits.

There is a saying in aviation: “There are old pilots and bold pilots, but no old, bold pilots.”  A healthy measure of confidence is important for pilots, just as it is for leaders. Confidence allows us to test boundaries, to grow and to learn. Without sufficient confidence, one will never learn his or her true capabilities.

737-800 Flight Simulator - A Great Way to Sharpen Skills
Photo By Derin



However, an excess of confidence can have serious consequences. The bold, overconfident pilot disregards the lessons of others. He or she believes that the limitations of the aircraft, the weather, or one’s physical state can be minimized or dismissed. According to a study published by the Society for Industrial and Organizational Psychology, an overconfident leader will exhibit similar characteristics. Leaders who believe that they are invincible or know all there is to know will disregard the input of others, push their own agendas and micromanage their teams.

Great leaders and great pilots are skilled and confident. Nevertheless, they also possess the opposing quality of humility, learned through experience. Humble individuals don’t shirk blame when things go wrong and they acknowledge their limits. They realize that success depends on the right combination of factors – and they, personally represent just one element of that equation.

2.    An ingrained skill never loses its luster

“It’s just like riding a bike.” This is well known affirmation demonstrates that deeply ingrained skills are retained. Pilots who have flown for many years and possess thousands of hours often find that a refresher class can quickly renew rusty skills. On the other hand, a freshly minted private pilot who abandons flying for an equal period must conquer significantly greater skill deficit if he or she returns to the cockpit. Skill retention depends on the recency of skill practice, but the depth of skill development is also an important factor.

Leadership skills also benefit from long-term development. Good leaders possess strong listening skills and excellent analytical capability. They see the big picture by thinking strategically and they know how to navigate an organization. Leadership skills are built through use. Leaders who shun team members, preferring to remain closeted in their offices don’t have many opportunities to practice leadership skills. Likewise, those who avoid projects, committees and task forces lose valuable chances to build networks within the organization. They also miss opportunities to practice the art of working with individuals of diverse talent and backgrounds.

3.    Attitude matters

Want to master a difficult task? Don’t view it as a “difficult task.”  Self talk and general attitude influence outcomes more than we realize.  Noted business author Jon Gordon has written extensively on the benefits of embracing every challenge with an open, positive mind.

Flying the simulator presents challenge after challenge. Nearly all simulator experiences are fraught with emergencies, deteriorating weather and equipment failures. Despite the grueling nature of a simulator session, most pilots walk away with a sense of reward and accomplishment. We learn through experience; the depth of the lessons learned is proportional to the significance of the experience.

Leaders face challenging situations on many fronts. Constantly shifting priorities, doing more with less and extreme demands on time are common in the contemporary workplace. These situations can be a source of frustration or can be energetically embraced and viewed as valuable experiences.  Each experience is a building block of ongoing skill enhancement and professional development.  These reinforcing experiences are the roots that grow to create deeply ingrained skills.

The recommended follow-up readings for this post are Soup by Jon Gordon and Teaching Confidence in the Clouds: An Instructor's Guide to Using Desktop Flight Simulators, by Thomas Gilmore. Soup is a business fairy tale and a quick read that illustrates the value of positive thinking in difficult situations. Gilmore's book describes the value of simple, computer-based flight simulators in building pilot confidence.

Photo URL: http://www.flickr.com/photos/as737700/2298638615/

Continuous Learning: Pilots are Models for Leaders

In the previous blog post, I mentioned that "every pilot, regardless of experience, is still a student." Continuous learning is part of the world of aviation. Pilots receive training for advanced ratings and higher levels of licensure. There are safety and skill building seminars regularly offered by the FAA and private organizations. Larger airplanes require specialized training, called a" type rating," unique to the specific model of aircraft. Most pilots, including those who fly for fun, are avid readers of aviation publications. Ongoing learning and knowledge building is inherent in aviation.

Leaders are usually individuals who have risen through the ranks of a given profession. Along the way, they learn the field's requisite skill set and generally demonstrate a notable level of mastery. These traits propel them into roles where they guide those who do the work versus regularly doing it themselves. Despite the importance of the leadership function, in many organizations newly appointed leaders receive little to no leadership specific training to prepare them for this new assignment. Ongoing training for leaders is all too often viewed as an expense that needs to be carefully controlled rather than an investment that should be proportionally increased for greater return.

How many leaders eagerly seek to learn and develop within the leadership profession? How many actually regard leadership as a profession unto itself? Most individuals in leadership positions do invest without question in ongoing knowledge or certification in their areas of professional specialty, such as marketing, customer service or engineering. Far fewer pursue enhanced leadership skill building with the same kind of passion. Perhaps a pilot's approach to continuous learning presents an effective model for continuous learning in the specialized profession of leadership.

1. Always a Student

Pilots generally seek to improve their skills from flight to flight. They will study the factors that contributed to a great landing, or repeatedly analyze the quality of flight maneuvers.  Most pilots eagerly consume wisdom conveyed by seasoned and respected senior aviation statesmen (and women.) Visit a pilot lounge or airport cafe and listen to the chatter, affectionately called “hangar flying.” You'll frequently find knowledge sharing, brain-picking and overt attempts to learn from one another.

Most leaders feel as though the role of a leader in itself validates a high level of accomplishment. Survey a group of leaders and you'll discover few who readily admit that they might greatly benefit from ongoing leadership-specific skill building. Generally speaking, leaders have inflated views of their own skill levels. A September 2010 research paper by the Korn Ferry Institute indicates that many leaders possess blind spots when self-assessing key leadership attributes. Such lack of self-awareness may be a reason why many leaders dismiss the benefits of learning targeted to sharpening leadership skills. 



AOPA Sponsors Many Learning Opportunities for Pilots
Photo by Christopher Blizzard

 

2. Self-Responsibility for Learning

Aviation skills are developed in one of two ways – through military training or through self-funded general aviation, called GA. Pilots with GA roots have, for the most part, a history of self-funding all levels of aviation certification and ongoing education. Even those who eventually attain professional pilot status will regularly make some level of personal investment in order to enhance safety knowledge, add to their level of licensure (e.g.: a seaplane rating) or personally purchase aviation books and periodicals.  Pilots who have been laid off – or furloughed in aviation-speak – are usually willing to spend their own funds to maintain flight currency or in some cases, even expand the flight ratings that they hold.

The majority of leaders look to their companies to fund ongoing training and development. It is standard practice to develop a departmental budget that includes funds for periodicals, books, association dues and attendance at conferences. When faced with a need to streamline expenses, many companies elect to reduce or eliminate these funds. In this situation, individuals may be willing to personally pay the cost of continuing education for professional certification or licensure. However, it is far less common to find leaders who are willing to make comparable investments in their own ongoing development in the art of leadership.

Leaders can learn from pilots by embracing the value of continuous learning for ongoing skill development and knowledge enhancement.  Leaders who truly view leadership as a profession unto itself will be willing to make a personal investment to build and enhance their leadership competencies.  They will demonstrate the same passion, enthusiasm and hunger for knowledge that is common among pilots. Leaders who make the commitment to invest in themselves as leaders are demonstrating they know no matter how skilled or experienced one may be, we are all still students, even when we are leaders.

Two resources are recommended for those who want to make a commitment to continuous learning. The Leadership Machine: Architecture to Develop Leaders for Any Future by Michael Lombardo and Robert Eichinger is an in-depth look at the framework for leadership development. It is an excellent tool for those who want to invest in their own development in order to more effectively develop others.  Pilots love to learn through knowledge challenges and quizzes; there is none better than Test Pilot: 1,001 Things You Thought You Knew About Aviation. This engaging and interactive book is authored by the award-winning aviation author and retired TWA captain, Barry Schiff.  Test Pilot is full of knowledge nuggets that will interest and educate aviators of all skill levels.

Photo URL: http://www.flickr.com/photos/christopherblizzard/1520349697/

Weather or Not: The Impact of External Factors

Even non-pilots realize that weather plays a critical role in aviation. Checking the weather is a crucial component of proper preflight planning. Even if the pilot is instrument rated (as discussed in an earlier blog post), he or she must ensure that weather conditions are conducive to the safe operation of the flight.

Weather is unpredictable. All of us know that the actual weather conditions on any given day may be far different from the forecast. In the aviation world, encountering weather that is inconsistent with the forecast can require that a pilot immediately determine an alternative route of flight.

The leadership equivalent of weather is the external business and economic climate. Unforeseen changes in the business environment can have a profound impact on an organization’s strategic initiatives and can directly affect a leader’s team. Agile and insightful leaders are crucial to the organization under such circumstances.

1.    Assessing the Weather: 

Pilots use a variety of tools to determine the weather conditions that will be found in flight. Current and forecasted weather conditions along the route are examined and in many cases, radar and satellite depictions are analyzed. Gathering as much data as possible allows pilots to minimize the likelihood of encountering unexpected in-flight weather conditions.

Pilots Must Maintain Awareness of Weather Conditions
Photo by obskura



Leaders also have many ways to assess the climate affecting their organizations. Good leaders know that maintaining awareness of short and long-term political, economic and demographic trends supports effective decision-making. External factors that may influence the business should be incorporated into project and strategic plans.  This may seem obvious and simplistic, but leaders can unwittingly fall victim to tunnel vision. Focusing only on the news and events shaping one’s own industry is the equivalent of assessing the weather at the departure point and destination, but failing to consider enroute conditions. Good leaders stay attuned to business news, using a variety of sources such as The Wall Street Journal, CNBC and the business sections of major newspapers to ensure that they are broadly informed on all aspects of business, the economy and geo-political events.

2.    Responding to the Conditions

When pilots find weather conditions that are worse than expected, they must determine if action is necessary. In the case of a non-critical situation, such as moderate turbulence, the conditions may be manageable. The pilot can attempt to find smoother air at a different altitude, but this is not always an option. The comfort of passengers may make action desirable if the air is smoother at a different altitude, but action is not imperative for the safety of the flight. In the case of severe weather such as a developing squall line, a course deviation is a necessity.

Leaders should always maintain awareness of the external climate and be ready to act as needed. If, for example a major employer in the same region has a layoff, spouses and family members of the leader’s team members are likely to be impacted. Acknowledging the situation, maintaining sensitivity to affected team members and providing emotional support to them will pay dividends in loyalty and productivity. An unforeseen critical situation such as a product safety recall may require a leader to drastically alter planned projects and immediately divert attention to managing the internal and external public relations aspect of the recall.

3.    Learning from the Situation

Every pilot, regardless of experience, is still a student. The application of judgment in response to in-flight weather conditions offers a learning opportunity. Weather is not static or repetitive. No two weather encounters will be the same, due to the range of factors that affect atmospheric conditions and in turn, aircraft performance. Taking time after every flight to reflect on the weather conditions encountered and assess the action taken (if any) will position the pilot to sharpen his or her weather related decision-making.

Leadership involves working with people and no two human beings are the same. Like the pilot described above, a leader can benefit from regular reflection on the action taken in response to external factors. This assessment will position a leader to act faster or more effectively in the future.

Economic factors and the business climate are to leaders what weather is to the pilot. Conditions that change rapidly, or are far different from the forecast may require deviation from a plan. Skilled pilots and great leaders stay attuned to these conditions and take action as necessary. They also regularly invest time to learn from every situation, retrospectively assessing the conditions encountered and the responses that they applied.

Recommended readings for this blog post are Weather Flying by Robert N. Buck and On the Brink: Inside the Race to Stop the Collapse of the Global Financial System, by Henry M. Paulson. Weather Flying is a timeless, valuable resource for every pilot who wants to gain greater understanding of weather and its impact on flight. Paulson’s book, although focused primarily on the economic events of the Great Recession, provides an excellent example of the impact of rapidly changing external factors on leadership decision-making.

Photo URL: http://www.flickr.com/photos/mixedmedia/2319912529/

Load Shedding: A Valuable Skill for Pilots and Leaders

Professional aviators often use a term called “load shedding.” The term actually has two meanings. The most commonly understood definition refers to reducing demands on the aircraft’s electrical system when part of that system fails. Load shedding can also apply to the human condition. In this context, it describes the act of reducing demands on one’s self (or one’s team) in a high-workload situation.

The concept of load shedding did not originate in aviation. It has long been a tool of electrical engineers and utility company personnel. Consider “rolling blackouts” used by power companies during periods of extremely high demand for electricity. That is a form of load shedding.

Within aviation, load shedding of the human variety is especially useful in single pilot operations where no copilot is aboard to share flight duties. Understanding when, what and how to load shed is a skill that can benefit all pilots. Although it may be a foreign term to most people who lack aviation knowledge, the principles of load shedding within in the human factors framework can also be extremely valuable for leaders.

Since load shedding reduces the demands on one’s self, wouldn’t it make sense to do it all the time? The simple answer is no, because shedding specific tasks may require that they are not performed at all. A skilled aviator or a talented leader knows when, what and how to load shed.

1.    Know when to load shed: In a high workload situation such as an emergency, intense focus is required and above all else, the pilot must concentrate on flying the airplane. Load shedding can also be warranted in non-critical situations. For example, at the end of a long day, or when flying a nighttime approach to an unfamiliar airport, a savvy pilot will recognize that situational demands, combined with his or her physical state may call for load shedding. Distractions and nonessential tasks must be set aside to ensure maximum attention on non-negotiable tasks.

CG Rendering - Eastern Flight 401
Photo URL: http://en.wikipedia.org/wiki/File:Ea401.png

Leaders can apply load-shedding techniques when multiple high priorities present themselves or staffing levels are inadequate to meet expected outcomes. Load shedding may be valuable to align the team’s resources to execute a new project with an imminent deadline, or when a key staff member falls ill. 

2.    Know what to load shed: Identifying the tasks that must be performed above all else may seem obvious, but indeed, this is not always the case. Recall the unfortunate fatal crash of Eastern Airlines Flight 401, in December 1972. Despite the presence of three seasoned, skilled pilots in the cockpit, the airplane crashed into the Florida Everglades due to a faulty landing gear indicator bulb. The crew became so immersed in determining why an indicator light was inoperative that they failed to fly the airplane.

Fortunately, the stakes are rarely as high for most leaders. The determination of the activities that can be load shedded can be made by assessing the consequences of deferring or disregarding each assignment or task. A series of simple questions can help to make this assessment:

a.    If the activity is not performed, or not performed right now, will the organization, its employees or its customers suffer?

b.    Will load shedding the activity negatively affect the reputation of the leader or the team?

c.    Will the project be significantly harmed if the activity is load-shedded?

As leaders, we can become so driven for results that we neglect to regularly assess the value-add of the underlying tasks. Understanding and applying the concepts of load shedding can avoid the consequences of burnout, undue stress or disengagement caused by self-imposed, unrealistic demands on one’s self or one’s team.

3.    Know how to load shed: Consider an air charter pilot, flying an airplane without a sealed cockpit. In this setting, it is common for passengers to rise from their seats during flight to ask a question or two of the pilot. In the event of an unexpected problem, understandably curious or anxious passengers may clamor for dialogue with the pilot. Under these circumstances, though, the pilot must load shed conversation with passengers, but do so in a manner that will not add to already heightened concern.

In leadership situations, effectively load shedding tasks may require gaining support from key stakeholders who will be impacted by deferring or disregarding an activity. A leader must, at a minimum, communicate the reason for inaction and share his or her evaluation that resulted in the decision to load shed a specific activity.

Load shedding isn’t just for electrical engineers, aviators and leaders. The concept can be useful for anyone who finds him or herself feeling overloaded and unable to focus on critical tasks. Pause to assess each demand and carefully determine the impact of deferring or disregarding each one. Identifying activities that can be load shedded without significant negative impact will help to redirect attention and energy to the essential tasks that are non-negotiable.

Recommended readings for this post are The Ghost of Flight 401, by John G. Fuller and Organizing for Success, by Kenneth Zeigler. The former is an interesting look into the crash mentioned in this blog (and in particular, a series of eerie events that occurred after the crash.) The latter is a set of simple, practical tools to support leaders in the load shedding process. 

Taking Action

Aviation is an action-oriented activity. In all but extreme cases, action occurs after careful analysis and thought. The nature of the action applied will influence the outcome of the flight. Leadership is also heavily oriented toward action. Teams can succeed or fail based on the quality, speed or impact of the action taken by the leader.

Aviators and leaders often find themselves in situations that call for a similar orientation to action. Although there are many variations of the circumstances that call for different kinds of decision-making, we will examine three scenarios.

1.    “It’s Doing It - Again.” In-flight gremlins have a way of revisiting their hosts, resulting in the phrase “it’s doing it – again.” Whether the situation is a flickering warning light, a distinctive sound or an inoperative gauge, pilots know that it’s not wildly uncommon to encounter a repeat of a recent problem. It may indicate that the wrong fix was applied – or it could indicate that more needed to be done.

 Leaders can apply this valuable lesson to any situation that does not respond to the initial intervention. When a project goes off track, a leader may jump in with a sure-fire cure. When the situation is not corrected as the leader expects, he or she must step back and examine.  Was the correction itself flawed, or should additional action have been taken?

2.    Ouch! Undo the Action: Certain key aviation principles are repeatedly reinforced in the flight training process. This form of repetition helps the aviator to instinctively act as he or she was taught, when circumstances warrant. Undoing the most recent action immediately after something goes wrong is an example of this kind of instinctive action. If, for example, the aircraft responds in an unexpected manner after lowering the flaps, immediately raise the flaps. The “undo” response can prevent a minor mishap from deteriorating into a serious situation.

Instrument Landings Require Decisive Action
Photo by Global Jet



This aviation tenet provides a wonderful leadership lesson, especially for situations involving personnel management. A good leader stays in tune with his or her people. The leader knows how a staff member should respond to changes in work assignments, responsibilities or role. If an unexpected reaction occurs, the leader should immediately review the situation with the employee and, if necessary, reverse the most recent action. Ignoring signs of misalignment or discontent may cause a high performing employee to become temporarily or permanently disengaged. A simple “undo” may be the most appropriate solution.



3.    No Looking Back: In most circumstances, an aviator will have time to think carefully and analyze the situation at hand.  There are times, however, when immediate action is critical. In such situations, the urgency to act is unequivocally clear. An excellent example is a landing decision during instrument flight conditions. (As discussed in the previous post, the term “instrument flight conditions” refers to those times when there is no outside visual reference. Flying in clouds or fog are examples of instrument flight.) Without relating too much technical aviation detail, the procedure for landing an airplane in this situation involves a minimum altitude. Once this altitude is reached, the pilot must immediately initiate action (a climb and perhaps a turn) if the pilot cannot see the "runway environment." There is no time for analysis. Failure to follow the published procedure (called the “missed approach procedure”) can have devastating consequences.

On rare occasion, leaders can encounter situations where swift decisions, based solely on experience, training or instinct, must be implemented. In these instances, the investment of time required for analysis may result in significant harm. Although these situations are not common in the leadership world, they do occur. Disasters such as fire or workplace violence may require a leader to eschew analysis in favor of swift action.

Aviation and leadership are action-oriented activities. The nature of the action required depends on the situation, individuals involved and presence of influencing factors. A strong leader – or a skilled pilot – can be counted on to apply action in a manner and measure that fits the circumstances.

The recommended readings related to this post are From Values to Action, by Harry Kraemer and Highest Duty: My Search for What Really Matters, by Chesley Sullenberger and Jeffrey Zaslow. The former provides key lessons for leaders seeking to translate values into action. The latter is co-authored by the captain of one of aviation's most famous examples of no-looking back decision-making: the 2009 US Airways Hudson River landing.

Photo URL http://www.flickr.com/photos/global-jet/2434604041/

Leading When Flying Blind - Instrument Flight Rules for Leaders

Instrument flight rules, or IFR in aviation parlance, are procedures for flight solely by reference to the airplane's instruments. IFR is used when it's necessary to fly through clouds to reach one's destination. It is also the required mode of operation for flight at or above 18,000 feet - the section of the sky known as the flight levels.

Flying IFR does not mean that the pilot is prohibited from looking outside the airplane - in fact, it is quite possible to file an instrument flight plan and never transit a cloud. Some pilots follow instrument flight rules by choice, even when they know that the weather will be what aviators call "severe clear.” This kind of weather is, in fact, often encountered at the flight levels. Although operation at these altitudes requires that pilots follow the procedures used when there are no visual references, it's very common to be well above cloud layers at these altitudes.

Instrument flight is a specialized skill requiring additional training beyond the entry-level ticket to flying, called a private pilot license. Instrument flight rules are a set of very prescribed procedures. Many of the lessons learned in the instrument flying world can be applied to leadership situations.

Trust The Instruments When Flying IFR



1. Excellent Instruction is Important.  

This is true in all facets of aviation, but especially so in the complex world of instrument flying. A pilot must work with an individual holding a specialized instructor designation, called a CFII (certified flight instructor – instrument) in order to qualify for instrument flight.

Great leaders routinely tell stories of skilled individuals who have guided them along the way. Actively seek out mentors who demonstrate leadership styles that you respect and learn from their accomplishments as well as their failures.

2. Trust The Instruments. 

This is the mantra for instrument flight, drilled into the heads of pilots by their flight instructors. The human body likes to play tricks on the mind when visual cues are absent. (Try balancing on one foot with your eyes closed to experience the phenomenon.) Pilots who listen to their bodies instead of following the guidance of the airplane's instruments could quickly find themselves upside down - or worse, spiraling to the ground.

Leaders also have instruments to rely on when the forward path is not clear. These instruments include current-state statistics that clearly document the existing situation and forecasting techniques to predict what is likely to occur next. Identify metrics appropriate to your industry to be best equipped for unpredictable or new situations.

3. Passengers Don't See the Complexity.

Most of the time, those who are riding in but not flying an airplane are not fully aware of the complexity involved. Instrument flying in particular places multiple demands on the flight crew. Pilots must constantly monitor and interpret information provided by the aircraft’s instruments. Weather conditions must be closely watched and communication with air traffic control is ongoing. Passengers who are blissfully unaware of the cockpit activity have only two factors by which to judge the operation: the smoothness of the flight and the quality of the landing.

Many leadership situations are extremely demanding, calling upon multiple skills and involving aggressive deadlines. Often, those on the team are insulated from these challenges. Strong leaders have a knack for maintaining a sense of stability and guiding the team to a successful, rewarding outcome. Remember that team members may not need to know about every obstacle or mitigating factor; they may in fact be unnerved by too much detail. Team members trust in great leaders.

Instrument flying is an advanced aviation skill, but one that is necessary to unlock the true utility of an airplane. The ability to fly IFR is a requirement for operating at the flight levels, which are the ultimate altitudes in the aviation world. Leading people has much in common with the exclusive world of instrument flight. The feeling of personal satisfaction after completing a challenging instrument flight is shared by those who successfully shepherd their teams through complicated or difficult situations.

At the end of each of my blog posts, I provide links to books that serve as additional resources related to the blog topic. This posts' recommended reading is Rod Machado's Instrument Pilot Survival Manual and Margaret Wheatley's Finding Our Way-Leadership for Uncertain Times.  Machado's humorous style brings a fun and effective approach to the topic of instrument flight. Although written nearly 4 years ago, Wheatley's book has enduring lessons for all who find themselves leading a team through the business equivalent of IFR.



What Do Flight Levels Have To Do With Leadership?

A reader of this blog has asked, "What, exactly is meant by the term 'Flight Level' and how does it apply to leadership principles?" There are many connections; this post explains three that come immediately to mind.

1. The most obvious parallel for leadership and the term "flight level" involves operating at the top.

Leadership involves being at the top, in charge of a group or a situation.  Leadership skills are typically associated with a work setting, but are also useful in a variety of life situations. Leaders can be found in communities, sports, politics and even in families. The same knowledge and principles that are valuable for workplace leaders can be applied in any situation by those who find themselves in a position of responsibility.

Flight level is an aviation term that is used to describe the highest flying altitudes. It refers to the airspace at and above 18,000 feet. Most small planes can't operate at the flight levels, since they lack the necessary horsepower and pressurization. Fast-moving airliners and corporate jets typically populate the flight levels.



Leadership and Flight Levels Have Much in Common
Photo by Luigi Diamante



2. Both leadership and the flight levels involve special skills.

Certainly, some people are natural-born leaders. Most, however ascend to leadership by learning and proving their skills through a series of experiences. Although there are degree programs in leadership, achieving success as a leader takes real-world practice. The key requirements for leadership include an ability to set aside one's own interests in favor of the greater good and the ability to remain calm in chaos. Great leaders also possess an uncanny ability to garner the trust of those they lead.

Newly-minted pilots can't operate at the flight levels for several reasons. Flying at or above 18,000 feet requires an instrument flight plan - using the aircraft's instruments instead of visual references. That skill is developed through advanced flight training with many hours of in-flight instruction. In addition, those who have just entered the world of aviation haven't yet acquired the flight time or knowledge to operate the complex types of aircraft that are needed to enter this special world.

3. There is no halfway in leadership or at the flight levels.

Leaders are charged with responsibility. They need to be decisive, confident and comfortable with the role. When a leader's skills are called upon, he or she must take action, guide the team or situation, and see the task through to completion.

The flight levels are referenced in whole numbers. For example, 21,000 feet is referred to as Flight Level 210. Aircraft are never assigned to cruise at flight levels representing less than exact thousands of feet. Planes do, of course pass through those altitudes on their way to the flight levels, just as leaders pass through assessments on their way to decisions.

In each post, I provide links to books for further reading on the blog topic. This topic's recommendations are Leading at a Higher Level, by noted leadership expert Ken Blanchard. For a fun glimpse into the day to day world of pilots who live at the flight levels, I invite you to enjoy my own book, The Flight Level Chronicles.

Soaring to great heights is a hallmark of leadership and the highest altitudes in the world of aviation are called the flight levels. Great leaders strive to operate at the flight levels every day.

Photo URL: http://www.freedigitalphotos.net/images/view_photog.php?photogid=879

Leadership Lessons From The Hangar

An aircraft hangar is an interesting place. Not only does it house airplanes, but it can also serve as the maintenance facility for an aviation business. On the one hand, a hangar is static - quietly providing shelter to important and very valuable assets. Yet, when used as a repair facility, a hangar is a vibrant location where airplanes come alive. It is fun to spend time in hangars and over the years, I have learned quite a bit from the hangars themselves as well as the mechanics that I've observed. Here are a few leadership lessons from my travels around these hangars:

1. Flexibility is valuable. Hangars that serve multiple purposes are worth more than the single-purpose variety. This simple observation is immediately applicable to leadership. When leading others, an ability to connect with people at all levels is a highly coveted skill. Most leaders are comfortable when managing or directing those who are similar to themselves in style, education or technical skills. Far fewer leaders possess the talent to equally motivate and inspire a team of individuals with vastly different backgrounds or experience. This skill can be developed by seizing opportunities to work with a broad range of people. Volunteer organizations often attract a diverse range of individuals and are a great way to build your personal network.

2. Everything - and everyone - has a limit. There is a term in aviation called "stacking the hangar." It applies to the art of carefully maneuvering aircraft of various shapes and sizes into a storage hangar, maximizing space to fit as many aircraft as can safely be accommodated. Nevertheless, there is a limit. Trying to squeeze that very last plane into a corner of a full hangar runs the risk of expensive damage and downtime. The same is true for humans. Even top-level performers have a limited amount of mental energy or physical capacity. While it may appear that your superstars can tackle an extra task, offer opportunities to reprioritize rather than layering on more. Pushing a group too hard or constantly holding team members to unrealistic deadlines when plates are already full can quickly result in disengagement, job dissatisfaction and potentially even physical illness.




Hangars Can Offer Valuable Lessons


3. Put down the screwdriver and go to lunch. Mechanical work can be frustrating. Repairs that seem easy can become complex and challenging when a fastener breaks, holes don't quite line up or an unseen crack appears on the inside of a casing. Generally, when things don't go quite right in the mechanical world, problems multiply. This causes a seemingly simple task to become increasingly demanding. It is precisely at this moment that the best mechanics know to put down the screwdriver and go to lunch. Many times, returning to the repair task with a clear head and relaxed psyche will result in smooth and quick progress. In the leadership world, when chaos reigns and matters seem to be spinning out of control, leaders are well served to insert a pause, relative to the scope of the situation. Small challenges might be soothed with a quick coffee break, while larger ones may call for a hiatus of a day or longer. Although it may seem counterintuitive to deflect time away from a project that is souring, fresh perspectives and re-energized brains often reach breakthrough far more effectively.
4. Judge the space needed and give a bit more. I once encountered a young man who had just attempted to fit an airplane with a 10-foot tail under a door opened to about 9.8 feet. The sound of metal scraping on metal was clear indication that providing just a little more space would have been nice. When asked why he did not open the door a bit more (since it was possible to open the door to a height of 12 feet,) the young man indicated that he simply thought it would fit. This situation holds a wonderful leadership lesson with a parallel to work-life balance. Do all that you can in this area for your employees and then, give just a little more. True work-life balance is hard to achieve in the 24/7, fully wired world in which we live. Providing employees a little extra space by carefully respecting family time or giving an unexpected block of time off is an inexpensive form of recognition that pays enormous dividends in engagement and productivity.

The next time you pass by an aircraft hangar, think about the activities that may be occurring inside. It's likely that someone is just about ready to put down the screwdriver and go to lunch, soon to return with a fresh perspective, renewed energy and important focus to solve the most challenging problems.