Flight Level Leadership

That's Not My Job

noreply@blogger.com (Lillian LeBlanc) — Wed, 26 Sep 2012 15:18:00 +0000

A recent story in the Wall Street Journal reviews several unnerving incidents of close calls between aircraft. The article focuses on the apparent safety tradeoffs within the aviation industry. Overall, we’re safer in the air, but the same is not true on the ground.

My take away from this article was a bit different. As I read the descriptions disaster averted through pilots’ quick actions, it was clear that big-picture thinking played an important role. Looking beyond the immediate and anticipating the unexpected, these pilots compensated for oversights and errors made by others. Of course, it’s the pilot’s job to ensure the safe operation of the aircraft – no matter what.

However, any of us, pilots or not can quickly become preoccupied with our own tasks and responsibilities. Big-picture thinking and the ability to quickly react to the unexpected can suffer in these kinds of situations. The common reaction when things go wrong under these circumstances is, “well, that’s not my job…”

Be aware and look beyond the immediate
Photo by Stephen Michaud

As you carry out your daily job responsibilities, especially if you are in a leadership position, consider the lessons learned from these fast-thinking pilots.

Look beyond the immediate: There is a whole world swirling around all of us at any time. If you’re immersed in the details and deadlines of a project, it’s easy to miss other things that may be affecting you or your team. Stay aware by making a conscious effort to ensure you know the full scope of expectations, demands and deliverables. Plates may be fuller than you realize.
Expect the unexpected: Easy to say, difficult to do. How can we plan for events that we can’t predict? Consider the most likely barriers, obstacles or problems that you and your team may encounter. Have a contingency plan in case someone or something unexpectedly arises to upset your strategy.
Everything is your job: Just as the pilot is considered to be the sole and final authority for the safe operation of the aircraft, effective leaders take full responsibility for the success of the team. Be ready to respond, even if the threat is caused by another’s mistake. Your team will respect your capacity to solve the problem rather than lay blame for it.

When was the last time you had a day where everything went exactly as planned? Surprises and problems are part of life and especially common in the world of leadership. Learn to expect them, have a plan to respond and take full responsibility for the success of your team.

Recommended further readings for this subject are Making Yourself Indispensible: The Power of Personal Accountability, by Mark Samuel and Runway Incursions by Bill Clarke. The former provides practical advice to derive the benefits of accepting full responsibility for events and situations, while the latter offers actionable strategies for pilots to maximize safety on and near the ground.

Appreciating the Moments

noreply@blogger.com (Lillian LeBlanc) — Mon, 25 Jun 2012 15:26:00 +0000

The world of aviation teaches many useful life lessons. One that may not be immediately obvious is the importance of appreciating seemingly small things.

My book, The Flight Level Chronicles, is a collection of feel-good stories highlighting the happy and positive aspects of general aviation. A loosely related short story called “Reflections from a Little Yellow Airplane” is included as a bonus chapter. Reflections is a tale of appreciation – enjoying the amazement of nature in autumn, the wonder of low and slow flight in a small Piper Cub and the kindness of a friend who found a way to create a smile.

Most aviators fly not for the money or gold bars on shoulders. They fly because they love it. Certainly, some flights are true challenges, tapping every modicum of a pilot’s skill. Those experiences are, thankfully, small in number. Nearly every flight offers a chance to glance earthward at a quilt-like landscape, or appreciate a billowing, impressive cloud formation. In what other profession does one have an office perched tens of thousands of feet in the sky? Moments to appreciate abound in the world of aviation.

Incredible Views are Moments to Appreciate
Photo by Lillian LeBlanc

Back on earth, many people hold jobs that might be described as far more routine than the role of a pilot. Yet, even the most mundane jobs also offer moments to appreciate, if viewed through the right lens. Leaders set the tone for their workgroups and can provide ways for employees to see things differently.
Great leaders help employees appreciate the moments by:

1. Taking time to say “thanks.” Nothing puts a smile on someone’s face faster than a quick note of appreciation. A tough job becomes a rewarding challenge when one’s efforts are noticed and appreciated. Thanks can be conveyed verbally, by email or by handwritten note. Debate rages as to which is most effective but the key point is to simply do it.

2. Modeling pride. Every job and every organization has its good points and bad points. Pride of affiliation – the good feeling one gets from belonging to a group – is directly correlated to employee engagement. Leaders who visibly demonstrate pride in their organizations, even during difficult times, infuse the good feeling directly to their workgroups

3. Celebrating – often. In my long HR career, I’ve noticed that a lighter atmosphere and smiles are much more prevalent during the holiday season. Even in the busiest organizations, when deadlines loom large, the holidays offer a change to gather and enjoy the camaraderie of coworkers. However, celebration needn’t be limited to a few days at year-end. Ever notice how moods change when someone walks in with homemade baked goods? One leader I know makes a purposeful effort to bake sweet, tasty pastries any time her workgroup is experiencing a challenge. Her staff truly appreciates the moments.

The next time you fly, whether as a passenger in the back of a commercial jet or as a pilot at the controls, take a moment to look out the window. (Yes, this is possible even from across the aisle.) Take a moment to savor what you see, whether a cloud, a reflected rainbow or a special ray of light. When your feet return to earth, as you walk through the airport, find something small to make you smile – a family gathered with excited small children headed to see a special mouse, an older couple quietly holding hands or a uniformed crewmember on a cell phone, taking a moment out to be a parent while between flights. As you return to your job, make an effort to seek out circumstances, people, or moments to appreciate.

The more you practice, the easier it will be to find small things to savor. Moreover, you’ll find that your appreciation becomes contagious. If you’re a leader, you will have unlocked one simple secret to energizing and motivating your team.

Recommended readings for this post include two of my favorite books: The Daily Carrot Principle: 365 Ways to Enhance Your Career and Life, by Adrian Gostick and Chester Elton is a wonderful book for any leader – or any individual. It provides daily tips to enhance appreciation and recognition. Weekend Wings, by Frank Kingston Smith, is a happy collection of tales that collectively convey the joy of flying. In a time of reality shows and mean-spirited exposés, Smith’s book shows aviators and non-aviators alike how to appreciate simple, good and pleasant moments.

Accountability – What Leaders Can Learn from Pilots

noreply@blogger.com (Lillian LeBlanc) — Fri, 08 Jun 2012 20:49:00 +0000

In an earlier post, I explored the interesting notion of the value of pilot training for leaders. My post was a follow up to a study citing a possible correlation between effective corporate leadership and general aviation training.

The importance of accountability is widely discussed in leadership circles. Strong leaders are said to “hold themselves accountable for results” and “drive a sense of accountability in others.” But what, exactly, does accountability mean?

The textbook definition of accountability is, “a form of trustworthiness; the trait of being answerable to someone for something or being responsible for one's conduct.” In other words, accountability is the opposite of blame-shifting. In its simplest terms, accountability means, “the buck stops here.”

Few professions rise to the level of accountability that is expected of pilots. The Federal Aviation Regulations (FARs), essentially the rules of aviation, contain a clause that illustrates this point. FAR 91.3 states: “the pilot in command of an aircraft is directly responsible for, and is the final authority as to, the operation of that aircraft.”

The authority imparted in FAR 91.3 represents the ultimate level of responsibility and accountability. As a result, the vast majority of aviation incidents or accidents are attributed to pilot error. Even in cases of well-documented extenuating circumstances such as weather or equipment malfunction, the primary cause of aviation accidents is most frequently determined to be pilot error. The consequences of pilot error are often severe, including suspension of license, job loss and occasionally, litigation.

The pilot in command is accountable for the safety of the flight

Imagine if a similar standard was applied in the world of leadership. Consider how often “leadership error” would be cited as the root cause of business problems. How would the business world be different if leaders could not invoke the usual litany of excuses such as “lack of systems support,” “not enough time” or “external economic forces” when things go wrong?

Here are four common workplace challenges. Envision how companies would be different if leaders, as well as the people and boards to whom they report, held themselves accountable:

1. Chronically poor performing employee: Common excuse: "It's not my fault. He's lazy." Accountable leader's questions: "Did I fail to convey understandable expectations, monitor performance and swiftly intervene with coaching and guidance?"

2. Disengaged new employee: Common excuse: "No one could have seen this. She interviewed so well and had great references." Accountable leader's questions: "Did I fail to carefully assess cultural and organizational fit? Did I fail to provide an effective orientation and onboarding experience? Did I fail to connect and guide the newcomer?"

3. Sub-standard project progress: Common excuse: "I'm not responsible. This group is just not motivated." Accountable leader's questions: "Did I fail to provide clear project guidelines, appropriate project oversight, and closely monitor team dynamics?"

4. Need to lay off staff: Common excuse: "We have no other choice. Market conditions and economic trends are impacting the company." Accountable leader's questions: "Did I lack strategic foresight? Was I paying sufficient attention to income and revenue trends? Did I exhaust all other options before impacting my employees' lives?"

Here’s a challenge to every leader, from CEO to first-line supervisor: Dust off your job description. Review the expectations and responsibilities of your position. Apply the principles of FAR 91.3 to every facet of your work. You, as a leader, are directly responsible for the operation of your group, department or organization, depending on the level of your job. When things go wrong – and they will – stop short of looking for other sources of blame and accept the responsibility at the same level that pilots do.

The buck stops with you. It will be uncomfortable and difficult, but nothing is more disarming or builds trust faster than a strong leader who accepts responsibility and models accountability.

Recommended readings for this post are: The Speed of Trust: The One Thing That Changes Everything, by Stephen M. R. Covey and The Limits of Expertise: Rethinking Pilot Error and the Causes of Airline Accidents, by R. Key Dismukes, Benjamin A. Berman and Loukia D. Loukopoulos.

The Speed of Trust discusses the importance quickly establishing trust to facilitate leadership effectiveness. Although "The Limits of Expertise" focuses on aviation, its message has relevance for decision processes, performance and errors of humans in many professions.

The Helper's High

noreply@blogger.com (Lillian LeBlanc) — Sun, 22 Apr 2012 21:05:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Thu, 29 Mar 2012 00:44:00 +0000

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:

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.
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.
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

noreply@blogger.com (Lillian LeBlanc) — Mon, 28 Nov 2011 01:10:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Sat, 15 Oct 2011 19:08:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Mon, 03 Oct 2011 00:54:00 +0000

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.

Fear of the Review

noreply@blogger.com (Lillian LeBlanc) — Mon, 26 Sep 2011 01:18:00 +0000

Nearly everyone who works has had a performance review. Usually conducted at least annually, the performance review is designed to provide a structured way for a leader to give formal feedback about an employee’s job performance. Many employees approach the performance review with fear, expecting to hear negative comments. In reality, though, most performance reviews are positive.

Some performance reviews are nothing more than pats on the back, with little if any time spent discussing areas for improvement. Managers who conduct these kinds of reviews do so merely to fulfill an obligation. The box is checked, but the opportunity for dialogue and development is lost.

Try a different technique on your next BFR
Photo by Stephen Michaud

Aviation has an equivalent to the job performance review. The biennial flight review, or BFR, requires the pilot to demonstrate his or her pilot proficiency and knowledge of important regulations. As the name implies, the BFR occurs every other year. It is conducted by a flight instructor of the pilot’s choosing. Some pilots seek an easy BFR with a familiar instructor, wanting to simply check the box and satisfy an FAA requirement. According to an article in the September 23 issue of ePilot, published by the Aircraft Owners and Pilots Association, fear of the BFR is common among pilots.

Imagine if on the job performance appraisals and biennial flight reviews were widely embraced as opportunities to grow, develop and improve? How much more effective would performance reviews and BFRs be if they were anticipated with excitement and viewed as learning experiences? They can be – and it starts with us.
If you are an employee with an upcoming performance review, reach out to your manager well ahead of schedule. Remind him or her that the review is coming up, and explain that you’d like to use the time for a meaningful discussion of performance and opportunity. Many leaders shirk deep discussion in the performance review, for fear of disagreement, conflict or even confrontation. By initiating the conversation, you will have removed one potential barrier to a productive review. Follow through with some homework - conduct an honest assessment of your skills and competencies, noting the areas where you have room to improve. If you have few or none, try again – everyone has opportunities to grow.

Great leaders set this kind of tone for their employees. They ask employees to do an honest self-evaluation and identify areas for development ahead of the actual performance review. The leader partners with the employee to identify developmental opportunities – training classes, job shadowing or stretch assignments where new skills can be acquired. The great leader uses the formal performance review to reaffirm feedback given throughout the year and to support the employee’s continuing growth.

Pilots and flight instructors can take a similar approach to the BFR. The pilot can prepare a list of maneuvers and techniques he or she would like to improve and make note of any new regulations that are fuzzy. Instructors can support the pilot’s skill enhancement, using the BFR to practice skills that the pilot does not use regularly. Both parties can head into the BFR expecting to learn, improve and actually have fun, rather than simply fulfilling the requirement for an endorsement in the logbook.

Performance reviews, whether on the job or in aviation, needn’t be dreaded events. If framed as opportunities to expand and enhance skills, performance reviews can be transformed into valuable and actually enjoyable developmental experiences.

If you’d like to read more about performance reviews, consider How to Make Performance Evaluations Really Work, by Glenn Shepard. The book is a practical guide for leaders on the art of writing and conducting performance reviews. Beyond the Checkride, by Howard Fried, offers an interesting perspective on ways that certificated pilots can continue to learn and expand their skills.

Say Again Moments - The Art of Listening

noreply@blogger.com (Lillian LeBlanc) — Sun, 18 Sep 2011 00:17:00 +0000

Listening – it’s a skill we use every day, in all facets of our life. We listen to others who speak directly to us, we listen to groups of people conversing among themselves, and we listen to music, television and talk. Given the amount of listening that humans do, one would expect that we’ve mastered the skill. On the contrary, our species has plenty of room to improve its listening skills.

In the aviation world, we often hear the term “say again” uttered over the airwaves. It's the aviator's version of "Huh? Were you talking to me?" The term is used by a pilot who missed a radio transmission. It may be paired with a specific request, such as “Boston Center, say again the altitude for Cessna 245,” or it may be a simple, nebulous “say again?” The phrase arises because the pilot did not hear or did not understand. No matter what the reason, these “say again moments" cause a pause in communication and require work to be repeated.

A similar phenomenon occurs in the workplace, where information of all sorts is communicated among varying levels of employees. The information might be in the form of work project instruction or one-way communication about company events. When communication is missed or misunderstood, the workplace equivalent of an aviation “say again moment” occurs. Work slows or stops while communication is reiterated.

We can minimize these “say again moments” by sharpening our listening skills. Here are a few simple and effective ways to become a better listener.

1. Avoid Multitasking:

No matter how good we believe we are at multitasking, it is a fact that the human brain cannot effectively process multiple tasks at any given moment. If you must check your email while on a conference call, know that you will miss information that is being conveyed on the call. If you’re chatting with your passenger in busy airspace, realize that you may miss a radio call. Commercial airlines must follow the “sterile cockpit rule” - a ban on unnecessary chatter - when the airplane is at or below 10,000 feet, in part due to the importance of listening to air traffic communication in this busy environment.

Pilots Can Benefit From Focused Listening
Photo by Lillian LeBlanc

2. Practice Focused Listening:

A colleague told me of an interesting exercise she experienced at a seminar. The facilitator instructed each of a group of six people to speak for 2 minutes on an assigned topic. Each participant was given a different topic. The group was further told that at the end of the exercise, each person would be called upon to repeat key concepts from any one of the six speakers. Imagine the degree of focused listening required to successfully complete this challenge. A high degree of focused listening can be extremely helpful in aviation, because it can provide the pilot with a clear understanding of the activity in the immediate airspace. “Big picture” awareness enhances safety and can minimize the impact of unplanned changes.

3. Consider Your Image:

Few of us would intentionally disrespect another human being. Yet, the message sent by “say again moments” is that something else – presumably more important than the speaker – was occupying the would-be listener’s attention. Approach any listening situation with a concentration on respect for the speaker and you will notice an immediate improvement in your listening skills. In aviation, “say again” can be viewed by others as a sign of a less skilled aviator who simply can’t keep up with complex radio transmissions. An image of disrespect for others or lack of skill is one that none of us wishes to convey.

Listening is a skill that can be sharpened with practice. The energy invested to hone listening skills will pay off across all facets of life. Take steps today to become a better listener and watch those “say again moments” disappear.

For those who wish to read more on this subject, consider The Wisdom of Listening, by Mark Brady. This book provides easy to understand lessons that can transform listening skills. Aviators can sharpen their radio communication skills by reading Say Again, Please: Guide to Radio Communications by Bob Gardner, a sourcebook for pilots and aviation specialists.

The Hidden Dangers of Goal Setting

noreply@blogger.com (Lillian LeBlanc) — Sat, 10 Sep 2011 11:29:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Sat, 03 Sep 2011 23:41:00 +0000

Is cockpit automation dulling basic flying skills? That was the question raised following the release of a draft FAA study. The study analyzed recent aircraft accident patterns and noted a sharp increase in accidents attributed to loss of control of the aircraft. Experts noted that sophisticated onboard equipment reduces the amount of time that pilots actually fly the plane. Without a sufficient amount of manual flying, or “hand flying” as it is called, there is a notable decrease in basic flying skills.

A similar debate is raging in the business world and the issue directly affects those in leadership. Technology enables individuals to interact without physical presence. Email, instant messaging and text messaging have replaced many of the face-to-face discussions that were common in the workplace. The informal camaraderie characterized by water cooler discussions now occurs through workplace social media channels. Some believe that the invasion of technology reduces the interpersonal skills of leaders who rely too heavily on it.

Technological advances enable all of us to accomplish things that were never before possible. However, there appears to be a tradeoff between high tech and high touch. How can pilots, leaders, or any of us achieve a healthy balance?

1. Understand technology:

Invest time to fully understand the technology available to you. GPS, for example, brings wonderful advantages to the pilot, but it can be very complex to use. There is no common standard for aviation GPS receivers; therefore, familiarity with one manufacturer’s equipment will not enable a pilot to readily operate a different brand. Savvy pilots read the operating manuals or use computer-based trainers to educate themselves. They also spend time in the airplane while on the ground to learn the nuances of their GPS equipment before operating the unit in flight.

Aircraft Technology Can Be Complex
Photo by Steve Jurvetson

Social media is an example of technology that has great value in the business world, but can present drawbacks if not fully understood. Sites such as Facebook or Twitter provide a handy way to communicate with a wide range of people. Fully understanding the privacy limitations of these sites, including what the user can control, is important to leverage the benefits and minimize problems for individuals and the organization.

2. Use technology wisely:

It is a great idea to engage the autopilot when the cockpit workload is high. Flying alone in a small, single engine airplane in deteriorating weather is a situation that places many demands on a pilot. A reliable three-axis autopilot, one that tracks altitude as well as the route of flight, allows the aviator to ensure that the airplane maintains stable flight while he or she reads a chart or performs other important duties. If the autopilot is available, it should be used. However, if the pilot finds him or herself in continuous moderate to severe turbulence, the autopilot’s attempts to maintain altitude or course may overstress the aircraft. In this case, the technology of the autopilot could actually prove to be a serious detriment.

Electronic mail, or email, has become a common business tool. It is used to communicate information rapidly from one individual to another, or to groups large and small. Although it brings many benefits to the workplace, there are downfalls as well. Email is flat – words on a screen can be misinterpreted if not accompanied by facial expressions, tone of voice, or body language. Because of this, email is not an appropriate way to communicate sensitive or potentially difficult information, such as negative performance feedback or news of a planned layoff. These are situations similar to the turbulent flight described above. The technology advantage of email is far overshadowed by its impersonal nature in a situation that requires a personal touch.

3. Practice high-touch:

In this high-tech world, it is very easy to abandon personal interaction in favor of the many advantages that technology brings. Like basic flying skills, interpersonal skills are diminishing talents if not regularly exercised.

Pilots can maintain their basic flight skills by making a conscious effort to hand fly the aircraft for at least some meaningful portion of every flight. This may not always be possible in business or commercial operations where policies may dictate use of autopilots and other onboard equipment. However, in situations where there is an option for hand flying, skills can be practiced and pilots may enjoy the personal challenge.

Leaders have similar opportunities in the workplace. Rather than sending an email to a team member, or leaving a note in the employee’s mailbox, leaders should make time to see the employee face-to-face. Those who manage far-flung virtual teams may find this difficult, but periodic personal interaction with team members will pay strong dividends over time. Since most humans struggle when required to convey difficult information, practicing face-to-face interpersonal communication may sharpen these skills for challenging situations.

In 1990, United Airlines produced a provocative commercial called “The Speech,” targeted at the invasion of technology. The commercial depicted a CEO, with his team gathered around, lamenting the fact that the company had just been fired by its best customer, simply because the personal touch had been replaced by impersonal technology. The CEO handed airline tickets – on United, of course, to each of his staff, with instructions that the team was to reach out and personally visit every customer. Although very dated, the poignant message is still applicable today.

Whether we are flying, leading people, or just living day-to-day, technology has changed the way that we operate. The numerous benefits of technology can be maximized by fully understanding each of the tools available and ensuring that it is used only when appropriate. Most importantly, though, we cannot forget that we are all human beings and must ensure that our basic, high-touch skills are regularly exercised to maintain them at their peak.

Recommended readings for this post are A Human Error Approach to Aviation Accident Analysis, by Douglas Wiegmann. This is an interesting text for those who wish to learn more about the classification of aircraft accidents and the human factors involved. Smart Policies for Workplace Technologies, by Lisa Guerin, J.D., will help leaders develop and manage guidelines to appropriate use of technology in the workplace.

Photo URL: http://www.flickr.com/photos/jurvetson/301332862/

Ten Reasons Why Leaders Should Take Flying Lessons

noreply@blogger.com (Lillian LeBlanc) — Sat, 27 Aug 2011 01:41:00 +0000

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.

The ROI of Specialty Certifications

noreply@blogger.com (Lillian LeBlanc) — Sun, 21 Aug 2011 01:41:00 +0000

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.

Leading Change and Flying Upside Down

noreply@blogger.com (Lillian LeBlanc) — Sat, 13 Aug 2011 21:06:00 +0000

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/

A Language of Our Own

noreply@blogger.com (Lillian LeBlanc) — Wed, 03 Aug 2011 10:01:00 +0000

One of the biggest compliments that I received on my book, The Flight Level Chronicles, came via a review posted on Amazon.com. The reviewer stated that the book was "easy to read, with no aviation jargon." Truth told, eliminating aviation-speak was a conscious goal as I wrote and it was rewarding to learn that a reader appreciated the effort. There was a reason for my avoidance of aviation jargon. I wanted the book to be as interesting and enjoyable to those with no background in aviation as it would be to those who make a living in the field.

Every group has a language of its own, whether the group is an ethnic culture, a profession or an organization. Language is important to a culture. It is an element that bonds and provides a common frame of reference for the group. A native language is learned early and mastery is important to attaining a sense of inclusion. Yet, a group's unique vocabulary can unwittingly exclude outsiders or confuse newcomers.

The unique language

During the lifespan of our aviation business, we published a newsletter that included a column called "The Pet Peeve Corner." Customers were encouraged to provide content, sharing anything that was bothersome, along with a recommended solution. The goal was to raise awareness and through that process, reduce or eliminate the troubling behavior. One of our customers who was a seasoned pilot provided a suggestion for the benefit of the many less experienced aviators who operated from our busy airport.

"Let's think about the language we use on the radio," he said. "For example, students and even newly certificated private pilots don't have any idea what it means when we say, 'outer marker inbound on the ILS.' We'll all be safer if we indicate our exact position from the runway in terms that everyone can understand.” This excellent suggestion was published in the newsletter and helped to raise my personal awareness of the confusion that any special language can cause.

Organizations also have their own language, unique to each individual corporate culture. Acronyms, nicknames and special-purpose words are in use within virtually every business. Although a company's native tongue connects those who are insiders to the organization, it can be a barrier for customers, new employees and others. Leaders can help these individuals by maintaining awareness of the impact of unique words and abbreviations, providing explanation and clarification when needed.

"Marker Inbound" Has Little Relevance to New Pilots
Photo by Lillian LeBlanc

Jargon and the newcomer

Using the example from our newsletter, it is easy to see how jargon can confuse a newcomer to a group. "Outer marker inbound" has specific meaning to a pilot of advanced skill who is familiar with the nuances of flying in clouds. However, a new private pilot may not realize that the announcement tells of an aircraft that is flying straight into the runway in use, and is about five miles away.

Business jargon may be specific to an industry or unique to an organization. Either way, it may confound new employees or confuse customers. They may be reluctant to ask for clarification, not wishing to be considered ignorant. Lack of understanding can lead to incorrect assumptions about the meaning of words. In some situations, the assumption might lead to incorrect action, or perhaps inaction when follow up is important.

It's easy to maintain awareness of jargon. Conduct a frequent vocabulary check to determine if words in use would have similar meaning outside the group or organization. If not, be prepared to eliminate use with newcomers or others unfamiliar to the group, or at least offer an explanation of these words and terms.

Acronym assumptions

Acronyms are shorthand and they are in widespread use within every group. The growth of social media has greatly expanded the use of acronyms, since abbreviations can rapidly convey complex concepts. This can be very useful if the acronym is logical or easily decoded.

Aviation is brimming with acronyms that are often exceedingly difficult to decipher. IMC, for example, refers to weather conditions that make it difficult or impossible to see outside the aircraft. It stands for "Instrument Meteorological Conditions." The acronym is puzzling unless one knows or can figure out that, in low or no visibility weather conditions, an airplane must be flown by reference to its flight instruments.

Every business has its own acronyms. Letters combine to describe meeting rooms, company-operating divisions, policies and practices. Acronyms flow easily and are extensively used in the workplace. It is important for new employees to become familiar and comfortable with this shorthand; some organizations have taken the extra step of creating glossaries to facilitate the newcomer's orientation. If such a guide doesn't exist at the organizational level, a leader may want to create one for new team members. Assume nothing when compiling the glossary. In my very first job, fresh out of college, my supervisor sent me a note prefaced with "FYI." I puzzled over this abbreviation that I had never before seen. Too embarrassed to ask my boss for an explanation, I was rescued by a kind coworker who explained that the note contained material that did not need action - it was simply for my information.

All of us can aid the cause of creating clarity for others by maintaining awareness of the terminology that we use and ensuring that explanation follows any special-use words or unique shorthand. Helping others to learn the native language of your group, industry or organization makes people feel welcomed and included. It can also enhance safety and facilitate problem resolution by creating an environment of understanding and openness.

Each post in this blog closes with additional resources for those who wish to expand understanding of the topic. Two light-hearted recommendations accompany this post: Aviation Acronyms, a collection of aviation alphabet terms compiled by Jason Schappert and Corporate Lingo Flashcards, published by Knock Knock. Each resource offers valuable information in an enjoyable format

Leadership and the Art of Landing

noreply@blogger.com (Lillian LeBlanc) — Sat, 30 Jul 2011 15:00:00 +0000

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.

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.

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.

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 20 Jul 2011 09:09:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 13 Jul 2011 09:40:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 06 Jul 2011 10:11:00 +0000

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.

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

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 29 Jun 2011 09:56:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Thu, 23 Jun 2011 00:12:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 15 Jun 2011 22:54:00 +0000

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

noreply@blogger.com (Lillian LeBlanc) — Wed, 08 Jun 2011 08:20:00 +0000

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

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.

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.

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?

noreply@blogger.com (Lillian LeBlanc) — Wed, 01 Jun 2011 10:15:00 +0000

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.

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

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.

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