I just got back from an overseas work trip yesterday. Those who are close to me know that I have an interest in aviation from my childhood. I still have vivid memories of the excitement of my first visit to the cockpit when I was about 8 years of age. Since then, I visited the cockpit on almost every flight I took until 9/11 changed the security protocols. However, they still allow visits while the aircraft is on the ground and if the pilots are not too busy. I was very happy to find such moment last week.
While I was talking with the flight crew, I couldn’t help noticing the conceptual similarities between flying an aircraft and leading a factory/team. Think about how disciplined you are when it comes the following practices:
Strategic Planning: Pilots and crew meet ahead of the flight to prepare their flight plan. They also establish back-up plans, identify alternative landing locations, calculate extra fuel requirements to prepare for known and unknown scenarios. In business, we conduct SWOT analysis and create annual plans. Do you always, explore and calculate potential obstacles and risks proactively or are those dealt with reactively?
Clear accountability: Under normal conditions, the captain and the first-officer discus who is actually ‘flying’ and who is ‘monitoring’. The duties are different for each role. However, if any emergency situation arises, there is a clear call from the captain who will take over the control, by stating ‘my plane’ and the other will respond by stating ‘your plane’. In business it is common for leaders to delegate responsibility to share the load with the team and also help them grow. Do you take over the decision making during turbulent times, especially those that can have major impact to help your team?
Check Points: At key intersections along the flight path, known as weigh points, both the captain and the first officer perform manual calculations on critical data and cross check them against the computer-generated calculations. If all three are not in alignment, they cross check again and make necessary adjustments. This ensures that the flight arrives at the correct location at the estimated time. In business, we have monthly and quarterly reviews to ensure alignment and make any necessary course corrections. Are your teams diligent and critical to challenge each other if the actual results are not in line to the plan and make course corrections?
Discipline: When a flight is below 10,000 feet, captain and first officer adhere to the sterile cockpit standard. Under this standard, only matters that a flight critical are discussed and attended to. So, one doesn’t discuss weekend family plans during take-offs or landings. In business, daily and weekly huddle meetings are business critical to ensure a smooth operation and expedite urgent matters to prevent escalations. How disciplined are your teams during these meetings to stick to an agenda, abide by a code-of-conduct, get the right people to attend and have an effective conversation without phone distractions?
Measure meaningful metrics: On time departure is one of the key metrics that airlines measure and compare with each other. However, for passengers on time arrival is far more important than departure, especially if you have connecting flights. My flight was 45 min late leaving Sydney but arrived at the destination (after 14 hrs of flying) only 7min delayed to scheduled time. Good work in the cockpit! With manufacturing businesses, many measure delivery in full and on time metric (DIFOT). However, have you checked what your quality complaints are or lead times are? What you measure, despite being popular in the industry may not be the most important factor to your customers.
Quick Question – What will it take to land your next 12 month strategic plan on time?
