AIrservices CEO resigns
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AIrservices CEO resigns
This just in:
I regretfully advise that Margaret Staib has decided not to seek another term and to resign from her positon of Chief Executive Officer for personal and health reasons, effective from 10 August 2015.
Margaret has made a significant contribution to the organisation and industry and has achieved considerable successes during her term.
On behalf of Airservices Australia, I would like to thank Margaret for her service and contribution.
Mr Jason Harfield has been appointed as Airservices’ Acting CEO to assist with the transition of Ms Staib’s responsibilities until a successor to the role of CEO has been appointed.
We will more formally acknowledge Margaret’s contribution on her return from leave.
Margaret will be missed and I wish her all the best for the future.
Air Chief Marshal Sir Angus Houston, AK, AFC (Ret’d)
Chair
Airservices Australia
I regretfully advise that Margaret Staib has decided not to seek another term and to resign from her positon of Chief Executive Officer for personal and health reasons, effective from 10 August 2015.
Margaret has made a significant contribution to the organisation and industry and has achieved considerable successes during her term.
On behalf of Airservices Australia, I would like to thank Margaret for her service and contribution.
Mr Jason Harfield has been appointed as Airservices’ Acting CEO to assist with the transition of Ms Staib’s responsibilities until a successor to the role of CEO has been appointed.
We will more formally acknowledge Margaret’s contribution on her return from leave.
Margaret will be missed and I wish her all the best for the future.
Air Chief Marshal Sir Angus Houston, AK, AFC (Ret’d)
Chair
Airservices Australia
You don't want "someone who knows about aviation" you want someone who knows how to run a successful organisation!
The CEO needs to know just enough "aviation" to understand what she does NOT know about aviation. Her job is to create the conditions under which her people can succeed in what they are supposed to do.
Paraphrased from a very clever and brave acquaintance who went all the way from being a programmer to a directorship of a major Australian bank.
The CEO needs to know just enough "aviation" to understand what she does NOT know about aviation. Her job is to create the conditions under which her people can succeed in what they are supposed to do.
Paraphrased from a very clever and brave acquaintance who went all the way from being a programmer to a directorship of a major Australian bank.
Unfortunately, when the people:
- don't know what they are supposed to do, or
- have the wrong understanding of what they are supposed to do,
creating the conditions in which they can succeed in achieving what they are supposed to do merely causes mayhem.
It isn't helped if the CEO, too, doesn't know or has the wrong understanding of what the organisation is supposed to do.
CASA AVMED is the classic example - mostly people labouring under the misapprehension that what they are supposed to do is impose their pet theories and projects on the aviation community, while labouring under the misapprehension that they're not doing more damage than good. It's been left to create this mayhem by CEOs without much of an idea about what AVMED is supposed to do.
Airservices seems to me to be an organisation in which the professional air traffic controllers simply do their best to survive and provide the best service they can, despite the circus at executive level. Staib didn't have a chance. It was obvious from the first Senate Committee hearing. Not so much because it was clear that she was abysmally briefed, but more because it was clear that her executive had made a deliberate decision to leave her exposed. And it subsequently became clear that embarrassing Staib was about the only matter on which the executive was united.
The problem with putting senior ADF officers in these positions is that ADF officers come from a background in which the people around them are generally loyal, genuinely respectful and generally committed to supporting each other to achieve a common and altruistic goal. It doesn't work when you expect them to, for example, "lead" a bunch of self-interested, back-stabbing sociopaths and narcissists. Just doesn't work. They won't be lead. They're not motivated by the things that motivate the people in the ADF. Venus/Mars stuff.
- don't know what they are supposed to do, or
- have the wrong understanding of what they are supposed to do,
creating the conditions in which they can succeed in achieving what they are supposed to do merely causes mayhem.
It isn't helped if the CEO, too, doesn't know or has the wrong understanding of what the organisation is supposed to do.
CASA AVMED is the classic example - mostly people labouring under the misapprehension that what they are supposed to do is impose their pet theories and projects on the aviation community, while labouring under the misapprehension that they're not doing more damage than good. It's been left to create this mayhem by CEOs without much of an idea about what AVMED is supposed to do.
Airservices seems to me to be an organisation in which the professional air traffic controllers simply do their best to survive and provide the best service they can, despite the circus at executive level. Staib didn't have a chance. It was obvious from the first Senate Committee hearing. Not so much because it was clear that she was abysmally briefed, but more because it was clear that her executive had made a deliberate decision to leave her exposed. And it subsequently became clear that embarrassing Staib was about the only matter on which the executive was united.
The problem with putting senior ADF officers in these positions is that ADF officers come from a background in which the people around them are generally loyal, genuinely respectful and generally committed to supporting each other to achieve a common and altruistic goal. It doesn't work when you expect them to, for example, "lead" a bunch of self-interested, back-stabbing sociopaths and narcissists. Just doesn't work. They won't be lead. They're not motivated by the things that motivate the people in the ADF. Venus/Mars stuff.
The problem with putting senior ADF officers in these positions is that ADF officers come from a background in which the people around them are generally loyal, genuinely respectful and generally committed to supporting each other to achieve a common and altruistic goal. It doesn't work when you expect them to, for example, "lead" a bunch of self-interested, back-stabbing sociopaths and narcissists. Just doesn't work. They won't be lead. They're not motivated by the things that motivate the people in the ADF. Venus/Mars stuff.
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Hoody is the only player left with any credibility. His sojourn to CASA during the Russell years was well played.
He just needs to ditch Rodwell, Harfield, Clark et.al and he might be able to accomplish something good.
He just needs to ditch Rodwell, Harfield, Clark et.al and he might be able to accomplish something good.
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Hoody would be a good choice. Knows the business and doesnt compromise safety. Too many kids in the executive what with their personal vendettas and black lists. They should try running a company.
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Watch that series of youtube videos - senate rural and regional affairs and transport legislation committee.
Not impressed with a single one of the senators either. Not one.
Not impressed with a single one of the senators either. Not one.
Last edited by ramble on; 3rd Aug 2015 at 07:50.
