Management styles in the Helicopter Industry
Thread Starter
Management styles in the Helicopter Industry
Joe Galloway, who was the news reporter on the ground at LZ Xray during the battle and whose book was the vehicle for Mel Gibson's film, "We Were Soldiers Once and Young" suggests these as being excellent management techniques.
Is there any reason these will not work in the helicopter industry?
What Joe has to say.....
I know most of you have studied leadership, have read those nifty books that teach you how to be a three-minute manager, or how to manage like Genghis Khan or Atilla the Hun. But I want to give you a run-through of the basic lessons I learned in combat. They will stand you in good stead in any walk of life:
— Always put your people first.
— Loyalty should flow down first; then it will come back up multiplied ten-fold.
— Lead your group on a search for excellence in everything. Neither give nor accept 2nd place trophies.
— Know that morale often depends on very small things.
— Respect every person’s dignity. Always!
— Always be ready to fight for your people.
— Lead by example.
— Reward performance.
— Counsel and discipline people in private. Do not humiliate them in public.
I would like to share with you a few other simple but important principles of leadership distilled by my friend and former employer, General Colin Powell, during his long service to our country.
— The day people stop bringing you their problems is the day you have stopped leading them. Open your door and encourage folks to come in with their ideas and opinions. Let them argue with you. The people in the field, in the trenches, in the boats, are closest to the problem and that is where real wisdom lies.
— Share the power. Plans don’t accomplish the work; people get things done. Immerse yourself in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained, and unleashed.
— Never neglect details. Good leaders delegate and empower others liberally—but they pay attention to the details. Believe in power down, but check up to make certain the power is being used to get the job done.
— The leader in the field is always right and the rear echelon wrong, unless proved otherwise. Shift power and accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.
Is there any reason these will not work in the helicopter industry?
What Joe has to say.....
I know most of you have studied leadership, have read those nifty books that teach you how to be a three-minute manager, or how to manage like Genghis Khan or Atilla the Hun. But I want to give you a run-through of the basic lessons I learned in combat. They will stand you in good stead in any walk of life:
— Always put your people first.
— Loyalty should flow down first; then it will come back up multiplied ten-fold.
— Lead your group on a search for excellence in everything. Neither give nor accept 2nd place trophies.
— Know that morale often depends on very small things.
— Respect every person’s dignity. Always!
— Always be ready to fight for your people.
— Lead by example.
— Reward performance.
— Counsel and discipline people in private. Do not humiliate them in public.
I would like to share with you a few other simple but important principles of leadership distilled by my friend and former employer, General Colin Powell, during his long service to our country.
— The day people stop bringing you their problems is the day you have stopped leading them. Open your door and encourage folks to come in with their ideas and opinions. Let them argue with you. The people in the field, in the trenches, in the boats, are closest to the problem and that is where real wisdom lies.
— Share the power. Plans don’t accomplish the work; people get things done. Immerse yourself in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained, and unleashed.
— Never neglect details. Good leaders delegate and empower others liberally—but they pay attention to the details. Believe in power down, but check up to make certain the power is being used to get the job done.
— The leader in the field is always right and the rear echelon wrong, unless proved otherwise. Shift power and accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.
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Those words are the purest pearls of wisdom and advice I've heard in a very long time. Articulates the motivational reason and rational why we strive to be professional in all aspects that we encounter. I love this forum!
I know one helicopter company where these principles are used and it works.
The problem is, that so few people have the talent and the personality to lead in this way. You can learn some techniques, but you need some talent, too. Unfortunately most bosses of helicopter companies I met, do not have this talent. Too many use this business for there personal satisfaction. Helicopters are sexy in the eye of the public (not the noise). Or there are those who do not understand the business. This is a disadvantage in any other business, too.
Especially in change management, as a leader you should rather keep the people who know the business and the company and fire the outsiders. The old girls and guys will learn quicker modern management techniques then newcomers the business during a difficult time.
Ups, have to stop. Most lovely girl in the world must go to bed now.
Where was I? Ah, yes.
All that was mentioned are well known techniques for efficient leadership. Some of them date back centuries. You learn them during any course about leadership, but there are so few who are capable to use them. Too many machos around. Too many think they know all, too few realize that they have to know the person in the company who knows best about the subject in question. A good leader knows how to ask, how to delegate and how to motivate. And he/she is never late and has always enough time. Leading is a bit like flying. Don't rush, use the available resources and stay ahead of the situation.
And last but not least, I would even say "most important": You have to like people, you have to respect them and you must be able to admit when you made a mistake. Then they will respect you. You can not buy respect.
This all sounds very nice, but it is difficult. One reason is, that you as the leader gets all the blame. You will be responsible if the business plan fails. But if it works out. You will only be part of a team.
PS: CRM is NOT the ideal tool for leadership. It is perfect in a cockpit, but it is not so good in the "normal" life.
The problem is, that so few people have the talent and the personality to lead in this way. You can learn some techniques, but you need some talent, too. Unfortunately most bosses of helicopter companies I met, do not have this talent. Too many use this business for there personal satisfaction. Helicopters are sexy in the eye of the public (not the noise). Or there are those who do not understand the business. This is a disadvantage in any other business, too.
Especially in change management, as a leader you should rather keep the people who know the business and the company and fire the outsiders. The old girls and guys will learn quicker modern management techniques then newcomers the business during a difficult time.
Ups, have to stop. Most lovely girl in the world must go to bed now.
Where was I? Ah, yes.
All that was mentioned are well known techniques for efficient leadership. Some of them date back centuries. You learn them during any course about leadership, but there are so few who are capable to use them. Too many machos around. Too many think they know all, too few realize that they have to know the person in the company who knows best about the subject in question. A good leader knows how to ask, how to delegate and how to motivate. And he/she is never late and has always enough time. Leading is a bit like flying. Don't rush, use the available resources and stay ahead of the situation.
And last but not least, I would even say "most important": You have to like people, you have to respect them and you must be able to admit when you made a mistake. Then they will respect you. You can not buy respect.
This all sounds very nice, but it is difficult. One reason is, that you as the leader gets all the blame. You will be responsible if the business plan fails. But if it works out. You will only be part of a team.
PS: CRM is NOT the ideal tool for leadership. It is perfect in a cockpit, but it is not so good in the "normal" life.
Last edited by Rotorbee; 29th Mar 2005 at 17:46.
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But there is no leadership in this business other than in the cockpit. So does it really matter what Mr. Beanie thinks when he is looking at the minimum cost. 
I've actually overheard a beanie complaining of the cost of AOG, and subsequently asking the meaning of this word. There is the real problem in the industry today.
I've actually overheard a beanie complaining of the cost of AOG, and subsequently asking the meaning of this word. There is the real problem in the industry today.
This Mr. Beanie is exactly the outsider you should fire. By the way, he is one of the lets say "not so clever" beanies.
The first question should never be what it costs. First ask about the return of the investment.
And from here it is getting a bit more difficult....
The first question should never be what it costs. First ask about the return of the investment.
And from here it is getting a bit more difficult....
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SASless et al
It's inspiring - even to an old shag - to read those words. Makes you want to 'summon up the blood' and 'take on the world'.
The problem is that 'management' is a bit more complicated than 'leadership'. I would aspire to all of those ambitions as a leader but in my experience the commercial world is not very supportive when it comes to 'loyalty that flows down'. It is almost impossible to run a business that way. In the field of middle management you wouldn't last five minutes before you were replaced by someone who did exactly what the big boss wanted. It's bloody hard trying to balance the demands 'up' and 'down' and with no military structure to back you up plus our industry's abysmal record on the training of managers we have to rely 100% on the 'sink or swim 'philosophy' when choosing our management material.
There are times when we need and respect strong 'no-nonsense', 'go-get-um' management that tramples on individuals, builds an industry out of nothing and does so at the expense of morals and standards - but I don't think that's where we are today.
We need experienced people who have had the chance of a management education and who are led by equally experienced and sympathetic directors that understand that making mistakes is just another part of the learning process.
True, the 'Nelson touch' can never be learnt. You either have it or you don't, but what makes OUR lives, as working aviators in a 'big-bucks' industry better or worse is people who know their job and can talk to their people.
Please - no more nightmares of sharp suited bean-counters in far off glass towers. In my book they don't even qualify to speak about the business unless and until they have been in the back with you after 8 hours in the saddle or on a night shuttle of 15 plus sectors in the p***ing rain in a machine thats got windscreen wipers that don't cover the patch you need to look through to make the deck landing.
It's inspiring - even to an old shag - to read those words. Makes you want to 'summon up the blood' and 'take on the world'.
The problem is that 'management' is a bit more complicated than 'leadership'. I would aspire to all of those ambitions as a leader but in my experience the commercial world is not very supportive when it comes to 'loyalty that flows down'. It is almost impossible to run a business that way. In the field of middle management you wouldn't last five minutes before you were replaced by someone who did exactly what the big boss wanted. It's bloody hard trying to balance the demands 'up' and 'down' and with no military structure to back you up plus our industry's abysmal record on the training of managers we have to rely 100% on the 'sink or swim 'philosophy' when choosing our management material.
There are times when we need and respect strong 'no-nonsense', 'go-get-um' management that tramples on individuals, builds an industry out of nothing and does so at the expense of morals and standards - but I don't think that's where we are today.
We need experienced people who have had the chance of a management education and who are led by equally experienced and sympathetic directors that understand that making mistakes is just another part of the learning process.
True, the 'Nelson touch' can never be learnt. You either have it or you don't, but what makes OUR lives, as working aviators in a 'big-bucks' industry better or worse is people who know their job and can talk to their people.
Please - no more nightmares of sharp suited bean-counters in far off glass towers. In my book they don't even qualify to speak about the business unless and until they have been in the back with you after 8 hours in the saddle or on a night shuttle of 15 plus sectors in the p***ing rain in a machine thats got windscreen wipers that don't cover the patch you need to look through to make the deck landing.
Avoid imitations
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Dream on! More like:
"Don't bring me problems, only bring me answers". (Too many pax, too much baggage, no refuel stop built in).
"You wait here, I'm going for lunch". (Hey, boss, how about you bring us some breakfast when you come back - have you any idea we're we're even going to miss dinner tonight and we'll be up too early for breakfast tomorrow?).
"Pilots are role equipment, just switch on the aircraft battery and away they go".
"Don't bring me problems, only bring me answers". (Too many pax, too much baggage, no refuel stop built in).
"You wait here, I'm going for lunch". (Hey, boss, how about you bring us some breakfast when you come back - have you any idea we're we're even going to miss dinner tonight and we'll be up too early for breakfast tomorrow?).
"Pilots are role equipment, just switch on the aircraft battery and away they go".
The problem is that 'management' is a bit more complicated than 'leadership'. I would aspire to all of those ambitions as a leader but in my experience the commercial world is not very supportive when it comes to 'loyalty that flows down'. It is almost impossible to run a business that way. In the field of middle management you wouldn't last five minutes before you were replaced by someone who did exactly what the big boss wanted.
Some years later I noted in Flight that he had become the first MD of the newly merged Augusta-Westland - I believe he still is.
So it is possible, but without doubt he had to get all the nauseating detail of management right as well.
G
Not enough $$$ ...
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Viscount Slim, Governor General of Australia from 1953 to 1960:
There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation, of statistics, of methods, timetables and routine; its practice is a science. Managers are necessary. Leaders are essential.
--
Leadership is also about being adaptable, understanding the true concept of teamwork, having self-confidence, integrity and consistency.
If only we could all be leaders ...
There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, more a matter of accurate calculation, of statistics, of methods, timetables and routine; its practice is a science. Managers are necessary. Leaders are essential.
--
Leadership is also about being adaptable, understanding the true concept of teamwork, having self-confidence, integrity and consistency.
If only we could all be leaders ...
Thread Starter
Bert,
You never did think far ahead....the primary rule is always owe the engineer/mechanic/crew chief money....that way he will look at the aircraft a little bit closer each day. Otherwise he takes a certain loss financially if you don't come back.
You never did think far ahead....the primary rule is always owe the engineer/mechanic/crew chief money....that way he will look at the aircraft a little bit closer each day. Otherwise he takes a certain loss financially if you don't come back.
Ah, but the NHS has in all likelihood succeeded in killing far more people than Colin Powell, so they probably consider themselves ahead of the game.
I'll get my coat
G
I'll get my coat
G
MS in the helicopter industry
The original question posed was 'management styles' in the heli.industry. Leading companies in their field manage by consensus these days, do we have that in this industry or do we remain in the 'classic' mould of 'carrot & stick' coupled with 'information is power' resulting in plenty of 'stick' but not very much in the way of 'carrots'!, leading inevitably to a de-motivated workforce constantly on the move.
How can this be changed to something more positive. Should we look at how our managers are selected & trained for instance. Almost invariably within British circles, managers are selected utilising the 'safe pair of hands' criteria or put another way, doing what the Board want, when they want it. This has led to 'self replication' of PLT's being recruited(people like them) when what is needed are a whole bunch of PLM's to shake the tree i.e.people like me!
How has this approach worked in practice? Not very well it would seem in the offshore industry. Not one UK operator remains in British hands, all have been taken over. (Yes, I know we still have a re-emergent Bond but the jury is still out on that). BHL is a shadow of it's former self with all strings being pulled from the southern USA. It wasn't always so, when those entrepreneurs with charisma/bombast & leadership were in charge, but could they manage? In the case of Alan Bristow seemingly not as the inquiry into the origins of the 1977 dispute at Aberdeen pointed out. Is this a problem in only the British run parts of the industry or is this a world-wide problem? Recent reports suggest that at the current rate of attrition in UK manufacturing industry, the UK will not have any industry at all by 2015! No other leading country has gone this way, is management to blame for this state of affairs & if so does it matter?
I leave you with one last heretical thought: "error prone people do, of course, exist, but they seldom remain at the hazardous sharp end for very long. Quite often, they get promoted to management"!
with fraternal greetings, ambi
PS: I forgot to add-management frequently overestimate their own abilities & underestimate everyone else's. True or False?
PPS: The news to-day is that MG-Rover has collapsed into Receivership with the loss of 6,000 jobs & countless more in the West Midlands component industry, perhaps to be picked up for a 'song' by the Chinese without the pension liabilities attached!
Another 'nail in the coffin' of British management or just bad luck/timing?
How can this be changed to something more positive. Should we look at how our managers are selected & trained for instance. Almost invariably within British circles, managers are selected utilising the 'safe pair of hands' criteria or put another way, doing what the Board want, when they want it. This has led to 'self replication' of PLT's being recruited(people like them) when what is needed are a whole bunch of PLM's to shake the tree i.e.people like me!
How has this approach worked in practice? Not very well it would seem in the offshore industry. Not one UK operator remains in British hands, all have been taken over. (Yes, I know we still have a re-emergent Bond but the jury is still out on that). BHL is a shadow of it's former self with all strings being pulled from the southern USA. It wasn't always so, when those entrepreneurs with charisma/bombast & leadership were in charge, but could they manage? In the case of Alan Bristow seemingly not as the inquiry into the origins of the 1977 dispute at Aberdeen pointed out. Is this a problem in only the British run parts of the industry or is this a world-wide problem? Recent reports suggest that at the current rate of attrition in UK manufacturing industry, the UK will not have any industry at all by 2015! No other leading country has gone this way, is management to blame for this state of affairs & if so does it matter?
I leave you with one last heretical thought: "error prone people do, of course, exist, but they seldom remain at the hazardous sharp end for very long. Quite often, they get promoted to management"!
with fraternal greetings, ambi
PS: I forgot to add-management frequently overestimate their own abilities & underestimate everyone else's. True or False?
PPS: The news to-day is that MG-Rover has collapsed into Receivership with the loss of 6,000 jobs & countless more in the West Midlands component industry, perhaps to be picked up for a 'song' by the Chinese without the pension liabilities attached!
Another 'nail in the coffin' of British management or just bad luck/timing?
Last edited by ambidextrous; 8th Apr 2005 at 07:43.
Thread Starter
Welcome back Ambi...
Another view of management selection..."NLT"....Not like them....smarter,more capable than the supervisor doing the rating of the employee. The advice given is usually ...promote no competition. Anyone that "threatens or challenges" must be trod upon and not helped up or forward.
Another view of management selection..."NLT"....Not like them....smarter,more capable than the supervisor doing the rating of the employee. The advice given is usually ...promote no competition. Anyone that "threatens or challenges" must be trod upon and not helped up or forward.
Nigerian In Law
In our industry, as a small (very small) fish, I think one problem can be promotion from within. The engineers have long had an adage that a good engineer does not necessarily make a good Chief Engineer. This appears to be the case with management, i.e. a good Chief Pilot may not be so good at the "wider picture" stuff if he goes up to Area Manager or Director level.
Of course the perception of a good pilot/engineer/Chief Pilot or Engineer often varies depending upon the angle from which they are viewed, i.e. from above or below. Nowadays a Chief who shafts his/her people but comes up with the goods for the client while saving the manager's money is viewed by them as good but not by his staff, however he/she would stand a good chance of being promoted to maybe become what they regard as a good manager/director, again not a view that would be shared by the grunts. If a Chief manages to take care of his/her people it will often be at the cost of some small service to the client and/or cost to his/her employer, so while his/her people may love, respect, go the extra 10% for and be loyal to him/her, the bosses may think otherwise.
I don't understand why the big operators don't headhunt good board members like other industries, in particular the retail sector. Then at least they would be there on proven merit, not through politics, family connections or because they shafted others to rise.
The hamster has left the building.............
Of course the perception of a good pilot/engineer/Chief Pilot or Engineer often varies depending upon the angle from which they are viewed, i.e. from above or below. Nowadays a Chief who shafts his/her people but comes up with the goods for the client while saving the manager's money is viewed by them as good but not by his staff, however he/she would stand a good chance of being promoted to maybe become what they regard as a good manager/director, again not a view that would be shared by the grunts. If a Chief manages to take care of his/her people it will often be at the cost of some small service to the client and/or cost to his/her employer, so while his/her people may love, respect, go the extra 10% for and be loyal to him/her, the bosses may think otherwise.
I don't understand why the big operators don't headhunt good board members like other industries, in particular the retail sector. Then at least they would be there on proven merit, not through politics, family connections or because they shafted others to rise.
The hamster has left the building.............
management styles
PPS: The news to-day is that MG-Rover has collapsed into Receivership with the loss of 6,000 jobs & countless more in the West Midlands component industry, perhaps to be picked up for a 'song' by the Chinese without the pension liabilities! Another 'nail in the coffin' of British management styles or just bad luck/timing?
