Mentoring new FO's and Captains
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Mentoring new FO's and Captains
I have been tasked with coming up with a mentoring program for our line check airman to use during the training of our new co-pilots and Captains during their initial line flying training.
I am on a check airman on a narrow body fleet at a legacy airline (that used to be a pejorative term..) , there fore the co-pilots we train are new to our airline but not new to flying. The Captains we train are very experienced at our airline but with no experience in the left seat.
Much has been written about mentoring (I have read it) but it is difficult to apply those lessons to our industry, so thus my questions:
What is the objective of mentoring pilots?
How should we mentor new pilots to our airline but pilots who are not inexperienced?
How do we make this effort meaningful to those we are to mentor - how do we make it 'stick'?
Short answers and anecdotes are encouraged. Negative experiences as well. Thank you very much for your input.
I am on a check airman on a narrow body fleet at a legacy airline (that used to be a pejorative term..) , there fore the co-pilots we train are new to our airline but not new to flying. The Captains we train are very experienced at our airline but with no experience in the left seat.
Much has been written about mentoring (I have read it) but it is difficult to apply those lessons to our industry, so thus my questions:
What is the objective of mentoring pilots?
How should we mentor new pilots to our airline but pilots who are not inexperienced?
How do we make this effort meaningful to those we are to mentor - how do we make it 'stick'?
Short answers and anecdotes are encouraged. Negative experiences as well. Thank you very much for your input.
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Just a Wild Thought...
"What is the objective of mentoring pilots?
How should we mentor new pilots to our airline but pilots who are not inexperienced?
How do we make this effort meaningful to those we are to mentor - how do we make it 'stick'?
Well beyond my flying, I spent 30+ years teaching in a very different profession. I hope this helps...
Q1: What it the objective... I believe that the real objective to teaching the experts to Shut Up and Learn to listen. The senior should and must speak, but only after the junior has fully expressed him/herself. They may not enjoy our experience, but the vast majority are NOT fools. If their briefing or plan needs a tweak or two, hear them out fully and only then make a polite correction if necessary. Listen, think and only then comment.
Q2: See response to Q1. Shut up, listen and think before speaking. If experienced pilots need a little company-based redirection, listen first and you'll have a lot less teaching to do.
Q3: Give the mentors some space to respect the skills and knowledge that you pilot already holds. Listen (See Q1 and Q2) then think. In the end, it is far less work for the mentors, having to directly instruct what amounts to but a small 'differences' course. Let them Glow a little bit and they will Grow. Beat them and tell them tell them that they are WRONG, and they will do the minimum necessary to pass, hate the company and cancel the Critical Thinking switch in favor of qualification and continued employment. Which type of pilot do you want flying for your airline?
How should we mentor new pilots to our airline but pilots who are not inexperienced?
How do we make this effort meaningful to those we are to mentor - how do we make it 'stick'?
Well beyond my flying, I spent 30+ years teaching in a very different profession. I hope this helps...
Q1: What it the objective... I believe that the real objective to teaching the experts to Shut Up and Learn to listen. The senior should and must speak, but only after the junior has fully expressed him/herself. They may not enjoy our experience, but the vast majority are NOT fools. If their briefing or plan needs a tweak or two, hear them out fully and only then make a polite correction if necessary. Listen, think and only then comment.
Q2: See response to Q1. Shut up, listen and think before speaking. If experienced pilots need a little company-based redirection, listen first and you'll have a lot less teaching to do.
Q3: Give the mentors some space to respect the skills and knowledge that you pilot already holds. Listen (See Q1 and Q2) then think. In the end, it is far less work for the mentors, having to directly instruct what amounts to but a small 'differences' course. Let them Glow a little bit and they will Grow. Beat them and tell them tell them that they are WRONG, and they will do the minimum necessary to pass, hate the company and cancel the Critical Thinking switch in favor of qualification and continued employment. Which type of pilot do you want flying for your airline?
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What exactly are you looking for?
Before you start a mentoring programme, I think you should decide what sort of pilot/employee you are looking for. Once you have decided that, then the programme can be written.
I'm presuming all of your pilot's can fly (That's not the case with every airline!). That they know various bits of aviation law. But I bet they are not natural managers nor do they know what do to when things go wrong from a people side of things. I'll also guarantee they don't know how their company works nor what their company wants of them. They might also be lacking knowledge regarding civil law as it relates to aviation and the niceties of how to minimise exposure to (social media?) criticism when the inevitable happens. If they fly internationally, a good grounding in what happens overseas (legally, culturally, etc.) might also be useful. I'll also suggest they don't know what help is available to them when they need it nor where they should go when it is required.
So when you know what sort of pilot you want, a programme can be written to move your guys from where they are now to where you want them to be.
PM
I'm presuming all of your pilot's can fly (That's not the case with every airline!). That they know various bits of aviation law. But I bet they are not natural managers nor do they know what do to when things go wrong from a people side of things. I'll also guarantee they don't know how their company works nor what their company wants of them. They might also be lacking knowledge regarding civil law as it relates to aviation and the niceties of how to minimise exposure to (social media?) criticism when the inevitable happens. If they fly internationally, a good grounding in what happens overseas (legally, culturally, etc.) might also be useful. I'll also suggest they don't know what help is available to them when they need it nor where they should go when it is required.
So when you know what sort of pilot you want, a programme can be written to move your guys from where they are now to where you want them to be.
PM
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IMHO one successful way of describing our primary objective in aviation is as "Energy managers"
This not only applies to the overall control of the aircraft,in every phase of a flight,as in "are we correctly configured now,or in the near future,to handle what is about to occur" be it taxiing out in adverse conditions,(flaps,engine anti ice),or about to traverse an area of CB activity,(turbulence penetration speed,weather radar monitoring,pitch attitude and N1 for level flight)..use of improved climb takeoff performance with gusting tailwind,etc...(not much runway left for the stopping case).
Today,more than ever before,it applies to managing and monitoring the energy,..good,or bad,..of the passengers,too.....a very reactive,social media-savvy captive audience..
It still dismays me that we hear very little from the cockpit of some large airlines,when longer that normal delays occur,during taxi for takeoff..or after passing through violent wake on departure,arrival or enroute..
You may successfully land your craft,with serious defects,...however,the passengers perception of what you have just done, will determine how they tweet,Twitter,Pprune to the World....
Passenger energy is now a very important subject,in my opinion,which,if mishandled,can cause your airline serious damage...
Just remember,what you say in your PA can and will be used for,or against you,and you can bet your bottom dollar that someone will record it,and put it out there..
To quote.."We don't want to die".... I think cabin staff will also be more included in this skill as time goes by, as they are the often poorly treated face of the airline....sorry...rambling off subject!
This not only applies to the overall control of the aircraft,in every phase of a flight,as in "are we correctly configured now,or in the near future,to handle what is about to occur" be it taxiing out in adverse conditions,(flaps,engine anti ice),or about to traverse an area of CB activity,(turbulence penetration speed,weather radar monitoring,pitch attitude and N1 for level flight)..use of improved climb takeoff performance with gusting tailwind,etc...(not much runway left for the stopping case).
Today,more than ever before,it applies to managing and monitoring the energy,..good,or bad,..of the passengers,too.....a very reactive,social media-savvy captive audience..
It still dismays me that we hear very little from the cockpit of some large airlines,when longer that normal delays occur,during taxi for takeoff..or after passing through violent wake on departure,arrival or enroute..
You may successfully land your craft,with serious defects,...however,the passengers perception of what you have just done, will determine how they tweet,Twitter,Pprune to the World....
Passenger energy is now a very important subject,in my opinion,which,if mishandled,can cause your airline serious damage...
Just remember,what you say in your PA can and will be used for,or against you,and you can bet your bottom dollar that someone will record it,and put it out there..
To quote.."We don't want to die".... I think cabin staff will also be more included in this skill as time goes by, as they are the often poorly treated face of the airline....sorry...rambling off subject!
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Thanks to all of you for your replies and insights. Another aspect I think we will have to address is the generational change taking place at our airline. All U.S based legacy carriers are hiring at a break neck pace after at least a decade of little or no hiring. How does a 55-60 year old Captain relate to a 30-35 year old co-pilot? Can he? How well was that handled in the past? I remember a few experiences as a new 727FE which were less than positive with an old 'crusty' Captain (ha-now I am that old crusty
)
Again thanks, I have found several other threads which will help as well.
)Again thanks, I have found several other threads which will help as well.
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How does a 55-60 year old Captain relate to a 30-35 year old co-pilot?
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@Piltdown Man
@P.M. Very much liked your note from 02-05. IMHO, you mailed it. Truth is that many/most of today's staff are younger (than we are), and learning to relate to them is essential to any small team operation. -NFZ
Last edited by No Fly Zone; 6th Feb 2016 at 18:55. Reason: Spelling
