“Take care of our people; they in turn will deliver the impeccable service demanded by our customers, who will reward us with the profitability necessary to secure our future. People–Service–Profit these three words are the very foundation of Federal Express.” -Federal Express Manager’s Guide
ServiceElementsis proud to offer a free webinar for unemployed aviation professionals seeking employment
ServiceElements is working with NBAA Regional Aviation groups to raise money for scholarships.
Call us and ask how we can help your organization!
ServiceElements Workshop in a Hangar in Salt Lake City, UT
Providing Scholarships for Aviation Students
If you know of a student in Business Aviation who is studying in Arizona, please refer them to the Arizona Business Aviation Association (AZBAA) website for an application to apply for a scholarship toward their education.
Adapted from “Reframing Organizations” by Bolman & Deal
Build and implement a “people strategy”.
Develop a shared philosophy for managing people.
Build systems & practices to implement philosophy.
Hire the right people.
Know what you want.
Promote from within.
Share the wealth.
Invest in them.
Invest in learning.
Create development opportunities.
Provide information and support.
Encourage autonomy and participation.
Foster self-managing teams.
Be explicit and consistent about the diversity policy.
Hold Managers accountable.
Dear Aviation Colleagues:
We have a busy month coming up with NBAA Schedulers & Dispatchers Conference February 7-12th in Ft. Worth and NBAA Leadership Conference February 12-14th in Miami!
It is hard to believe that two years have already gone by since I was co-Chair for the Leadership Conference. Each year it gets more outstanding with regard to the topics, speakers, and number of people attending. This year the topic is “Strength and Courage”. The speakers include a professional surfer from South Africa, the woman who lead the first ALL woman climbing expedition up Mt. Everest, a Vietnam Attack pilot, a police officer/combat pilot (who also happens to be a woman!), a journalist from Esquire magazine, and others who relate courage and leadership skills to what they do and have done AND what we can do to be better/more courageous leaders.
There are still sponsorship opportunities left for the NBAA Leadership Conference and it is not too late to sign up as an attendee. Join us!
Please read and enjoy our latest article on how to build a people culture in your organization. We give you some strategies on how to move in that direction, if you are not already. We are also always ready to assist if you want more information or in-depth, customized training for your team.
Be safe in your travels if you are going to Ft. Worth and Miami. Let’s make it another great year for B&GA.
President & Facilitator
Look for Christine, Michelle & the rest of the ServiceElements’ Team:
at NBAA S&D and NBAA Leadership Conferences in February 2017
Making A People Organization
By Christine Hill
Building a culture of people as a strategy can make an exemplary organization. Aircrafts cost a significant amount of money and the loss of one or loss of use of one costs a pretty penny. However, we have found in working with organizations across the Business and General Aviation/Aerospace industry spectrum that the single biggest loss of resource that organizations suffer every day is a result of the way that their people spend their energy.
In many organizations, most people are spending their time and energy covering up their weaknesses, managing other people’s impressions of them, playing politics, hiding their inadequacies, hiding their uncertainties and hiding their limitations. This has major implications in flight departments, maintenance shops, OEMs, FBOs, Charter organizations and all the other types of businesses in B&GA (and aerospace), not only for their service culture, but also for their safety culture.
The organizations that are unleashing the potential of their people through people development are the ones that are realizing their organizational potential. These organizations are taking development to scale so that everyone in the organization — front line, managers/supervisors and leaders alike-has the opportunity to develop.
Now consider the drag or cap on personal development we create by hiding our weaknesses rather than having a regular opportunity to overcome them. In fact, research shows that the single biggest cause of work burnout is not work overload, but working too long without experiencing your own personal development.
This world is increasingly volatile, uncertain, complex, and ambiguous. Therefore, organizations naturally need to expect more, and not less, of themselves and the people who work for them. On the technical side in aviation, training and development of technical skills is mandated for particular professions (pilots, maintenance professionals, schedulers, etc.) But our familiar organizational design for other types of development other than what is required, fails to match that need for personal development/improvement.
Organizations that intentionally and continuously nourish a culture that puts business and individual development-and the way each one supports the other-front and center for everyone, every day will reap the benefits of better service delivery to their external customers and also find that their culture of safety comes more naturally and effortlessly.
Once leadership has made the decision to build systems and practices that promote this philosophy, it is important to hire the right people. Knowing exactly what kind of team members will fit the culture; being selective is imperative.
Be sure to keep that team once you have them! Reward them well. Protect their jobs. Promote from within and be sure to share the wealth. It is important to recognize the high cost of turnover, especially in this industry. Turnover in some jobs and industries can run over 100 percent a year. Turnover hurts performance, not only because of the cost of hiring and training and replacement, but newcomers’ lack of experience and skills can increase errors and reduce efficiency. At FedEx, 90 percent of its managers started in nonmanagerial jobs. Promoting from within has a powerful performance incentive. It also fosters trust and loyalty to the organization and capitalizes on the knowledge and skills of veteran employees.
Create development opportunities and opportunities for empowerment for employees. It is better to have “a team of leaders rather than leaders of a team” at your organization. So, foster self-managing teams and egalitarianism (a democratic workplace where employees participate in decision making). For example: Whole Foods stores are profit centers, organized into approximately ten or so self-managed teams. Team leaders in each store make up another team, as do store leaders in each region and the company’s regional vice presidents. New hires have to be approved by two-thirds of team members. This may be difficult to do in a busy aviation environment, but an elaborate system of peer review puts strong emphasis on people’s learning from one another. Historically, and in most organizations, it is easy to discern an individual’s place in the pecking order. Organizations that invest in people, by contrast, often reinforce participation and job redesign by replacing symbols of hierarchy with symbols of cooperation and equality.
Again, this may seem extreme to some, but an organization can only go as far as it people will take it. We have witnessed an extraordinary transformation over the past fifty years in our ways of doing work. The “doing” dimension of work has undergone a fundamental reorganization. Have we made similar game-changing gains in our basic knowledge of human beings, how we learn and grow—and how we resist doing both of those things? By understanding our ‘people’ and helping them to develop, we can help our organizations and team members to become each other’s greatest resource for flourishing.