100 Days and Counting.

Last time I was counting down at 50 days, and here we are past 100 days – still under lockdown, albeit with the somewhat more accommodating regulations of Level 3.

As discussed in my last blog, we are indeed now seeing a return to flying. It may be much reduced and restricted, but at least there is some movement. Many industry experts and organisations have speculated on just how long it would take for commercial aviation to recover, but rather than commit to forecasts, I will adopt a wait and see attitude. I’m reminded of Warren Buffet’s quip: “Forecasts may tell you a great deal about the forecaster, they tell you nothing about the future”.

What caught my attention during this period are peoples’ attitudes about the COVID-19 pandemic. One only has to look at social media posts to witness the stupid and boorish behaviour of many citizens around the world – the woman throwing groceries around or the man shouting abuse at shop assistants – instances where the issue was their refusal to wear masks, despite the clear rules at shop entrances stating “No mask – No Entry”.

Psychologists are quick to point out the reasons for such behaviour – just Google the psychological reasons for not wearing masks: You’ll be inundated with reasons ranging from denial to feeling powerless to political influence, mixed messages and psychotic or sociopathic behaviour.

All fair and well, but how are we dealing with the current situation in aviation?

Face facts, being a pilot currently is not a great occupation. All over the world airlines are laying off pilots – Emirates, Delta, Qantas, Air France, Air Mauritius – you name them, pilots are out of work everywhere. Expats are stuck with borders closed, households suddenly have no income – the situation is dire.

Now, to paraphrase Warren Buffet’s quote: Handling of a crisis will tell you more about the pilot than about the outcome.

I recently read a blog by pilot and author, Owen Zupp, who was laid off by Qantas (read HERE). While the business world and twitter experts are sprouting forth about resilience, here is a quiet example. Similarly, I recently met with a fellow Captain who had to sell his house, because they couldn’t keep up the bond repayments – yet this was done with almost stoic acceptance, dealing with the situation at hand in the most reasonable way. Just by way of explanation, crews in my company (as in many others) have been on unpaid leave since the beginning of lockdown. With no profitable flying possible for the foreseeable future, with licenses and currency now lapsed, it means proper crisis management to simply survive.

Shouting and screaming has never solved any problem – and professional pilots are trained to deal with crisis situations methodically and logically.

Thus  I found a recent webinar for GA pilots rather disconcerting.

While other people are dealing with life-and-death situations, some private pilots (and, sorry to say, some career pilots too) exhibited the same selfish and negative behaviour we see in the social media posts referred to earlier. Flaunting laws and regulations, threatening civil disobedience, using foul language – these are not traits one would expect of pilots behaving professionally. Abusing the hard-working volunteers, who actively are engaging with the CAA and other relevant departments to achieve the phased opening of recreational and sport aviation, while clearly showing a lack of knowledge and procedures, being totally ignorant of where to find NOTAMs and other relevant information – frankly, it leads me to question whether people exhibiting these negative behaviours should be allowed near an aircraft at all! .

Here we see some of the well known hazardous attitudes:

  • Anti-authority,
  • Impulsivity,
  • Invulnerability,
  • Macho, and
  • Resignation,
  • most obviously the anti-authority, invulnerability and macho attitudes.

These attitudes simply do not belong in a safe aviation environment. That is why highly experienced airline pilots now have to undergo three days of ground school and two days of simulator training before being allowed near an airliner – because they understand the associated risks and know that regulations and SOP’s are there for a reason.

Should one find regulations unreasonable or illogical, there are professional ways to bring about change. Until such time, professionals follow the rules.

I’m one of the very happy motor racing fans who are watching the first actual 2020 Grand Prix this weekend. Aviation can take a leaf from the F1 book on how to deal with the epidemic – essentially follow the published rules or you simply won’t be allowed near the track.

Simon Lazenby, Jenson Button and Martin Brundle social distancing while commentating on the Austrian GP qualifying.

The potential risks associated with not adhering to the rules for the new reality are just too great for this multi-million dollar sport – so no deviance is tolerated. And in F1 we are also dealing with strong A-type personalities, so no excuses for aviation!

 

 

 

 

 

 

 

 

 

 

 

The Challenge of Leadership

Motor racing has fascinated me since boyhood. (Many years ago I even raced an Alfa Romeo myself – albeit not very successfully!)

In particular I’ve followed Formula One – especially the longest lasting F1 team, Ferrari, which I’ve followed since the days of Chris Amon and Jacky Ickx.

Chris Amon(NZL) Ferrari 312. Dutch Grand Prix, Zandvoort, Holland, 23 June 1968.

Being one of the “Tifosi” meant that I’ve despaired about the team’s misfortunes over the last few years. Since the glory days of Michael Schumacher, with team bosses Jean Todt, Ross Brawn and the South African designer Rory Byrne, Ferrari was on a downward spiral, with their last World Championship more than a decade ago, in 2007 with Kimi Raikkonen.

Since the advent of the hybrid era, Ferrari seemed to be an also-ran. Until 2018, when all of a sudden they had a competitive car and looked like a winning team.

For a while.

Then the wheels came off and Sebastian Vettel looked startled and out-of-sorts, making all sorts of (for him) silly mistakes. The team’s strategists seemed to fumble from one blunder to the next and Ferrari eventually had to settle for second best.

How are Ferrari’s F1 woes relevant to aviation? The answer is: Leadership.

As we celebrate the 10th anniversary of the “Miracle on the Hudson” landing – where Captain Sully Sullenberger’s leadership skills were as much on display as were his flying skills – the captain’s duty to build a team around him is pertinent.

15 January 2009

On reading Will Buxton’s opinion piece about Mauritzio Arrivabene’s demise, one has to draw some parallels to the airline captain’s responsibility for ensuring a successful and safe team.

“Arrivabene’s rule by fear fractured his team and ultimately failed his employers” rings true to many failed leadership issues in aviation as well.

What is it that sets good leaders apart from the also-rans?

There are many academic definitions and as many popular quotes from people like Richard Branson, Alan Mulally (Boeing GM for the B777 project and later CEO of the Ford Company) among others.

On analysis, two words pop up repeatedly: Trust and Respect. Two attributes which Ferrari’s Arrivabene could not claim – and it cost him the prized position after four seasons.

Speaking about Just Culture Job Brüggen, safety officer at LVNL and co-chair of the Eurocontrol Safety Team put it this way:

Everyone wants to be good,
but if people feel the atmosphere could be tending to “blame and shame”,
they become less interested in being good –
they just want to look good.

When people simply cover their own backsides and avoid taking responsibility – look to the leader for the reason.

“The walls, both physical and metaphorical, were quick to go up around the team. But far from creating a safe environment in which the once mighty outfit could rebuild, it appeared that what was being built was a system built on the fear of failure”. This was what Arrivabene did to the once proud Prancing Horse.

The lesson here is simple. To lead implies a two-way agreement – someone leads and others follow. But if the “leader” fails to gain the followers’ trust and respect, he or she can lead all they want – no one will follow.

Is it any surprise that some “leaders” sooner or later find themselves out on their own, without any actual support? Arrivabene learnt this lesson the hard way.

Hopefully Mattia Binotto, the new Team Principal, will know that leadership demands much more than the position and the authority. It demands an attitude – something special, which allows people to follow the vision of their leader.

Hopefully the Scuderia will benefit and become winners again.