Author: liz weber

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n the words of one client, "Liz Weber will help yo

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Poor Pilot Leadership By liz weber

  in Business Management | Published 2010-06-02 22:53:40 | 349 Reads | Unrated

Summary

A strong leader thinks of others first. A strong leader makes sure his or her staff, customers, and others are taken care of - because that's a leader's responsibility. A strong leader takes control of situations - known and unknown. A strong leader has enough courage to share information - good and

bad - with others so they can plan. A strong leader respects his customers enough to plan for their needs. A strong leader chooses the right path, not the easiest.

Full Content

I just experienced, first-hand, poor leadership - poor leadership that manifested itself through a lack of courage, character, and communication (Hmmm, three of my five C's of Leadership.)

My husband and I arrived in Denver yesterday after a seven hour delay: one circling Denver International Airport (DIA) watching storm clouds below before diverting to Colorado Springs; three sitting on the runway at Colorado Springs waiting for a gate; one waiting in Colorado Springs' Airport for a bus to drive us back to Denver; and two more riding a bus to Denv

er.

Now travel delays are not new for me. I've traveled all over the world and air travel delays are accepted as part of the game. However, what's not accepted is poor leadership by the pilot when things aren't going according to plan.

We started to question the pilot's belief in the value of communication when, after experiencing turbulence for over 10 minutes, the pilot finally came on the intercom to announce that we were experiencing turbulence. Then after we'd been circling DIA for almost an hour, the pilot informed us that we'd been circling DIA because of weather. He again informed us, two minutes before landing in Colorado Springs, that we were being diverted to the Springs. According to the pilot, we'd land, refuel and head back to Denver when the weather cleared. We landed and sat on the runway with another 25 airplanes for three hours before getting to a gate for refueling - or so we thought. When we got to the gate, we were told to gather our carry-on luggage as we'd be deplaning. Why? We thought we were refueling. The senior flight attendant thanked us for our patience but then informed us that the pilot and first officer had reached their FAA legal limit for flying that day. The flight was now canceled. Inside the terminal, the pilot informed us two buses were on their way to take us to Denver - however, there wouldn't be room for all of us. Some would have to fend for themselves and find a room overnight. While the 156 of us passengers tried to figure out who could stay and who needed to go, the captain and the rest of the flight crew headed towards the exit to catch a shuttle bus to a hotel. My husband (a private pilot) stopped him and said, "You're the Pilot-in-Command. You can't leave your passengers." The pilot said he'd done all he could. He was on his way to bed.

I don't blame this particular airline for the inconvenience we experienced. The delay was weather related. However, what's not acceptable is the behavior of the supposed leader who doesn't respect his passengers enough to keep them informed of what he knows, when he knows it, when the information directly affects them. As I observed this pilot's behavior, I have to admit I thought, "No wonder unions start in many organizations. It wouldn't take much for us to rally together against this pilot and his crew." The animosity that was now growing could have been avoided had the pilot simply communicated with us. Had he showed courage as a leader, he would have informed us himself, that he was nearing the end of his legal flying limit for the day, and the flight may be canceled. Had he showed any level of character, he would have made sure there were adequate transportation and lodging arrangements for his passengers before considering his and his crews needs. However, as it was, the pilot took what he believed to be the easiest path. The trouble with the path he chose is it is now filled with complaints lodged by angry passengers.

A strong leader thinks of others first. A strong leader makes sure his or her staff, customers, and others are taken care of - because that's a leader's responsibility. A strong leader takes control of situations - known and unknown. A strong leader has enough courage to share information - good and bad - with others so they can plan. A strong leader respects his customers enough to plan for their needs. A strong leader chooses the right path, not the easiest. Are you a strong leader?



Copyright 2005 , 2010 - Liz Weber, CMC - Weber Business Services, LLC. WBS is a team of Strategic Planning and Leadership Development Consultants, Trainers, and Speakers. Liz can be reached at liz@wbsllc.com or (717)597-8890. Additional FREE articles can be found at Weber Business Services Website. Liz can be reached at mailto:liz@liz-weber.com

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About the Author

n the words of one client, "Liz Weber will help you see opportunities you never knew existed." A sought-after consultant, speaker, and seminar/workshop presenter, Liz is known for her candor, insights, and her ability to make the complex "easy." She creates clarity for her audiences during her results-oriented presentations and training sessions. Participants walk away from her sessions knowing how to implement the ideas she's shared not just once, but over and over to ensure continuous improvement and management growth and development. Known as The Dragon Lady of Leadership Accountabilityâ„¢, Liz has been there, done it, and learned from it. Whether speaking to corporate executives or government agency personnel, Liz's comments and insights on leadership and leadership accountability ring true. As the President of Weber Business Services, LLC, a management consulting, training, and speaking firm headquartered near Harrisburg, PA, Liz and her team of consultants provide strategic and succession planning, leadership development, training, and executive coaching to a variety of clients. Liz has supervised business activities in 139 countries and has consulted with organizations in over 20 countries. She has designed and facilitated conferences from Bangkok to Bonn and Tokyo to Tunis. Liz has taught for the Johns Hopkins University's Graduate School of Continuing Studies and the Georgetown University's Senior Executive Leadership Program.

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