Airway Pioneers Forum

Executive, Heal Thyself

From: Jim Holtsclaw #2738
Date: 11 Mar 2009
Time: 07:11:48 -0500
Remote Name: 66.251.207.152

Comments

I recently read the following and wanted to share with all members.... Jim Holtsclaw March 5, 2009 – In the last several years, the FAA has gotten better at measuring performance — with the agency's strategic Flight Plan and the business plans as the cornerstone of this effort. But, recently, as I was reflecting on my role as an executive, I couldn't help but wonder if we executives often don't use the wrong metrics to measure our own performance. We’re pretty good at measuring employee performance, but I am not so sure we’re as good at measuring our own. How often do we hear executives talking about how busy they are? But, I wonder sometimes if they — we — are busy about the right things. Our desks are groaning under the weight of paperwork we “can’t get to” because we’re so busy. What’s wrong with this picture? A lot, I would suggest, and often it has nothing to do with workload. Somebody once wisely observed that many people never actually leave their previous jobs. Even when they become senior managers or executives, they keep doing the same job they had before — simply because they feel more comfortable working at that level. They found success there, so they prefer to stick with something that works for them. Of course, the consequences are serious morale and productivity problems at the staff level, and an absence of leadership at the top — a problem that always makes it to the top of the charts in employee surveys and feedback. So, what’s the solution? Like so many other things, there’s no easy answer. But, for starters, I would suggest we executives need to reexamine our roles. We could start by remembering that we weren’t made executives to become “super” controllers, technicians, or staffers. Or glorified copy editors who feel they have to leave a mark on every piece of paper that hits their desks, like animals marking their territory. Presumably we were made executives to lead — to make those who work for us successful, and thus make the organization successful. Leadership is not about control or power. In fact, it is not primarily about us at all. It’s about the employees. Until we have that Copernican epiphany, realizing that we are not at the center of this workplace universe, things will probably never change. Gerald E. Lavey Deputy Assistant Administrator for Corporate Communications