As we learn more from the voice recorder of doomed Continental Connection Flight 3407, (operated by regional carrier Colgan Air) which crashed near Buffalo, the headline of a Wall Street Journal story says it all: “Colgan Air Transcript Shows Lack Of Crew Discipline” The voice recorder reveals casual chit chat between the pilot and first officer. Something that is expressly forbidden for pilots flying under 10,000 feet. The chatter is a mixture of personal conversation including the co-pilot musing about her indecision about her future and comments about the icing they were seeing and her lack of experience with it.
Now we’re hearing that the pilot had not been “hands on” trained in some methods necessary to deal with the conditions presented by the stall of the plane. There is talk that the co-pilot was too exhausted to fly but didn’t tell her employers. The personal conversation (characterized by some as “flirty”), lack of training, and lack of proper rest before flight all point to failure to follow procedures and, in the end, a lack of discipline and alertness that cost them and their passengers dearly. I feel for their families and those of the passengers as this information becomes public.
What a contrast to Captain “Sully” and the Miracle on the Hudson (see blog story on this here)! Sully was meticulously trained and disciplined and did everything “by the book.” More importantly, he was paying attention. He paid attention when he was spending years in gaining the proper training and flight experience. He had paid attention to the landscape and geography of the Hudson so that on a moment’s notice he could find a place to safely put down his damaged plane. More importantly, while flying his plane, He was paying attention when it was damaged and acted swiftly and decisively.
His alertness and attention saved his life and the lives of his passengers. The Colgan crew’s lack of discipline and attention had the tragic, opposite outcome.
What’s the message for leaders? We may not be in “life or death” situations like pilots or doctors. But, the future of organizations and people are impacted by whether or not we are alert or asleep when problems come. And problems always come (John 16:33). Coach John Wooden, leader of the legendary UCLA basketball legacy made “alertness” one of the key elements of his “Pyramid of Success”. He says: “Alertness is a potent weapon for a leader --- a great attribute. An alert leader creates an organization filled with people who pay attention, are open-minded, and strive always for improvement.”
He continues: “Consequently, they see what others aren’t’ even looking for. They are quick to see weaknesses in their organization and correct them and quick to see a weakness in the competition and take advantage of it.” Finally, he bluntly states: “A leader who is sluggish in recognizing what’s going on may soon be out of a job.”*
I don’t know about you, but one of my greatest concerns is missing something and robbing myself of the opportunity to act in a timely fashion. With nine radio markets to oversee it can be a challenge to “know the condition of your flocks” but I strive every day to “pay attention” so I won’t later “pay the price” of a lack of alertness. How ‘bout you?
* Wooden on Leadership pp. 34-35 (McGraw-Hill)
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