People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.
Chesley SullenbergerRead
Pilots learn to use human skills to communicate information and make decisions collectively, which creates a shared sense of responsibility among the team for better outcomes.
Interpretation
Effective communication and teamwork among pilots lead to better decision-making and outcomes.
This quote emphasizes the critical role of communication and collective decision-making in aviation. Pilots are trained to work together, sharing information and responsibilities, which not only enhances safety but also fosters a sense of unity and accountability within the team. This collaborative approach is essential for achieving optimal performance and successful outcomes in high-stakes environments.
In practice
In a team-building workshop, this quote can inspire participants to focus on communication.
People really are our most important resource, and people who don't realize that and choose not to live that way, choose not to lead that way, are paying a price for that in many of our companies, many of our organizations.
My message going forward is that I want to remind everyone in the aviation industry - especially those who manage aviation companies and those who regulate aviation - that we owe it to our passengers to keep learning how to do it better.
You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.
I'd say handling people is the most important thing you can do as a coach. I've found every time I've gotten into trouble with a player, it's because I wasn't talking to him enough.
If something can be done 80% as well by someone else, delegate!
If people work for me over the years, I expect them to be paid what they're owed, but I don't expect them to be paid more than they earn.
An orchestra knows during the first two minutes of the first rehearsal whether or not they are going to enjoy the person on the podium.
I don't think that there's a hard-and-fast deadline. . . .What we have said all along is that this is not an open-ended process, we are not in this just to talk for talk's sake. . . . We expect prompt, concrete steps to be taken over the next couple of weeks.
Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.
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