often a proximity-based, approach to leadership assignments. In some cases, the most senior pilot is in fact the right fit for a flight department’s top leadership position. But other times, it’s appropriate to cast a wider net. Business aviation professionals who embody the trend agree it’s the result of evaluating an individual’s aptitudes and skills rather than number of years on the flight deck. Greg Hamelink– a pilot and A&P– has spent much of his career focused on the maintenance side of the house, serving as a chief of maintenance for more than 11 years before becoming director, business travel center at Whirlpool Corp.“Pilots have typically been the default for department leadership positions. Pilots often have a relationship with the principals, but now it’s about the individual and their attributes,” Hamelink said.“We’re breaking through the norms of the past, now seeing maintenance and other nonflying professionals in C-suite discussions. Some maintenance professionals are now managing budgets and acting as asset managers, giving them an ideal background for department leadership.” A CHANGING VALUE PROPOSITION Senior pilots have been traditional choices for department leadership positions, in part because they tend to spend time with the principals and other key users of the aircraft. But today, merely being near the principals isn’t enough on its own to secure a leadership position, according to Jim Elston, senior director of aviation at Coca-Cola Consolidated, who began his career as an aircraft technician. “The value proposition for choosing a department leader has changed a little bit,” Elston said. “Top leadership is looking for solid administrative background, asset management skills and a broad sense of engagement across the department and organization. We’re also seeing some pilots just opt out of leadership positions – they’d rather not be stuck in an office and prefer to travel.” As Andy Kiehl, vice president of fleet maintenance at Executive Jet Management explained, the role of maintenance professionals has changed over time. “We are now asset managers, not just maintainers,” said Kiehl. “We know what it costs to purchase and maintain the asset.” CONSIDERING SCHEDULER/DISPATCHERS In addition to maintainers, people with deep experience as scheduler/ dispatchers and client managers also might be the right fit for some flight departments. Kellie Rittenhouse, CAM, has a background in scheduling, dispatch and client management and has served as director of aviation at Hangar Aviation Management for more than 10 years. She believes more hiring managers may be considering nonflying professionals as potential department leaders because the job is becoming increasingly complicated. “There are more complexities in a flight department today, whether it’s complying with FAA, IRS or even SEC mandates,” Rittenhouse said. “It takes other skill sets besides flying to lead a well-rounded department, especially if a pilot is a flying director, maintaining currency and flying trips. That makes it hard to have a good relationship with the entire organization.” WELL-ROUNDED WITH PERSPECTIVE Identifying the best leader for an aviation department means looking for a well-rounded individual with a good perspective on all aspects of the department. Instead of focusing on the longest-standing employee or the candidate closest – perhaps literally – to the principal, experts agree it’s about finding the person who’s right for the job. “Maintenance professionals are problem solvers, which is a good skill set for department leaders,” said Kiehl.“We also tend to have a lot of exposure to the finance department, learning how to speak their language.” That exposure to different aspects of the flight department can make nonflying personnel the best flight department leaders. “Maintenance folks are typically at the hangar on a daily basis and have office time to observe the whole organization,” said Hamelink. Maintenance personnel also often have responsibilities for facilities, personnel and aircraft, while closely coordinating with the operations side of the house as well. Meanwhile, schedulers and dispatchers often have a big-picture perspective on an entire organization, coordinating between operations, maintenance – and even finance – to keep the operation running smoothly. PREPARING FOR BUSINESS AVIATION LEADERSHIP If you’re not a pilot but have flight department leadership aspirations, what actions should you take to prepare and develop yourself for a leadership position? Experts encourage business aviation professionals to maintain an open mind, be flexible, remain available to your team and continuously look for solutions to issues that pose challenges in your workplace. Elston, who worked his way up from mopping floors to his current position as senior director of aviation, suggests being “ready and willing to take on challenges, even if you don’t understand how they fit in your daily job function.” Elston also recommends putting time into developing interpersonal skills.“Technical folks can tend to be introverted, so focus on how to build relationships and how to talk with people,” he said. The number of leadership positions in flight operations is limited, so those seeking high-level management roles might need to think outside their current organizations. In this case, being a leader without “officially” having a leadership position can offer valuable experience, especially considering the close-knit nature of the industry. “You don’t have to have a title to be a leader,” Rittenhouse said. “Be OK with that, as well. Someone else will see your initiative and give you an opportunity. Keep building your network and trust within your team and know who you can go to for help in your weak areas.” ALWAYS BE LEARNING Education is another key factor in securing a leadership role. Hamelink recommends NBAA’s Certified Aviation Manager (CAM) Program as a structured way to increase your knowledge. “The CAM program is a great way for any individual who is siloed, including schedulers, maintainers or even pilots, to broaden their perspective,” said Hamelink. “The CAM can help an individual learn about business, analytical skills and taxes. You can still rise to a director-level position without a formal program like the CAM, but you have to be intentional and engross yourself as a maintenance professional, as I did, into what makes the whole flight department function to include exposure to the flight operations side as well as scheduling.” Evaluate an individual’s knowledge and skill set before considering their current role in your organization. Maintainers are often among the first on the scene when there’s a problem, resulting in creative problemsolving skills. Schedulers and dispatchers often have valuable logistics and analytical skills. And client managers might have the interpersonal skills your department may need more of to be successful. “I’ve learned that being ready for a leadership role isn’t being ready for a title, it’s being ready to be responsible for people,” said Stewart D’Leon, CAM, NBAA’s director of environment and technical operations.“I’ve seen too many times that the person with the most longevity is promoted without being ready for the responsibility, and their only authority or respect comes from their title. This often leads to high turnover. We’re finding that opening up leadership positions to team members from other career fields helps mitigate these issues.” 10 AVIATION VIEW MAGAZINE VOLUME 04, ISSUE 04
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