In aviation, talent is overshadowed by the rigor of practice. It's a realm where hours of dedicated practice, not innate talent, forge a skilled pilot. This rigorous training automates routine tasks, freeing mental capacity to tackle unforeseen challenges. In this field, the only true measure of skill is logged hours. A 200-hour pilot is considered a novice, with their talent deemed irrelevant. The aviation approach to training mirrors the resilience needed in management. Just like in flying, effective management involves a relentless focus on improvement and adaptability, building resilience to navigate through the unexpected turbulence of the business world.
During my first training flight with Clemens - my flight instructor - seasoned, very experienced pilot, I tried to open a conversation after take-off: “nice weather today, right?” He snapped back: “20 degrees left”. No unnecessary words, relentless focus on the task at hand. Hour after hour, landing after landing, the feedback was constant and precise: "You are too low," "You are too high," "Keep the centerline," "Adjust power," and continued until the day of my first solo flight. After I took off, Clemens was still talking to me in my head – “2100 RPMs”, “landing checklist”, “flaps 1”, “1700 RPM” and so on. We had a landing beer afterwards and he shared that even after 30 years, his own instructor's voice still guided him. It is kind of weird, but I think that Clemens will always be with me out there…
This grounded, straightforward relationship is what I value most - no empty praises, inspirational buzzwords, every single flight was an opportunity to improve, prepare better for the real challenges of the sky. When he told me: “today you make a solo flight”, I felt like a champion of the world. It was far more meaningful than any generic platitude of praise. Why is that? Maybe because he really knew what I am capable of, it was meaningful, he never gave an empty compliment, just commented the quality of the task execution.
Perhaps there's a lesson here for us in management. We're often coached to praise, inspire, and motivate. But in doing so, do we risk losing the opportunity to forge authentic connections? Can we truly understand and appreciate the capabilities and performance of others without resorting to generic, well-intentioned but superficial affirmations?
Picture: my first solo landing captured by Clemens
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