When an emergency occurs in a live aircraft cockpit, it is unlikely that it is the first time a pilot has seen it.  Because aircrew spend so much time thinking about and practicing emergency handling, when a danger occurs for real, they are equipped to understand what is going on and how they need to react.  In many cases, the first action might be to do something quite simple but in the critical moments after the calamity, as the pilot works out how to recover their aircraft safely, it is crucial that they don't make the situation worse.  Like aircrew, senior leaders must rely on their experience and curiosity to understand crises when they occur.  If they have invested in thinking through emergency situations before they are placed under duress, they should be able to draw from pre-considered contingency plans to mitigate their losses and leverage the assets that remain available to them.  As they rally their crew to chart a course to a safe place, they must be ready to make difficult decisions before it is too late.  Because time is such a key resource in crisis, both pilots and CEOs need to do everything they can to 'buy it' and never be in a rush to get to the scene of the crash.

- “When you are going through hell, keep going” – Winston Churchilll

In this episode, we cover:

• Contingency Planning - How to prevent self-inflicted damage and to mitigate unforeseen risks.
• The 4 Ps of Crisis Management - Planning, Pragmatism, Process and Practice.
• What can businesses learn from the aviation community about exposing people to crisis management?
• Knowing when to Eject.
• Why curiosity is so important when seemingly minor crises occur.
• How 'Hitting the Stopwatch' can be a great first action when an emergency occurs.
• The importance of checking everything and assuming nothing.
• Why there is no substitute for experience for leaders in crisis, and the key traits that they need to possess.
• The importance of the moral component in leading through danger and why the grassroots are so critical.
• The balance between being part of the team and remaining objective.

If you enjoyed the episode and the series, please share this with someone in your network that you feel will benefit from listening.

Connect with Andy here

Connect with Peter here

Connect with Jon here

Email the show at info@fighterpilotandceo.com 

Like any high-performance organisation, a fast jet squadron must push the boundaries of their people and their equipment.  However, if they push the limits too hard, they are likely to find themselves in a dangerous situation.  Perhaps the most important differentiator in exploring the limits of performance is culture.  For any organisation, the responsibility of establishing the right culture rests on the shoulders of the leader.  By establishing a unifying purpose, leading by example, asking the right questions and identifying passionate champions to galvanise the right environment, leaders can set the moral compass for their organisation.  If they get it right, they create a culture that provides the perfect conditions to allow their team to operate at the highest levels of performance, without risk of catastrophe.   

-       “Culture eats Strategy for Breakfast” – Peter Drucker.

In this episode, we cover:

·       The difference between Culture and Values.  Whilst both individuals and organisations can have a stated set of values – culture is always related to a team.

·       Why leadership is the critical factor for setting culture, and how the leader can set a positive (or negative) environment in their organisation.

·       The importance of setting the right example and asking the right questions.  

·       Whether it is possible to measure culture?

·       Why a leader should always strive to leave their organisation better than they found it, and how matching ‘passion to task’ can supercharge success.

·       How a unifying purpose (your ‘why’) can provide a focal point for setting a team’s culture.

·       The importance of identifying champions and supporting them in aligning the ‘moral compass’ and setting the right tone throughout a large team.

·       The balance between performance and culture.

·       How a healthy culture sets psychological safety that, in turn, encourages team members to raise challenges and concerns, without fear of risking their own reputation.

·       Why high performance teams are like high performance aeroplanes – to get the best out of them, the pilot or leader must know how push the envelope without stalling.

If you enjoyed the episode and the series, please share this with someone in your network that you feel will benefit from listening.

Connect with Andy here

Connect with Peter here

Connect with Jon here

Email the show at info@fighterpilotandceo.com 

For a combat aviator, when the rounds are flying, the pace and delivery of communication is very different to when they are safe on deck at home.  Whilst the fundamental nature of communication remains relatively consistent, great leaders know that communication style is always situational.  The ability to adjust and to convey authenticity, that respects the culture of your team, the way they absorb information, and the current context can be the difference between success and failure

-       “One of the essential elements of any leadership responsibility – what needs to be in your kit bag as basic – is the ability to communicate” – Peter Davies.

In this episode, we cover:

·       The power of storytelling. 

·       Using financial statements to explain the importance of ‘shop-floor’ tactics.

·       Situational communication – how military aviators consider honesty, time, rank and respect when modifying their communication style, to choose the right style for the right moment.

·       The limits of ‘accuracy, brevity and clarity’ in an isolated military cockpit environment, and how it can stifle communication in the same way that sending a corporate email can.

·       Why authenticity underpins how the CEO sells critical messages to the team.  

·       Using humour to demonstrate humility.

·       How consistency can help leaders to empower autonomy.

·       Why understanding an organisation’s culture is so crucial for communication.

·       Whether it is possible to be a great leader if you are not an effective communicator?

If you enjoyed the episode and the series, please share this with someone in your network that you feel will benefit from listening.

Connect with Andy here

Connect with Peter here

Connect with Jon here

Email the show at info@fighterpilotandceo.com