Here's how you can smoothly transition successors in late career as an airport manager.

I as an Airport Services Manager, strongly believed that each one can become an ASM and practiced a simple mantra "SHARING is CARING". 1. Being selflessness in empowering colleagues. 2. In the process, identify a successor by motivating her/him to aim high and take over the station as next ASM. 3. Train to perform responsibilities with confidence by imparting the required skills. 4. Share the vision of the Airline, Station, Nearones and country. 5. Deal situation with a strategic approach, guiding principles to elevate passengers satisfaction, and top the core brand value. As ASM, always made efforts to empower him/her as successor same time encouraged other colleagues from GHA by sharing experience, work along & motivate to aim high??

My opinion is that each real manager should leave on time and start preparing your replacement as early as possible, and this is especially relevant for aviation. It's necessary starting the search first within your company, because a real manager and leader knows the potential, strengths and weaknesses of his employees well. And only then should you look for a successor on the market. The main criteria for selecting successors for an airport manager are the candidate's desire to connect his life with aviation, the presence of leadership achievements and specific results, and of course, the candidate's ability not only to preserve, but also to develop the company.

Strong leadership qualities,'have a comprehensive understanding of airport operations'.That'S Way only you can fulfill the post of airport manager . What I know Still !

Look for the right candidate. But how? Look at your manuals, documentation, policy matters files. the competence matrix for each important role is defined there. (if not given, you need to create.) Plus add your perspective of the job. thereafter, let him work along with you. Get him involved. If he needs any mandatory certifications, get those.

Essa abordagem é fundamental para uma transi??o de lideran?a bem-sucedida. Identificar precocemente os sucessores potenciais permite que eles se preparem adequadamente para suas futuras responsabilidades. Envolver esses indivíduos nos processos de tomada de decis?o e na gest?o diária proporciona uma compreens?o prática que complementa o conhecimento teórico, garantindo que estejam bem preparados para os desafios do cargo.

You have been in the job for years now. and you do not want to be undone what yo have created in those long years; the performance criteria, the visions, the roadblocks, challenges etc. the crunch of resources, the peculiarity of a place. getting to know the people. learning old things, and also give new perspectives.

A ênfase nas soft skills é essencial para o sucesso na gest?o aeroportuária. Embora o conhecimento técnico seja fundamental, habilidades como comunica??o, lideran?a e gerenciamento de crises s?o igualmente importantes. Um gerente de aeroporto precisa lidar com uma variedade de partes interessadas, tomar decis?es rápidas e eficazes sob press?o, e manter uma opera??o eficiente e segura.

Build multiple talent pipelines through a group/class of mentees. Assign focal areas for each person. Allowing them to perfect their craft.

Garantir um sistema de suporte sólido é crucial para o sucesso dos seus sucessores. A mentoria n?o deve se limitar apenas a você, mas deve incluir outros membros experientes da equipe que possam oferecer conselhos valiosos e assistência prática. Isso cria uma rede de apoio diversificada, onde diferentes perspectivas e conhecimentos podem ser compartilhados.

Transferring a post to a new incumbent, is an important, and a job that needs to be gone through. I have been handling the problems like challenges. those points need to be explained. the finished jobs to be shown. the pending projects, cases need to be briefed in details, and roadblocks explained so the cases can be progressed. each item needs to be handed over in writing. thats what i have been following.