Here are Five Simple and Effective Leadership Lessons I Learned from Flying Jets in the Marine Corps

Three years ago this week, I retired from the United States Marine Corps. I had the honor and privilege of flying jets for most of my career. It was the thrill of a lifetime and I will forever be grateful for the opportunity to make a childhood dream into a reality.

Flying fast-moving airplanes also taught me a number of lessons, none of which included high-speed passes over air control towers. Some of these "experiences" I took with me as leadership lessons that I have been able to apply to my post-military life. Regardless of organization, situation, or location, the business of flying gave me a few tools that have helped me in the years since stepping out of the cockpit. Here are five that kept me out of trouble in the air and will – hopefully – do the same for me in the future.

Say What You Need to Say. Ever had a day that was more meetings than work? More email chains than face-to-face discussions? Right now, there is a large airliner full of a lot of passengers receiving a clearance to fly hundreds or thousands of miles – maybe across oceans or other countries – and a reciprocal confirmation of that clearance by the crew of the airliner to air traffic control. It is a substantial amount of information between two parties and it will typically take less than 60 seconds to complete. Just one minute or so to clear a large aircraft to fly from Los Angeles to Tokyo, for example, AND for the crew to confirm all details. Tune up any air traffic control streaming service and you can hear all of this “minimalist banter.” Much of this has to do with standardized processes and language that streamline things, but how often do you look at how your workplace communicates to determine what is effective and what is not? There is data about the cost and impact of poor or ineffective organizational communication. One survey of 400 companies with at least 100,000 employees indicated an average loss of $62.4 million per year because of inadequate internal communications. Leaders who cannot communicate effectively will face substantial difficulties in leading.

Check Your Bags. Everyone has “baggage.” Everyone does. There are things that weigh on us as we move through life and work each day. In flying, we talk about “Compartmentalizing,” which is to block out those things on our minds that might prevent the safe operation of the airplane. In fact, in the Navy and Marine Corps, aircrew are obligated – without detriment – to stay out of the cockpit if they feel that they cannot give 100 percent mentally and physically to the safe operation of the airplane. The same goes for work anywhere, regardless if it is an office setting, a manufacturing facility, a logistics hub, or anywhere else. If you are having a rough go of it before or during work, take time to step away and get right. If that will be impossible, stay home from work for the day. This concept is especially necessary for leaders because if 100 percent to the mission is not achievable, leading will be a challenge. Similarly, bringing foul or caustic moods to work that will affect subordinates will ultimately undermine the mission. Leave your baggage at the front door or come back when you are able to do that. 

Don’t Freak Out Until It’s Time to Freak Out. Ever been around someone who believes that everything is crisis? It becomes impossible to tell what then is really a crisis that can impact the organization. In flying, problems arise all the time. Some are small and some are big. Some require a crew to land the airplane in the nearest suitable location without delay. Whatever your line of work, some problems require attention in time and some problem require attention immediately. Know how to triage problems or pressing needs and when, if necessary, to stop everything to address the issue.    

Never Be Afraid to Consult the Geese. I flew the EA-6B “Prowler” (pictured above). It was a tactical jet aircraft with four crew members – one pilot and three Naval Flight Officers, or NFOs. The NFOs were not pilots in the sense of directly controlling the airplane. Instead, in the “Prowler,” the NFO in the front seat to the right of the pilot controlled the navigation system and the two NFOs in the back seat controlled the electronic jamming equipment. In the movie Top Gun, Goose was an NFO. As the pilot, I was in charge of the safe operation of the aircraft. However, I had three other professional aviators – the Geese, or three Gooses (a mediocre joke, at best) – who were absolutely resources to utilize in troubleshooting problems and finding solutions. The same is true for any leader and that is never to discount the wisdom and experience of those around you, regardless of their position on the organization chart or work experience time. 

You’re Only As Good As Your Last Landing. It takes months, or even years, to build a solid professional reputation and trust among your employees. It only takes a moment to shatter that.