Hey everyone! Had a fantastic time discussing leadership on the workshop call today, and this video came to mind during our time. The subject of "Change Management" was a heavy part of the leadership conversation, and I recalled this interview with Jensen Huang, NVIDIA's CEO, and his take on what skills leaders have to demonstrate in the new age of AI-powered intelligence. Chris Voss' "Never Split The Difference" book also came up as we dived into the questions of Emotional Intelligence. I'd be curious to hear who here knows the concept, and has ever done an EiQ Self Assessment? IF you haven't yet, I highly suggest it! Hope you enjoy the watch.

For everyone going through the CAM, I hope that you enjoy this conversation about Leading through change, and the challenges of .. well, people problems :) As always, the full hand outs and a copy of the deck is available on the full post found under "Live Recordings" in the CAM Classroom. https://www.skool.com/the-global-life-4301/classroom/a1f837dd?md=022f60e9f8af45948877477ae4114e36 Thanks Scott as always for the great conversation!

When I left the chief pilot seat, I ran my own handover through Management of Change. Join the workshop here: https://www.skool.com/live/bx4PPsHBltF After a year as assistant chief pilot and three years as chief pilot, I moved into the Aviation Manager seat at a private flight department. Before I left the chief pilot role, I sat down with my assistant chief pilot, the person stepping in behind me, and we built what was essentially a management of change risk assessment. The open issues and concerns. The projects that needed tending. The meetings that needed attending. And the concerns that had been left unmanaged, including with regulators. We built it to brief in two directions. Laterally, to my replacement. Vertically, to our management team, so they saw the priorities as they actually stood, not as they assumed them to be. I am still being mentored in this seat, so I will not pretend the story is finished. But I learned this much: the person in the chief pilot's chair is a change to the operation, and changes carry hazards whether or not anyone writes them down. That is the second half of Leadership in one move. Change management, Just Culture, and ethics all look like soft material until you are the one holding the decision. Here is the belief I want to argue with before tomorrow. Your annual SMS review. The safety manager flags that reports have dropped forty percent over eighteen months. No incidents. Your VP of Operations reads that as fewer hazards. Ten seconds, no notes: good news, or a warning? If you felt relief first, you just found the seam the exam presses on. When people stop feeling safe to speak up, the first thing that dies is the report. The hazards did not go anywhere. Your visibility into them did. A reporting culture going quiet is a warning, not a win. Domain III - Leadership | Part 2 of 2: Lead Through Change Tuesday, September 29 · 11AM ET · live in the community. Tuesday, not our usual Thursday, and on purpose: NBAA's own Leadership Q&A runs Thursday afternoon, and this gives you a full day in between to work what still feels shaky.

We just consolidated L1 and worked through the first half of L2: strategic direction, then leadership theory, motivation, mentoring, sources of expertise, and teams. Five of L2's ten areas are behind you. Find the full post along with the handouts, AI Prompts and more on the Replay Post here. Here is what you leave with. What we covered: - Facilitate, not set. The strategic direction originates with the company, and the department's mission, vision, and values are subordinate to the organization's. A department that drifts from the company's direction is being managed poorly, however clean its operation runs. - Mission is present purpose. Vision is future state. The exam sets them against each other as distractors, here and again in Business Management. Values govern how the department behaves; goals say what gets done and by when. - The Guide's purpose language for a flight department: air transportation that is safe, convenient, and efficient, in service of the company's mission. Learn the three adjectives as a set. - Goal setting from end to end: the components of a goal, building department goals from the company's, and evaluating performance against them afterward. - Leadership theories by name: the Blake-Mouton grid and its recommended Team Management cell at 9,9, Collins' five levels with Level 5 as humility plus professional will, Theory X, Y, and Z, and situational leadership. - The Five Practices trap: enlisting others in a common vision is Inspire a Shared Vision, the second practice, never Enable Others to Act. - Three motivation families: content, process, and reinforcement. Maslow is content every time, and his five levels run physiological, safety, belonging, esteem, self-actualization. Expectancy multiplies, so a zero anywhere zeros the motivation. - Mentoring: a mentor is a peer who provides support, not necessarily a supervisor, and participation in a mentoring program is voluntary. - Sources of expertise: three tiers of where knowledge lives, and the four situations that send you to them: a regulatory change, a technical challenge, a safety concern, and a strategic decision. Seeking expertise is a leadership strength. - Tuckman's stages in order: forming, storming, norming, performing, adjourning. Storming is a normal phase of a healthy team.