Hope everone is having a fantastic start of the week! Hot on the heels of last week's SMS workshop, we'll be continuing with the CAM schedule this week and getting after HR! First however, I hope this bit is as insightful to you as it was to me! What is, in your opinion, the most important part in achieving "buy in" for a healthy safety culture?

Hi everyone! The recording for our HR Workshop is up! Don't forget to head on over to the full post for all the handouts and tools! https://www.skool.com/pilotmasterylab/classroom/a1f837dd?md=93b145b7a67a48b5ae5d0b96b61e7a7e

One year as assistant chief pilot. Three years as chief pilot. This summer, the Aviation Manager seat. Workshop Calendar Link: Join Here Thursday Aug 21st at 11AM, EST Somewhere in there, the human resources domain of the CAM stopped being exam material and became my Monday morning. Staffing cases. Training matrices that looked immaculate on paper and fell apart the moment you asked a real question. Hiring rooms. Performance conversations I would happily have paid someone else to have. The part I want to tell you about is how I left. When I handed over the chief pilot seat, my assistant chief pilot was the one taking it. So we did not write a handover memo. We built a management of change, with a risk assessment attached: the ongoing issues, the projects still in flight, the recurring meetings somebody had to keep attending, and the concerns that had been left unmanaged, including with regulators. That is a safety instrument. It is what you point at a fleet change or a new type of operation. We pointed it at a leadership change, because that is exactly what a departing chief pilot is. A change to the operation, with hazards attached. And we built it to run in two directions. Laterally, to the person taking my seat, so they inherited the truth instead of the highlights. Vertically, to the management team, so leadership held the priorities as they actually stood, not as everyone assumed they stood. Here is why I am telling you this the day before a CAM session. Most of us were trained to believe HR is an office down the hall. You escalate the problem, somebody else handles it, you go back to flying. So when this domain comes around, it reads soft, and soft material gets skimmed. That is the quiet failure I want you to avoid, and not only for the exam. In a flight department, the person in that seat is the first line of management for every personnel decision made. Hiring criteria, training records, evaluation design, federal employment law. It is a risk domain, and you already know how to work a risk domain.

Hi everyone! I want to build a practice of debriefing, and I hope to make this group a safe place to grow in it together!! If you ask some of our members here ( @Brent Handy , @Mark Laverdiere , @Jack Cuthbert and others) you'll be surprised to see how close humility, gratitude, and growth go hand and hand!! Let's go - 1. Name something that went sideways recently 2. Name one honest thing you're grateful for in that 3. Then ask one question. "How can I grow from this?"