What All Managers Can Learn From Air Traffic Controllers
In any job, employees will make mistakes, mistakes like these usually don’t cost much more than wasted time, money, or customer friendliness. But in the case of air traffic controllers, seemingly minor mistakes can be disastrously fatal.
One such incident occurred earlier this month in San Francisco, when an incoming flight nearly overtook an outgoing flight on the runway. Fortunately, the incident did not end with the death or injury of any passengers, which is believed to be due in part to the unique training of air traffic controllers and the culture that surrounds their work. In an article posted last weekend , Quartz suggests that many managers have the potential to distract from the way the profession manages its employees:
Correct testing and training
Before starting work, air traffic controllers are tested to make sure they can handle the hard work that often comes with life situations. The goal is to hire people who have above average ability to make decisions that require heightened stress. They also undergo intensive training through simulations before they start, where they are taught to remain calm and “clear of mind” in high pressure situations.
Offer support, not punishment, after a mistake
In the world of air traffic control, the answer to a mistake is usually more preparation, not “shame,” outright punishment, or the assumption that you will lose your job. Errors are noted, but more to make sure they are not part of a broader trend in the workplace as a whole. If many people make the same mistake, this indicates a more serious problem than just human error. However, the lack of punishment means that employees generally feel a little calmer at work.
Worrying about your job at stake can affect how you make decisions and whether you’re willing to speak up when mistakes happen. You are more likely to try to hide the situation rather than fix it, which can lead to more problems. By removing the element of fear from the equation, employees feel safer at work, and passengers on the planes they fly are safer as well, as problems are highlighted and corrected rather than pushed under the rug.
This does not mean that deliberate and negligent acts go without punishment. However, there is a general understanding that mistakes do happen and the focus should be on preventing them from moving forward rather than dwelling on failure.
Responsibility for errors
When people admit their mistakes and learn to correct them in the future, everyone gets better. No one wants to plead guilty to a situation, but if the company has a culture of admitting mistakes and correcting mistakes, then employees will feel more empowered to identify mistakes they make, seek solutions, etc. the mistake of a colleague, not feeling that they are throwing this person under the bus.
In the case of that air traffic controller story, another staff member pointed out the error “these planes are too close together,” and the problem was fixed. When employees feel entitled to ask questions, everyone wins.