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Speech

ATO Leadership Conference

Thanks, Hank [Krakowski]. Before we start, I’d like to show you a short video clip featuring General Hal Moore. Some of you might remember his story from “We Were Soldiers,” a movie that starred Mel Gibson. The clip has some thoughts on leadership that apply directly to what brings us all here. Let’s roll that clip.

Now that we’ve listened to what Hal Moore says about leadership, let me say right up front that I’m not suggesting that the FAA is at war, or that being a manager in ATO is like being in a war, or that you only find leaders in the military, or that only men can be leaders. And perhaps more importantly, that video is not suggesting that a leader knows all the answers all the time — nor is it arguing against seeking input from others.

I will say, though, that General Moore’s insight gives us the broad scope of situations in which leadership applies. It applies in battle, and it applies in the workplace. It happens at home, and it happens with 6-year-olds and 16-year-olds. Not to be simplistic about it, but leadership is all about people — only about people. Wherever you find people, that’s where you find the need for leadership. But for a few of the words, the general’s advice applies directly to the business of aviation and our roles as public servants.

With that as pretext, we’re having a tough go in the press and on the Hill. I think we’d all agree that some of it has to do with labor issues, and some self-inflicted wounds as well. The rest of it is related directly or indirectly — delays, efficiency, weather, technology. And the occasional UFO. Am I the only person who’s noticed that we’re having more UFO incidents since Hank came aboard? 

Kidding aside, we know where the heat’s coming from, and I’m here to encourage you to focus on the mission and remember the admonitions that General Moore made in that video. The biggest point is to believe in yourselves. Inspire confidence. Trust your instincts. You are a part of a 50-year legacy at the FAA. A standard of excellence that has now produced the safest period in U.S. aviation. Our employees are looking for that sense of direction — leadership that stands up all the time, especially when there’s a crisis.

9/11 and the aftermath of Katrina are perfect examples of the kind of leadership our employees — all Americans — are looking for. Decisive. Experienced. Unwavering. A willingness to work across organizational lines to get the job done. If you stop to think about it, there wasn’t much turf talk those days. All the lines moved forward as one to get it done.

And America thanked us for it.

I think Moore hits the leadership issue on the nose. It’s not about making mistakes, it’s about growing from them. It’s about letting our employees see us as someone who’s not just holed up in an office somewhere. I took that last one to heart when I spoke to all FAA executives a couple months ago. At least once a week now, I try not to eat lunch alone at my desk. I go down to the cafeteria and meet folks. I hear what’s going on in a way I never would’ve before. I’d encourage you to do the same.

Some of you may not be aware, but we’re about to issue a new policy statement, this one on the FAA’s commitment to safety. Over the years, policy statements sometimes collect dust, but we can’t afford to let that happen to this one. Our safety record — and your role in it — is without question. But I want to draw your attention to the statement’s emphasis on your roles in communicating with employees to keep the paramount focus on safety. It’s something we need to make a priority.

And we also need to make efficiency a priority as well. Particularly as the ATO, we must demand of ourselves a level of professionalism and execution that strike hard at both safety and efficiency. And we must communicate that expectation throughout the ATO as well. Remember the ATO corporate principles:  safety, service and value. We can’t forget about service and value.

Finally, let me close with something that General Moore pointed to but didn’t come out and say. Let’s remember that this is a tough time for all of us. The fuel prices are hitting the airlines, and they’re hitting our employees as well. There’s a lot of stress and uncertainty. Not just personal economics, but industry changes, changes in the workforce, retirements, training, changes in politics and administrations. I’m encouraging you as leaders to be a steadying force at a time where it’s not so easy to be steady ourselves. In the six years I’ve been here, I’ve come to know that the people in this room are capable of meeting that call. We need to be careful to do the right thing because it’s the right thing to do — even if no one is looking. And remember, there is always one more thing you can do to influence the outcome. Thanks for your time. Now, let me hear from you.