#32 | Change

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In life, business, and business aviation, change is the one constant. In this episode you'll learn how change affects safety and spend in business aviation, all based on the famous text, “Who Moved My Cheese.” This book is a must-supply, must-review tool for your team. Here's why:

Old beliefs do not lead to new cheese

Badges of Honor

But, it remains common, despite the outdated consensus, to keep outdated policies and procedures alive. From completing missions no matter the metrics, to operating on runways outside of performance parameters, to managing people poorly (as measured by moral (read, safety attitude), turnover (read, cares about you), or budget (read fiduciary responsibility))… Replacing badges of honor like these, which can compromise your health and wealth, with updated strategies, tools, and best practices, requires change.

When you change what you believe, you change what you do.

Business Aviation Cheese

Since change (moving cheese) is ongoing, let's define the cheese of business aviation.

  • Equipment: more suitable aircraft, ops. equipment, support infrastructure
  • Operations: private or charter flying, budgets, ISBAO, SMS, SOP, P&P
  • People: crews, management companies, values (behaviors), goals

The quicker you let go of old cheese, the sooner you find new cheese.

Like inflation deteriorates the value of money, stagnation in business aviation deteriorates margins of safety and spend. Money searches for better performing markets. Your aviation leaders should monitor, seek out, and adapt new cheese that positively influences your business aviation ventures.

Smell the cheese often, so you know when it's getting old.

Changing, One Trip at a Time

How can we stimulate change within business aviation? First, consider refreshing your team on change using the timeless text, “Who Moved My Cheese.” Next change one piece of cheese in your organization within the next thirty days.

Unsure where to start? Ask those intimate with your daily operations. They are the front-line best source of need-to-change vs. nice-to-change. Consider hiring an outside, unbiased expert to assist. Two points of view help prioritize initiatives to reduce risk and increase value. Track everything. Then apply variance.

Common Misconceptions

Unfortunately, sometimes a rosy picture of change compliance is painted for principals. In business aviation, when we think, “Isn't my team already doing that?” Or, “Everything is fine… takeoffs have equaled landings” we miss opportunities to capture more safety and spend margin.

Imagine this. If a business is solvent, does that mean no margin remains to be captured? Of course not. In the same light, if your business aviation ventures are “going good,” does that mean no safety or spend margin remains to be captured? Of course not.

In both instances, change leads to improved performance for principals, partners, and passengers. Win, win, win.

Comments

Change IS the one constant in life, business and business aviation. What one change will you make / have you made to reduce risk and increase value in your private jet ventures?

Share your feedback below or confidentially here.

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