If You Want to Learn, You'll Stop Doing This.

This week I had the opportunity to spend some time with one of the more renowned  flight instructors in the upper midwest.   Tom Berge, owner of RV Transition LLC, graciously granted me time on his schedule to get some instruction in an aircraft that is very similar to the one I have been building and hope to fly sometime in the next couple of months.

Tom is very thorough; as he talked about the various aspects of flying a high performance homebuilt like the Van's RV series, I listened intently.    As he spoke, I was able to connect bits and pieces of what he was explaining with my own experiences in other types of aircraft to better understand the material he was presenting.   I was impressed with his knowledge and ability to explain the material.

After the lesson, on the way home, my thoughts drifted to something I had seen some years ago.   A cocky young pilot and his instructor were talking nearby and I thought back to their conversation.   It seemed like every word from the instructor was met with some know-it-all response or perhaps a statement phrased as a question designed to impress the instructor with the student's knowledge.   The instructor let it go, but the student was almost too much.   As I recalled that conversation, I couldn't help but think how odd that someone would pay an instructor to teach them only to try and impress the instructor with their own knowledge.   I wonder how much more quickly the lesson might have gone had the student simply shut up and listened.   And, I wonder, how much time and money the student might have saved by not having to repeat lessons.

I've seen this scene repeated elsewhere by many different types of people, in many types of situations.   And I've seen it enough to know that it is not uncommon.   Try this - next time you are in a position of learning something new, take a moment to observe how you act.  Do you listen intently, or wait to ask the person you are learning from a question which was designed to demonstrate your own vast knowledge?    Do you really want to learn, or is your desire to learn combined with a desire to impress others?

Fortunately, that brash young pilot from years ago learned the errors of his ways, and today is much better at being quiet and soaking up wisdom from those who are willing to offer it.  And, I'm happy to report, that same pilot is well on his way to being able to competently prosecute the flight test program for his Van's RV-6A in the not too distant future, thanks to the tutelage of a wise instructor named Tom.

The Essential Interview Question

It's interview season, and we've been interviewing for several positions over the last few weeks.   Although the course of the conversation with the candidate always varies some, there is one question I like to ask at least twice, in two slightly different ways.  

"Tell me about the last time a customer or coworker was mad at you - how did you handle the situation?"

Getting along with your coworkers is at least as important as the job function - even if you do your job perfectly, there is a net productivity loss if no one else in the office can stand to work with you.   As such, you might think that discovering how a candidate might work with others would be a good idea and you'd be right.   Oddly enough, however, many prospective employers don't think to ask questions along these lines or if they do, they are questions which are guaranteed to get "the right answer".

  

Compare the question above with ones which I've heard many times: "How do you handle conflict?", or "How well do you work with others?"    No candidate would answer these questions with "Not very well" (if they did, you'd thank them for their time and send them on their way).   Instead, they answer with what they think you want to hear.    Answers such as, "I would approach the individual directly" or "I would try to learn the best way to work with that individual" are common - and largely theoretical.       When I am interviewing a candidate, a warning flag is the candidates use of the phrase "I would".   Of course I am interested in what the candidate would do, but knowing what they did do is likely to be far more indicative of their behavior.

A candidate who says they haven't had anyone mad at them is a question because it may mean they are either disingenuous (everyone has someone mad at them at one time or another) or that they have no strong opinions.    The former is obviously a problem, while the latter may prove troublesome if the position involves any decision making or leadership responsibilities.  Of course, an answer such as "Why sure - it happens all the time" is deserving of further investigation as well.

The best answer I have heard was a situation in which the individual took responsibility for the situation, then worked to resolve it directly with the individual.    This demonstrated responsibility (taking ownership) and humility (willing to admit they were wrong).    The individual was hired, and has been a strong performer on the team.

The answer to this question can be very enlightening, as we have seen, and there is another individual whom you should pose this question to at least occasionally: yourself.   How do you handle conflict with your coworkers?

The Power of Context

If you are like most individuals, you enjoy working on a piece of something larger than the simple task at hand.   We humans are wired to want to contribute to something bigger than ourselves, to something that makes a difference, or to something that adds value and meaning.     Unfortunately, some leaders fail to seize on a powerful concept that builds teamwork, increases job satisfaction, and improves productivity.   That concept is context.

Put simply, context is the why behind the what.     It communicates the larger goal or outcome and gives meaning to specific tasks that make progress toward the desired outcome.   It also empowers coworkers to make decisions on their own, to organically invent approaches, processes, tools, or designs which advance a project without requiring micromanagement.

In perhaps one of the more spectacular demonstrations of context, Lt. General Paul Van Riper led a smaller, less advanced team to victory over the U.S. military in the Millenium Challenge 2002 war games.   Rather than instruct his field commanders about what to do, he simply outlined the larger goals.   Stressing the importance of these tasks along with the ultimate goal (victory), he left the details to his lieutenants to figure out and execute.    This had the surprising effect of a nimble team, one which so overwhelmed the traditional military approach that the rules were changed in the middle of the exercise to favor the existing doctrine and thought patterns.

Antoine de Saint-Exupery, a French writer and poet, once wrote   “If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”       Providing this kind of context to a team will accelerate their work, and will only engender respect for their leader.

The most productive project I have ever been on, and the most fun, started when I was told what the business needed - the context - and that how I got there was up to me.   In turn, watching my teammates innovate and develop pieces of the larger product after sharing with them what we needed to build and why - context - was immensely rewarding.