Eliminate ATOC

For my typical readers, this article will depart from my usual leadership centered topics and will instead focus on a functional role.  My professional community (Port Dawgs) are a wild bunch that will no doubt eviscerate me if this article is dumb, so I must approach this topic like I do everything else…just spit it out and see what happens.  My best-case scenario is it provides a viewpoint that creates conversations and that conversation turns into action.  Worst-case scenario is they will call me an idiot (which is not the worst thing I’ve been called). Either way, let’s get rid of ATOC.

The internet is a game-changer.  Or at least is was a game-changer in 1990 but somehow, I don’t believe we have fully taken advantage of this monumental opportunity.  It is long overdue for us to do so.  ATOC is something the internet could have replaced with some shifting in tasks and a little flexibility.  Not the ATOC flight (cape forecasting, load planning, etc.), the section.  The first charge of ATOC is to be the command and control (C2) of the Aerial Port.  It has been ages since this was the case in reality.  We have established SOEs that the sections adhere to and for the majority of the time they are autonomous.  They need very little C2 from ATOC.

Let’s start with the inbound and outbound controllers.  Keep in mind these are general functions found at most large ports.  All squadrons would need to adjust it a bit to make it work.  Each section in the port has a dispatcher if they work on the flightline.  And everyone has access to GATES.  Because of this, all sections usually skip ATOC and get aircraft info on their own.  This has been happening for a long time and now we have GATES that will usually feed us this info.  Easily we can eliminate these functions.

Senior Controller.  The senior controller position used to be quite valuable, especially in the absence of the Duty Officer (DO).  They run the control center and ensure all the controllers are doing what they are supposed to do.  But if we eliminate the other controller positions the senior controller position is pointless.

Duty Officer.  The duty officer position is important.  We do need a position with actual authority to make decisions and advocate on behalf of the Aerial Port.  Provide two or more depending on local needs to ensure they are not overwhelmed with the additional work.  Put them in a mobile workstation inside a truck with a radio, smartphone, tablet, and laptop so they are always connected to the unit’s needs.  We also need a 24/7 point of contact for the 618 AOC or APCC to contact for emergent requirements such as MICAP, HRs, etc.  Additionally, we would transfer the Ramp controller’s responsibilities to the DO.  They would take the paperwork to the crew, brief them, and ensure the uploads are going well.  They would also be responsible to coordinate with Command Post and Maintenance.  Times will need to be input by the section dispatchers and ATOC will no longer need to deal with the Form 77.  Data Records will be responsible for checking the 77 (if we even need a 77).  This will put the pressure on the dispatchers to ensure they have quality dispatchers.  On a side note, why don’t we have a formal dispatcher’s course?  I’ll look into that…

Local management will determine where to align the DO and the few other sections in the ATOC flight operationally and administratively.

Clearly, there are many items I haven’t addressed but this isn’t intended to be an all-encompassing solution.  It is intended to start the conversation.  It’s time to put a working group together so we can talk about how to actually utilize the leaps in technology we are seeing instead of simply converting paper documents to electronic documents and leaving our processes the same.

 

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The Decision

The Decision, The Standard & The Lesson

What do you do when you come across someone doing the wrong thing?  The easy answer is to say something to that person.  But although this is the easy answer, it is far from easy to make that decision in the split second you notice a problem.  You then have to run through the dialog in your head about how receptive the person will be to your correction, whether you are correct, how you should approach the issue, is it worth the effort to correct, and many other questions and scenarios your brain comes up with.  Then perhaps you decide to fix the problem.  Has there been a clear standard established? What if you are wrong? Or what if you are right, but there should be a change to the standard?  Are you willing to listen and learn something?  That entire drama-filled paragraph is why it is essential to have the foresight to understand three things.

The Decision: 

I’ve heard many times that you don’t choose to be a leader.  Or that the best leaders are the ones that don’t want to be leaders.  I say that is nonsense!  I find it hard to believe that people are accidental leaders.  I’m sure it happens, but I’m willing to bet it is extremely rare.  I think you should want to lead.  Leadership encompasses so much that wanting to be a leader is only the beginning.  Taking care of people, making decisions, critical thinking, empathetic behavior, intelligence, honesty, competent, forward-looking or strategic, and many other things are great traits and actions for a leader.  But the best thing a leader can do is to decide to be a leader.  In any or all capacities.  Deciding to lead is the starting point, and it will open you up to a world of tough actions that lie ahead.  What do you do once you have decided to lead?  Determine the standard.

The Standard:

Everyone has standards but telling someone what your standards are is much more difficult.  A leader must be able to do this.  Perhaps not only verbally but through your actions.  Standards are what you use to guide your actions.  If someone in your organization does something wrong, what do you do about it?  As a leader, you must have that internal discussion and know what you should do.  What behaviors are expected in your organization and how do you articulate those behaviors?  Conversations.  Conversations are vital to the thorough understanding of concepts, and without conversations, we are limited to one-way communication which is a terrible way to establish standards. Once you have the standards figured out, you are good, right?  Wrong.

The Lesson:

The problem with experience is that is can create complacency, or at the very worst it can create arrogance and ego.  With arrogance and ego, the leader believes they know exactly what they are doing and no longer need to listen. This is why it is important to understand that a leader always has a lesson to learn.  There is always a better idea out there.  If you feel like you have arrived at the peak of your leadership mountaintop, there is a good chance you have only forgotten to look around.  You will always gain value from a different perspective, and when you don’t listen, you limit options.  Always look for the lesson you should learn, I guarantee there is one there.

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Leadership Patience

Leadership patience is the ability to lead without having to drive the train on every issue.  Many leaders struggle with this.  Even the best leaders struggle with letting go and gently guiding the direction of the organization instead of moving hard and fast on the issues.  Patience is often overlooked, especially when it comes to leadership.  Don’t get me wrong, there are most certainly times when you need to move quickly and decidedly, but if you are being a good leader, these moments will be rare.  Don’t worry, leaders don’t have all the answers, many times they have very few answers, but they do know how to get the team to discover the answers.  That is leadership patience.

Far too often I see leaders making decisions before the discussion and then fail to listen once the discussion happens because they already made the decision.  It can be difficult to hold off on making a decision, and most leaders know the direction they want to go, but make a deliberate effort to know the direction you want to go and then be receptive to different ways of how to get there.

New leaders need to be very careful about having preconceived notions about the organizations they are taking over.  Deciding what to do and how to do it before you have been brought up to speed on all the nuances of the organization is a costly mistake and the recovery can take significant time.  If you want to see how your ideas will be received, you can do that without giving away your desire to implement them.  Simply ask the question and listen to the response.  You should be able to distinguish biased answers from legitimately thoughtful responses.

Simply put, people do not like change.  In many cases, they will fight change even when they know it is a good change.  I think the biggest reason for this is because it takes energy to change.  In our busy organizations, change takes energy away from important things we are already doing.  Taking that energy and using it on change creates anxiety because the new process may not even work.  This is why following a change management methodology is wise.  It helps reduce the anxiety of change and can help create an intellectual and emotional drive to change which makes the effort worthwhile.

Listen to your people.  It takes longer, you might not get the answer you want, and your forfeit perceived control, but the only way to effectively lead is my listening to the people under your charge.  Listening is difficult for everyone and is especially difficult as we get older and more experienced.  So, take the time to listen, slow the process down and be patient!  We all know you could change it and be finished in a few days, but unless you want to be stuck doing the tactical level work, you need to be patient and take the few weeks to listen and create a plan the team is willing and excited to work with.

 

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