Airlines require good management and inspirational leadership.

Airlines have to be safe, reliable, efficient, and deliver the brand values that define each airline’s unique positioning. Competitive success demands an ability to exploit regulation, to utilise new technologies, to allocate scarce resources efficiently and to guard the environment.

The result is a relatively complex set of activities that need to work every time. This defines the management task.

People in an airline have to be skilled, motivated, business aware, and engage with multiple stakeholders and partners. Issues of globalisation, security, and diversity are not unique to airlines, but they have a great significance. The result is an often emotional organization where clarity of vision and adaptive thinking marks the excellent from the good. This defines the leadership task.

These roles are not separate, however, the new generation of airline executives need to be able to lead AND manage. Whatever the “new paradigm”, - be it for global alliance members, low cost, charter, cargo, feeder or express carriers - airline executives will need the ability to deploy multiple mind sets.

For example: The worldly mind set to read the changing context. The analytical mindset to manage and improve systems. The collaborative mindset to engage with internal and external stakeholders. The reflective mindset to maintain development and perspective in roles that are frequently defined as 24 X 7. The catalytic mind set to recognise the constant need for change and adaptation.

The challenge is how to find the time and energy from all consuming jobs, and to justify the expenditure of time and money in an industry where only marginal profitability has come to be a mark of success.

We offer coaching, facilitation and consulting services designed for executives in the airline industry.