Discussion about this post

User's avatar
Chuck Phillips's avatar

Love this post! The section on the status quo especially clicked with me: When I was in the Air Force, one of my jobs was to supervise teams of aircraft flight and maintenance inspectors and evaluators. If a maintenance technician "failed" an inspection, they had to attend the monthly executive management meeting held by the VP of operations, where any discrepancies were identified and possible trends discussed. The problem was that the process was entirely negative. My team would show up, throw a bunch of bad news on the table and essentially walk away.

The process "frustrated" me greatly--as well as the manager of the field teams that were being inspected. Something was missing...I went to my chief inspector--and asked him what happened when a technician passed an inspection?? It turns out that we only were responding to the "fails" and missing an opportunity to call out successes over time and best practices!

We changed the overall process to include a focus on "passes"--especially when a best practice could be identified. If a technician passed 5 successive inspections--he was presented a certificate of outstanding performance at the monthly meeting with VP ops. When failures did occur, my team was not only required to document the fail--but provide training on the spot.

These changes completely changed the attitude in the field on the inspections--and turned my team's reputation from "black hat" to "white hat!" So yes, frustration properly channeled is a game changer!

Expand full comment
1 more comment...

No posts