You Don’t Like Me

After receiving his license and certifications as a helicopter pilot, he went to work for a tour company in Hawaii. He enjoyed his work, but after two years it was becoming routine.  He had heard about companies that use helicopters for tree trimming in remote area, along rail and powerlines, and in marshy locations where it’s difficult to enter with ground equipment. He decided to check it out. He contacted a company operating out of Idaho. When they offered him a job as a pilot, he took. 

Known broadly as aerial tree care, the primary method involves the use of a helicopter equipped with a aerial saw. These saws feature a series of circular saws mounted along a shaft suspended under the helicopter. It’s controlled by the pilot with assistance from a ground observation crew. Although it was going to be a real change from flying a tour copter, it was type kind of change he had in mind.

During his first meeting with his crew chief, she made it clear that he’d have ample opportunities with the company. She explained that there’d be a rather serious transition from a tour operation to aerial tree service. She said the services provided are very different, and so too are the environments and working conditions. She concluded their first meeting by sharing that she and the team would be patient with him. She also told him that he’d need to be patient with them and himself. 

As a pilot, it’s not hard to imagine that he wanted to be flying as soon as possible.  He was spending time in the air, but it was as an observer. From time to time he took the controls, but there was still another pilot with him. After two months he felt he was stalled, and he began questioning if this change was right for him. Somewhat frustrated, decided to speak with his crew chief. She complimented him on the progress he was making, but cautioned that he still had some things to master. She said, “It’s all part of the process that’ll enhance your potential for success both as an individual and as a member of our team.”  Although he understood the need to make a positive transition to the new piloting demands and routines, he took her comments personal, almost as though they were a flat dismissal of his concerns.

Shortly after that conversation, while relaxing after a long day in a remote area of northern North Dakota, the crew was discussing a particularly difficult section of electric transmission line they’d be working the following day. He offered a suggestion. No one immediately responded.  But when the crew chief did, she thanked him for sharing his thoughts. She then cautioned against his suggestion, pointing out a difference in the operational parameters of the type of helicopters they were using. 

Although polite and professional in her explanation, he interpreted her comments as a rebuke in front of the team. To him that was another indicator that she didn’t like him.  For a few days he thought about how best to deal with what he believed was happening. He didn’t want to anger her further, but he had his future to think of as well.  Finally, he asked to see her again.

When she asked why he wanted to meet, he was blunt and came right to the point.  “I seem to be stalled in my progress to becoming a solo pilot, and when I did tried to offer a suggestion, you rejected it outright. I get the feeling that you just do not like me.”

There was an uncomfortable awkwardness in the room. She quickly dispelled it. “Because of the transition you’re making, you need a thorough onboarding process with us. At this point you’re almost there. On a team, particularly a team that deal in dangerous operations like we do, there are protocols that have to be met and maintained by everyone. This is particularly important during the onboarding process. Your suggestion, although in line with your training and experience, wasn’t appropriate for our type operation. Your initiative was appreciated, but you’re suggestion could have created some serious problems for both the pilot and the ground observers.  That’s why I rejected it and explained another alternative; not because I don’t like you.” 

She ended with a solid piece of advice. “When you have suggestions, offer them; when you have concerns, share them; and be careful assuming you’ll always know what motivates the words and actions of others.”

Individuals and the teams on which they serve must remain open to well-intended suggestions, respectful disagreement, and shared standards of performance and decorum. Only in such environments can individuals flourish and teams realize their full potential.