A Quick Note: Before we dive in, I need to be clear: the following is my personal perspective based on two decades in the trenches. These opinions are mine alone and do not represent the official stance of the FAA or any other government agency. I’m speaking as a controller and a trainer, not as a spokesperson.
Twenty years ago, when I started as an Air Traffic Control Specialist, the “sink or swim” mentality wasn’t just a philosophy; it was the bedrock of our culture. Back then, the FAA’s approach resembled a high-pressure filter designed to throw candidates into the meat grinder to see who came out the other side intact. The goal was simple: find the elite “prodigies” who could handle the heat without breaking a sweat. But today, that same mentality is the very thing breaking the National Airspace System. By clinging to this archaic filter, we are burning through the talent we desperately need while leaving our complex facilities understaffed and our Certified Professional Controllers (CPCs) utterly exhausted. It’s time to stop hunting for unicorns and start building a resilient system that values stability over a few lucky stars.
The core of the problem lies in how we view the relationship between resilience and speed. In almost every other high-consequence industry, redundancy is a feature, not a bug. Yet, in ATC training, we treat “extra time” like a shameful failure. We prioritize speed above all else, weeding out anyone who doesn’t possess near-instantaneous processing power from day one. However, after training dozens of controllers, I’ve learned a secret the Agency refuses to acknowledge: a controller who takes twice as long to certify isn’t a “lower quality” controller. In many cases, they are actually superior. They tend to be more methodical and disciplined in their approach to safety. They have built the deepest muscle memory and the most stable situational awareness because they’ve seen more repetitions and worked through more “bad” days. By forcing speed, we lose people who could provide a reliable backbone for the NAS.
This lack of “Systemic Margin” is what makes our current environment so brittle. In a complex environment, Systemic Margin is the safety buffer that exists between normal operations and a total collapse. When you operate with no margin, the system is fragile—one person calling in sick, one radar failure, or one unusual weather pattern causes a total safety event. If we doubled OJT hours, especially at our level 10–12 facilities, we would finally build a shock absorber into the system. We need to accept that if a controller needs help when the sectors get saturated, it doesn’t mean they aren’t capable; it means we need more controllers to shoulder the burden. By training for volume rather than just elite proficiency, we could distribute the load across more people, ensuring safety through redundancy rather than relying on a few “superhumans” to carry the entire weight of the sky. What if you didn’t have to ask the CIC or Supervisor to be your handoff, because you already had one?
Unfortunately, we are currently trapped in a staffing death spiral. Facilities are so short-staffed that we can’t afford to pull experienced controllers off the boards to provide quality instruction. This creates a loop where the “instructional capacity” is nonexistent, and training becomes a burden rather than an investment. To break this, the FAA must professionalize the instructor role. We need Certified Professional Instructors (CPIs) who are compensated and incentivized based on trainee success rather than just “working the boards.” Right now, OJT is often just an extra chore for a tired controller. If we officially designated a career track for instructors, we would transform training from a drain on resources into a self-sustaining engine of growth. The 10-25% in the moment compensation we currently earn is just hazard pay, instructors should get a permanent hourly pay bump and get a bonus every time someone gets certified. Controllers should be competing for the right to be trainers, not hiding from the responsibility. We also need to move away from learning from instructors who haven’t worked real traffic in decades and focus on those currently in the trenches.
This shift in philosophy must also extend to the way we modernize—or fail to modernize—our technology and our hiring pipeline. The FAA’s “Flight Plan 2026” talks a big game, boasting a $22 billion investment in the Brand New Air Traffic Control System (BNATCS). On paper, it looks like progress; in reality, new tech is a hollow promise if it isn’t standardized across the board. Right now, we are asking trainees to learn facility-specific quirks on “antiquated last-millennium trash” while the Agency promises a high-tech future that usually only reaches a handful of elite facilities, leaving everyone else behind. If we want a universal training standard, we need a universal interface. New technology is only as useful as the person plugged into it, and if that person is still fighting legacy equipment that belongs in a museum, we haven’t actually moved the needle.
Furthermore, we need to address the bottleneck at the very start of the career. Secretary Duffy has streamlined the hiring process from eight steps down to five, effectively “supercharging” the influx of new bodies. But let’s be honest: flooding the facilities with a bunch of new people without the capacity to train them is just moving the pile. We are seeing record-breaking Academy classes of 600+ trainees, yet many of these people will show up at their first facility and sit around for months, or even years, waiting for a training slot that doesn’t exist. We are still relying on an Academy system that most of us recognize as a “shit test”—a hurdle that measures the ability to study general knowledge but offers little to no help when you actually step onto the floor of a high-complexity facility.
If we are serious about building up rather than weeding out, we have to rethink where the “weeding” happens. We should be expanding the Enhanced AT-CTI program to allow collegiate graduates to bypass the Academy entirely. By shifting the academic heavy lifting to the university level, we ensure that the people showing up at the facility are already fundamentally sound and ready to work traffic, not just ready to pass a multiple-choice test. At the same time, we have to get real about incentives. It takes a lot to motivate experienced controllers to leave a stable life and move to a staffing-challenged, high-stress Level 12 facility. The only people that will do it for less than 50k are the inexperienced and the desperate. For a veteran controller, that amount doesn’t even begin to cover the cost of the burnout and the increased workload they are being asked to absorb. To fix the staffing death spiral, we need real incentives that acknowledge the value of “tribal knowledge” and the sacrifice required to fix a broken facility.
Finally, we need to fundamentally overhaul our “gym.” The current 2026 budget includes funding for upgraded Tower Simulation Systems, but quite frankly, we’ve heard this song before. Most of us are still working with antiquated, last-millennium trash. We don’t need a new building or a legacy room; we need virtual reality sims and high-fidelity repetition. We need to stop using the simulator as a “final exam” designed to catch failures and start using it as a training gym where a trainee can experience a decade’s worth of emergencies and “black swan” events in a few months. For every hour of live traffic, a developmental should have two hours in a sim seeing the weird and the dangerous until their response is automatic. This would free up their mental bandwidth for the nuances of live traffic, leading to higher success rates and a much more resilient workforce. We don’t need a few elite stars to save the day; we need a solid, well-rested, and deeply trained workforce that can handle the volume of the future.
I can’t remember if I’ve done one of these before, so here I go (again?). I have owned, rented, and leased a good variety of vehicles over my life, and I have a lot of opinions about them as a result. At different stages of my life, I have purchased for looks, engine size, and practicality. The experience is more than just driving the car; the negotiation, repairs, and drama involved in purchasing and maintaining a vehicle have contributed to some of the most emotional moments of my life. Perhaps my advice can help some of you keep from making the same mistakes.
My first car was a 1988 Buick Skylark I bought for $3,200 at a used car lot in Yuma, Arizona. It was an “old lady beige” color and had a transverse V6 engine. I bought it because one of my friend’s parents had the same car when I was a kid, and it felt nostalgic. It was 1997, and I didn’t know how to haggle or have any credit to speak of, so I took what they gave me and had my first car payment at an outrageous interest rate. I was a Marine who delivered pizza in the evenings, so I drove the hell out of that car. After 100k miles, it broke down a lot. I was in the hobby shop on base almost every other weekend fixing something on it.
It was durable, though. I was T-boned at an intersection in San Diego and was able to drive the three hours back to Yuma after pulling the fender off the wheel, even though the insurance company said it was totaled. The guy who hit me had a little Honda Civic and did not drive away. His insurance company was kind enough to give me $3,700 for the car, which was nice since it was almost paid off and the payout was more than I had paid for the car. In retrospect, it was probably a thank-you for not claiming any injury. I was working nights at Little Caesar’s, and my boss’s husband was a mechanic and auto body repair guy. For $700, he fixed my alignment, replaced the front quarter panel, repaired the cracked bumper, and repainted the car a sparkling cobalt blue. I paid the car off and had over a thousand extra in my pocket. I drove it for another two years before giving it to my future mother-in-law at the time in San Diego. She drove it for another four years before she passed away, and I eventually donated it to a charity I don’t remember.
In my quest to find a car that wouldn’t break down every other week, I decided I would get something brand new. I was a Corporal in the Marines making the big bucks, still in Yuma. After several frustrating encounters with car dealers, I settled on a 1999 Hyundai Accent on sale at the end of the year for $8,900. I found eBay that year and sold off my childhood toy collection, which paid for a good chunk of it. It still seemed expensive to me for what it was, but it was probably the most dependable car I ever owned. I delivered pizza with that car almost thirty hours a week for the next five years. I commuted every weekend from Yuma to San Diego to see my girlfriend for almost a year until I was assigned to MCAS Camp Pendleton. I was able to pack everything I owned into that little car, and it still made it over the mountains. I made a few cross-country trips in it, including going to Maine and back, and then to Iowa and back. We got a flat tire just outside of Spokane, Washington, on the way back, and I think that was the only thing that ever went wrong with it until the transmission broke just after 120,000 miles. When they told me what it would cost to replace the transmission, I gave it away to the mechanic for $300 and had my first midlife crisis.
I was working as a 911 dispatcher, which was only a couple of blocks from my house, so I didn’t really need a car. My wife at the time had just bought a new Dodge Magnum and decided that the money in savings was going toward her Lasik procedure. I tried to be understanding, but underneath I was brooding and angry. There were a variety of other issues going on, but that’s not what this post is about, so moving along. After weeks of walking and biking everywhere, something broke, and I decided I needed and deserved a new car. I was doing the eBay thing at the time because it’s hard to deliver pizza when you’re a dispatcher and don’t have a car. Our spare bedroom in our little two-bedroom condo was full of books, and I decided to liquidate them so I could buy a car. This made my wife happy, but I was in a downward spiral, auctioning off my collection for pennies on the dollar.
Shopping for the car was a hassle since I had to bike everywhere, and no one takes you seriously at a car dealership when you arrive on a bicycle. I never had a good relationship with car salesmen, but my dislike intensified greatly that summer. I finally found an internet sales representative at a Mitsubishi dealer. He let me custom order the Eclipse that I wanted: a sunburst orange, hardtop Spyder with an automatic transmission and ground effects package. It had a 3.8-liter V6 engine, sport-tuned suspension, and wide, high-speed-rated Pilot tires. It had orange leather seats and an awesome sound system with a subwoofer in the back. It took seven weeks to arrive and cost $36k. Worth every penny.
Perhaps not entirely coincidentally, I filed for divorce about six months after buying that car, and what followed were the greatest five years of my life. I visited so many national parks in that car, including Sequoia, Yosemite, Zion, Rocky Mountain, Great Smoky Mountains, and even Acadia. It was fast, comfortable, and relatively reliable. I never delivered pizza in that car, and I washed it every week. When the transmission started slipping at 120k miles, I traded it for a Hyundai Veloster, and it feels like my happiness never recovered.
The Veloster was an adequate vehicle. Hyundai was easy to work with compared to other car dealers, and I was able to complete the trade in about 90 minutes. However, the Veloster was underpowered and underwhelming compared to the Eclipse. This brings up an important point regarding car models and their packages: I rented a low-end Eclipse on a trip to Denver one time, and it was such a piece of crap it made the Veloster seem like a high-end vehicle in comparison. It’s something to keep in mind when you see two of what appear to be the same car with a $20k difference in the price tag. You get what you pay for.
The Veloster had all the bells and whistles, and everything worked well, aside from a couple of annoying features. If the car was wet and you opened the hatchback, the water would run right down into the car. The back seat was so small that someone over 5’10” would need to lean forward so their head didn’t hit the top of the hatchback. The transmission would buck if you slowed down for a stoplight and then tried to accelerate right before the car stopped. It was so bad I took the car in twice thinking something was wrong. The mechanics assured me that it “was just how the car was.” There were no major issues, but I traded it in at 120k miles for a Nissan Maxima because I wanted something with four doors for the kiddo and the car seat.
I have not had the best relationship with Nissan. The deal with the Maxima went fine, but back when I was looking—before I got the Eclipse—I had an issue. I thought my midlife crisis car was going to be a Nissan Z. I remember arriving at the dealer after an all-nighter; I worked 5 PM to 5 AM as a 911 dispatcher. I told them I wanted my payment to be under a certain amount. I had about $10k to put down (I hadn’t quite finished selling off all my eBay stuff yet) and excellent credit. I also knew they could accommodate me if they wanted to because my brother was a Toyota dealer at the time and was trying to get me to buy an ugly-ass Avalon.
The salesman kept me waiting for over 45 minutes—after I had already been there for about an hour browsing and test driving—and came back to me with a payment a hundred dollars a month more than I asked for. I told him it wasn’t going to work and began to walk off. He asked me to stop while he asked his manager if there was anything they could do. I waited around some more. Keep in mind, it was almost noon by now, I hadn’t slept since noon the day before, and I had to go to work in five hours. They came out almost 45 minutes later with an offer that was still 50 dollars more a month than I wanted. I was pissed. As I was walking away, trying not to explode into a physical altercation, they came running back out saying that the head manager could get me the deal I wanted with an even lower interest rate and two dollars a month less than what I was asking for. I would like to say that I politely declined and asked, “Where was that offer two hours ago?” but what I actually said was something more like, “Too late, fuck off and eat a bag of dicks.”
My second bad experience was after the Maxima purchase when I was looking into purchasing a Pathfinder my current wife was leasing from them. I had first looked into trading it for another new Pathfinder lease, but they were telling me they would only give me $16k when the car was worth over $20k. I thought, “Okay, I will just pay the $16k residual and keep it or sell it to someone else for $5k more.” Right from the start, there was resistance. The dealer told me I had to call the finance people, and the finance people told me I had to physically go to the dealer. It took almost a week of phone tag to work out, but they finally settled on me coming into the dealer to do the paperwork. As I was filling out the paperwork, one of the managers came up to the guy I was working with and said, “Oh, there is this new law in effect that says we have to charge you $1,000 for a post-lease inspection,” or some such nonsense. I was already pretty livid with the runaround I had dealt with all week, and this little tweak made me burn. The clerk I was working with looked embarrassed to be adding the extra fee to the paperwork, but I was making phone calls. I found a Nissan dealer 30 miles away that had never heard of this law, so I drove there and purchased the Pathfinder for $16k with no issues. I took the Pathfinder to CarMax where they valued it at $24k, then I went to Jeep, where they paid off my $16k loan and gave me $8k toward a new Jeep Grand Cherokee lease.
I purchased the Midnight Edition Nissan Maxima used with 12k miles for $22k. This was before the Pathfinder incident. The car ran well and had decent power. It was a lot easier to deal with the car seat than with the Veloster. There was an issue where my drivetrain (or something) was leaking before the warranty ran out. I took it to the dealer, and they fixed it with no issues and gave me a loaner while they did the work. However, around 120k miles, I was stranded in a parking lot because the car wouldn’t start. AAA came out, gave me a jump, and said it was just the battery. This was concerning since I knew the battery was only about six months old, but I didn’t worry about it until a week later when the car died again and left me stranded. AAA jumped me again, and I drove it to the place where I bought the battery—a mechanic I’d been using for years—and asked them to take a look at it. They did a full diagnostic and said the battery was dead, but they could find no other issues. They replaced the battery and sent me on my way. I was thinking alternator, everybody was thinking alternator, but the mechanic allegedly could not find anything wrong with it.
A week later, I was stranded again on the I-5 North in the no-man’s-land between Oceanside and San Clemente for three hours in the August heat. I had AAA tow me directly to the mechanic again and asked them to figure it out. The next day they said it was, in fact, the alternator and they could replace it for $1,500. I was already over the Maxima and appalled at the price. The place was under new management, and I should have made more noise, but I didn’t want the hassle of towing it all over town for another quote, and I couldn’t get a good trade-in for a car that wasn’t running. I paid the price and traded it in for a new Subaru Crosstrek a week later. I do not use that mechanic anymore.
The Subaru deal was the easiest car purchase I ever made. I bought a Sun Blaze Pearl (orange) Wilderness Edition thinking I was gonna be all outdoorsy. I came in with a CarMax valuation of my Maxima and told them I wanted a 3-year loan with less than 3 percent interest, $3,500 off the sticker price, and a trade-in price for the Maxima that was at least what CarMax offered. They came back with everything I asked for less than five minutes later. I know, I should have asked for more. They then sat me down with some kind of insurance salesperson who tried to sell me extra protection and features for everything. She seemed offended when I turned everything down. If I accepted even half of what she offered, it would have doubled my car payment! “What will you do,” she asked, “if you get a crack in your windshield and you have to pay $1,900 to replace it because of the sensitive cameras installed?” She didn’t really like my response, which was: “If my windshield is cracked so badly that I can’t see out the window and it can’t be patched, I will trade the car in for something else that does not have a useless camera in the window.” It turns out that this $1,900 camera does not even record video; it’s just a fancy motion sensor. After I politely told her I would not be purchasing any of the extra insurance policies and started openly questioning if I should purchase such a delicate vehicle, she finally let me go.
I should not have bought the Subaru. It is a perfectly adequate car in most ways, and I mostly got it because of the 5-star crash rating for my kiddo, thinking we would do some real backcountry camping trips. It turns out my son is not quite that adventurous. The car is heavy, and even though it is a four-cylinder, it gets worse gas mileage than my Maxima or Eclipse. My wife’s 4×4 Jeep Grand Cherokee gets better gas mileage. You cannot permanently disable the function that makes your car turn off at every light; you have to remember to push the button to turn it off every time you start the car. If you forget and end up in stop-and-go traffic—which is every day for me—the car will buck and kick because it can’t decide if it should shut off or not.
Furthermore, you can’t disable all of the collision and lane change alarms. Sometimes I like to open up and do the I-5 road slalom. There are so many alarms and bells going off it sounds like a McDonald’s kitchen at lunchtime. When I go up the hill close to my house, the “out of lane” alarm goes off every time even though I’m in the only lane available. I’ve had the collision alarm go off a few times when going to pass or change lanes, and it scared the crap out of me because I didn’t see anything, and it turns out nothing was there. When you go around corners and there are trees in the median, the front collision alarm goes off. If something heavy, or your dog, is in the passenger seat, the seat belt alarm goes off continuously until you buckle it.
Finally, when you use the proximity unlock on the driver’s door, it only unlocks the driver’s door. If you use it on the passenger door, it unlocks everything. This is an issue because at night when I open the driver’s door and try to unlock the other doors for passengers, there is no light on the door panel to show which button to push, so I have to get out my phone flashlight to look. As soon as you start the car, however, the door panel lights up so you can see the buttons. I have asked Subaru about this during every oil change, and they do not have a solution. My work around is to just unlock the car from the passenger side at night. It’s embarrassing.
I suppose I should touch on some cars that I’ve had tertiary experience with since they were technically purchased or leased in my name. My ex-wife’s first car was a 1997 Geo Metro. I think we bought it used for peanuts. It was dependable and got good gas mileage, and that’s about the best I can say for it. It was underpowered and tiny. You couldn’t drive too fast because of the fear for your life. It was kind of like being on a large skateboard. We gave it to my brother in 2006 when we got the Dodge Magnum. My brother drove it for years, even after it lost one of the cylinders and most of the normal electronics—including the hatchback and passenger door—stopped working. He sold it for $300 when he moved back to Maine in 2009. I remember seeing it a few years later being driven by someone else. I could tell it was the same car because of the huge scratch in the driver-side door where my wife had hit a pole in the ground. All of the paint was faded, so the car was more gray than black, but it was still running.
The Dodge Magnum was a nice-looking car with the oversized rims we had. It did not feel underpowered even though we only had the V6, and the turn radius was surprisingly good for its size. The rear visibility was terrible and caused at least one minor collision when my wife was backing out of a parking spot. Overall, it was a glorified, overpriced station wagon.
My current wife had a Mercury Mariner and a Nissan Pathfinder, neither of which I drove very much. I liked the Pathfinder more because it was newer and not falling apart like the Mercury. My current wife’s last two cars have been 4×4 Jeep Grand Cherokees. They were three-year leases. The first one barely saw 12,000 miles and left us stranded in the desert on the way to Las Vegas. It was no-shit 118 degrees out, and we were there for almost three hours with no water. Apparently, the fuel pump went out. Jeep roadside assistance was non-existent. After I finally figured out the website, they just sent me a text asking me to pay $647 before they sent someone out to the wrong location. I declined. Good thing I have AAA. The Jeep dealer in Las Vegas, where it was towed, did not offer apologies or a courtesy vehicle. Apparently, Jeep does not do courtesy vehicles. So we had to Uber all over Las Vegas all week while they fixed the truck. I would like to mention at this point that my experience with Hyundai and Mitsubishi roadside assistance was amazing, even better than AAA. This was twenty-plus years ago, though, and I know things change.
Our second Grand Cherokee is basically the same vehicle but newer. I would never have done Jeep again, but the wife insisted, and it was easy. I came in with a CarMax offer, and Jeep accepted it and gave me a decent lease without much haggling. Our second Jeep barely reached 3,000 miles when it left us stranded in the driveway. The battery was dead. I tried to jump it myself, but for some reason, it wouldn’t start even after charging for 40 minutes. I called AAA to take a look. They jumped it and it started—for about 90 seconds—and then it died. It would not start again. AAA said it looked like the car still thought it was “on,” so it just stayed frozen. No power meant we couldn’t put the car in neutral or release the e-brake. AAA had to drag it out of the driveway and spend 30 minutes getting it onto the ramp truck. Again, Jeep was not apologetic and said they did not have loaner vehicles. They replaced both batteries and told us to come pick it up. I can’t believe people take these pieces of junk off-roading into the middle of nowhere. We’ve barely had the vehicle a year; I can’t wait to see what adventures the next couple of years hold.
I know you’re probably thinking: “He talks about CarMax having reliable estimates for car values; why doesn’t he buy from there?” To put it simply, CarMax has a crappy selection of higher-mileage, ugly cars. I have walked around the lots for hours and scanned online. The cars are always slightly too old, the wrong version, or the wrong color. If CarMax could custom order me a new version of what I wanted, I would probably buy from them because otherwise, they seem pretty solid, and the experience there is so much better than a car dealership.This is my sage advice to anyone purchasing a vehicle in the modern age: Don’t. Get a job within walking distance of the neighborhood you love to live in, or work from home. If that is not feasible, then order online if you can, even if it costs a bit extra. Car dealerships and dealers are, by and large, terrible people and places. Avoid them for the sake of your sanity. Buy new if you can, unless you like fixing cars or know a friendly mechanic. Used cars come with unknown baggage. Ride a bike and save up. Get your maintenance done in a timely manner. If your engine seizes because you haven’t changed the oil in 30,000 miles, or you have a blowout on the highway because your tires are bald as shit, you have no one to blame but yourself. Get AAA; even new cars break. Get something you like that speaks to who you are. Driving around the “practical” car gets old fast. Don’t buy a Jeep, or any Chrysler product for that matter, if you can help it. Good luck.
A good crockpot chili has been a staple of mine over the years, not just to take a bit of the chill out of the winter air, but also as a healthy, hearty meal that can be made in bulk. I took this original recipe off the internet long ago, back when eBay was still young and we used MySpace instead of Facebook. So, I don’t know who to give credit to, but I’ve made enough modifications and alternate versions over the years that I feel comfortable sharing what I know without offending anyone specific. There are as many ways to make chili as there are days in the year, but let me share my way. It isn’t gourmet by any means, but it’s delicious, it gets even better after a day or so of storage, and when I bring it to parties and gatherings, I rarely have leftovers.
The Base: Beans and Tomatoes
The foundation of my chili is beans and diced tomatoes. I generally try to keep the ratio two-to-one, beans to tomatoes, but there’s a lot of room for variety here. I usually start with two cans of black beans, two cans of pinto beans, and two cans of diced tomatoes. I generally use the organic, canned varieties you can buy at Costco.
You can certainly use kidney beans as well.
You can even use bagged dry beans if you don’t mind soaking them overnight, then boiling and simmering. It’s a lot more work and preparation. For some reason, my chili never seems to have quite the right texture if I soak my own beans, but it still tastes great, and bulk dry beans are dirt cheap.
Adding the Meat
Next, you need the meat. I like a lot of beef, so I generally use 1.5 to 2 pounds of ground beef with this recipe.
Handling the Fat: If you are using fatty beef, you will definitely want to cook it separately and drain at least some of the grease. If you prefer a greasy chili, though, feel free to just toss it right into the crockpot.
The Sausage Swap: You can replace some or all of the beef with ground Italian sausage or do a 50/50 beef and sausage mix. You can buy pre-ground sausage or just buy the links, remove the casings, and chop it up yourself.
A Personal Note: Some people make chili using chicken or turkey, but this has never turned out well for me. I’m just not a fan of overcooked chicken—maybe I just don’t know how to do it right.
Vegetables and Peppers
I like a lot of veggies in my chili. I add at least one full onion and at least one, sometimes two, bell peppers. I like to use a red and a green one for color. You can add other peppers, too.
For Heat and Flavor: If I’m making chili just for me to take to work, I will take a small jar of jalapeños and dump the whole thing in, juice and all. If I’m making it for the family, I use just a few diced jalapeños and maybe some serranos or poblanos. I will not ruin my chili with habaneros.
More Veggies: I chop a lot of mushrooms into my chili. You can use canned if you want, but I prefer using fresh white mushrooms. I put thin-sliced black olives in when making for myself, but my wife and kid don’t like olives.
Spices and Finishing Touches
There are a lot of spices that make chili what it is. You need at least 3 tablespoons of chili powder and at least 2 tablespoons of minced garlic—not that powdered stuff. Cumin and black pepper are good, too, probably not more than a teaspoon each unless you really like it.
Some people add salt; I usually do not.
I usually add a couple teaspoons of hot sauce, like Tabasco or Cholula.
Put everything in the crockpot on high for the first hour and then low for the next six to eight hours.
Enjoy your chili over the next week, or put some in the freezer for next month. Some people pollute their chili with unnecessary dairy like sour cream and cheese, but if you really don’t care about your health, this dish goes great with a bag of Fritos scoops and an IPA.
In a world drowning in data, we often focus on output: what we create, what we post, and what we achieve. But what about the input?
The sheer volume of information, entertainment, and distraction thrown at us every second is unprecedented. We are constantly consuming—from social media feeds and 24/7 news cycles to endless streaming options and notifications. This constant stream of digital input is the invisible force shaping our mental landscape, our energy levels, and even our sense of self-worth.
If we want clear thought, focus, and genuine self-improvement, we can no longer afford to treat our minds like a passive dumping ground for whatever the internet throws our way. It’s time to practice Input Hygiene.
What Is Input Hygiene?
Think of it this way: You wouldn’t eat junk food all day and expect to feel energized and healthy. The same principle applies to your mind. Input Hygiene is the conscious, deliberate process of curating what you allow into your attention. It’s about protecting your mental space from low-quality, toxic, or simply overwhelming information.
Why It Matters Now More Than Ever
Combating Digital Fatigue: That feeling of mental exhaustion isn’t just from work; it’s often from the relentless cognitive load of processing endless, uncurated information. Reducing noise frees up energy for things that actually matter.
Protecting Your Baseline Happiness: Constant exposure to curated “highlight reels” on social media or sensationalized news narratives can warp your sense of reality and hijack your mood. Filtering your input helps you maintain a healthy, balanced perspective.
Cultivating Deep Focus: Your brain is constantly being trained to handle tiny, rapid bursts of information (the scroll). Improving your Input Hygiene retrains your attention span, allowing you to engage in deeper work, reading, and thought.
Three Simple Steps to Better Input Hygiene
1. Audit Your Information Sources
Take a mental inventory of everything you consume on a typical day. Where is the majority of your input coming from?
Identify the “Junk Food”: What sources consistently leave you feeling anxious, jealous, or simply drained? Unfollow, mute, or block them. Your news feed is not a moral obligation.
Seek “Nutritious Food”: Actively seek out sources that inspire you, teach you a new skill, or provide balanced, well-researched perspectives. Think: books, long-form articles, thoughtful podcasts, or accounts that genuinely add value.
2. Implement “Digital Intermittence”
Just as intermittent fasting gives your body a break, digital intermittence gives your mind a break.
The First and Last Hour: Commit to making the first hour after waking up and the last hour before bed device-free. Don’t start your day reacting to the world’s demands or end it scrolling. Use this time for reflection, reading, or planning.
Scheduled Checks: Instead of checking email or social media whenever a notification pops up, schedule three specific times a day (e.g., 9 AM, 1 PM, 5 PM) to engage with them. In between, the apps are closed.
3. Control Your Defaults
We often fall into poor habits because they are the path of least resistance. Change the default setting of your devices and environment to support better choices.
Silence the Notifications: Turn off non-essential push notifications for everything except direct calls and texts.
Move the Apps: Remove distracting apps (like social media or games) from your home screen and put them in a folder buried on a third screen. The slight friction makes you think twice before opening them.
Make Knowledge Accessible: Put a physical book, a notebook, or a hobby project right next to your couch or bedside table. Make the healthy input the easier choice.
The Takeaway: Your mind is the engine of your life, and the quality of your output is entirely dependent on the quality of your fuel. Start treating your attention with the respect it deserves. Start practicing Input Hygiene today.
Disclaimer: The views and opinions expressed in this blog are my own and do not represent the official policies, positions, or opinions of the Federal Aviation Administration (FAA) or any other governmental agency. I do not speak on behalf of the FAA, and any information provided is based on my personal experience and knowledge.
I’ve been reading a lot of articles about why air traffic control is short-staffed, and since I have some experience in the area, I thought I’d take a crack at it. I have about twenty-five years of experience in the industry, and I’ve trained more than 30 controllers. Only one of them did not make it due to ability, and there were some definite psychological issues there as well. I believe that the agency is short-staffed because of the antiquated philosophy that an air traffic controller somehow has to be smarter and more capable than the average human. Are some people more gifted than others? Of course. If we try to staff our facilities with only the prodigies, however, we will fail unless other fundamental changes are made.
First, let me debunk or confirm a few rumors out there for anyone interested in the job. No, you do not have to have 20/20 vision, as long as you can wear glasses or contacts that correct to 20/20. The pay is good. My wife has a college degree, I do not, and I made twice what she did last year. Let me throw in some caveats. I have been in basically the same position for almost twenty years, so I’ve received a few raises. A new controller starts out making less than I did as a pizza delivery driver in 2003 until they get fully certified, which can take years. My wife gets to work from home, and her health benefits are better than mine. She has relatively little traumatizing pressure on a daily basis. I will talk about chronic stress later. I also worked well over 100 hours of overtime last year, and she didn’t work any overtime. She could make as much as me if she wanted, but she likes to work from home and not be in charge of too many people. The best benefit air traffic has over her job is the retirement pension, which her job does not have. Since so many air traffic controllers die before retirement or soon after, I’m not sure that perk is as great as it sounds.
So here is why we are short-staffed, in my opinion. A crucial part of the reason we are short-staffed is because we are short-staffed. Controllers, in general, already have this idea that they are somehow special and that not everyone is cut out for their job. Now, stack this with the fact that many of them have been doing the job of two or more controllers for so long they’ve forgotten what it was like having an extra person to help out, or maybe they have never experienced full staffing. That controller may be a prodigy who was hired and certified because they have a gift, and the tasks came relatively easily to them. Now they have to train some kid off the street who knows nothing about what they do. I’ll come back to the indoctrination training later. So, since this air traffic controller probably hasn’t had to train anyone in over a decade, and they are used to working with other prodigies, they have no idea how to deal with someone new. So, this new developmental controller endures six to eighteen months of chronic traumatic stress and being told they are just not good enough until they are kicked to the curb.
Chronic traumatic stress, in my opinion, is when you are regularly exposed to intense situations that cause fight-or-flight responses to kick in. This is when your focus narrows, maybe you actually have darkness around the edge of your vision, your heart rate increases, and you have a cold sweat that breaks out all over your body. No, you don’t hyperventilate and pass out; people who have panic attacks can’t be air traffic controllers, sorry. Your body has to process that stress, and it is exhausting and probably shortens our lives. You may have experienced this for short periods of time when skydiving or snowboarding and suddenly the mountain disappears underneath you for a dozen feet, during a medical crisis, or during combat. Many air traffic controllers experience this daily, sometimes for hours on end. After a year or so, your body somehow naturally suppresses the worst side effects, and you learn to deal with it one way or another. I drank a lot of alcohol as a young controller. Some controllers quit during initial training or just mentally give up until the agency forces them out.
Hazing is not as common anymore; there are a lot of rules preventing it, but it still happens in a much more subtle way. There is a constant critique of everything you do, starting with the daily list of faults from your trainer and little comments like “why aren’t you getting this yet?” There are comments from the peanut gallery constantly, and little to no positive reinforcement. Can you imagine how the newer “everybody gets a star” generation clashes with the older “you suck until you can prove otherwise” mentality?
So, we are short-staffed. The certified controllers are trying to certify people who can do their jobs, preferably as well as they can, in about 150 hours. Training times vary greatly and are not remotely consistent. There are facilities that are very basic with one runway and one taxiway, and the operating procedures book is only about fifty pages long, and a trainee gets about 400 hours to get through the facility. There are radar facility sectors that are dozens of times more complex with hundreds of pages of operating procedures, and a trainee only gets 150 hours to get certified. I get that the agency doesn’t want to justify training everyone for five years straight, but maybe they could experiment with other options instead of trying the same thing that hasn’t been working for thirty years. For example, start by doubling all the training hours and see how that affects the metrics. How much more money are you going to waste than you are already wasting by getting rid of people after a year or two of training?
The indoctrination process needs a change. The basic school in Oklahoma City, if you’re a civilian, is pretty much useless. It is a way to weed out candidates that have poor study habits or don’t play well with others. I feel that this can just as easily be accomplished in-house through on-the-job training and/or electronic learning. I spent three months in Pensacola, where Marines and Navy have basic ATC training, memorizing a ton of information, half of which I forgot before I actually started training, and only about ten percent was really applicable to where I ended up working. It is a three-month-long shit test, kind of like boot camp to weed out those that someone with a 1950’s mentality would perceive as weak. I have spent months in Oklahoma City over the years, and maybe five percent of what I learned there was actually applicable to my job. I spent two months learning how to work a final approach and then started out on a sector with no final. After eighteen months of training, I still had not seen a final approach in live training. Was I supposed to remember what I learned in Oklahoma over a year before? Oh, wait, it wouldn’t have mattered because the next sector does not have a final either! I know most people don’t know what I’m talking about, but if there is a pilot or controller among the six people who read this, at least they might get it. Part of the problem is that there are so few people who get it, and even fewer people who get it and who are in a position to do something about it. And why would they? Changing anything in the agency requires the equivalent of an act of Congress, and who wants to beat their head against that wall?
Physical school houses should be going the way of the last millennium, especially for a money conscious entity. I own a pair of VR goggles, I have played around with free development software like Unreal Engine. I think many of our training issues could be solved for pennies on the dollar. Take all those brilliant, experienced people in Oklahoma and have them start producing VR training content instead of wasting their talents teaching general knowledge to a bunch of hungover kids.
Let’s talk about on-the-job training. I read an article recently where they suggested the agency should outsource more on-the-job training to contractors. I had to laugh. Unless that contractor has been certified at that particular facility and is only teaching on positions where they have been certified, it’s a waste of time and money. Just put the controller directly into on-the-job training instead and give them some extra hours. If I wanted to fly a plane, why would I want to learn the basics from somebody who has only piloted a submarine? You laugh, but there is that much variety between positions and facilities. That’s why having a basic school where everyone learns the same thing is so crazy.
Contractors could be a solution, however, if used differently. Give them a ‘supervisor’ certification on live traffic. This basically means they are not expected to work when traffic is crazy busy; they just have to be relatively safe under general supervision. Give them a raise for every position they certify on, and then let them specialize in simulation training on those positions. When they are not training, use them for staffing as a handoff, an assist, or any control position when traffic is slow. Like a supervisor.
I have mentioned in previous posts that controllers have a lot of ego, and some of them like to complain. That controller who complains that the controller next to them is not as good as they are is the same controller who will complain when there is not enough staffing. I believe that 99 percent of the people who can pass through the basic hoops to get into the FAA are capable of being an asset to the agency with patience and the correct training. Too many egos, however, are still saying that if you can’t get certified in a certain number of hours, you can’t do the job. My theory is that everybody is wired a little differently in the brain. Some people have lived a different lifestyle or have little genetic quirks. I think that eventually all of these people can develop the same neural pathways and have their synapses firing in the same general direction, so to speak.
I can think of at least three examples off the top of my head of controllers that would not be in the agency if they had had a less patient and ‘savvy’ training team. I can think of at least two other controllers who would not be in the agency if their training team hadn’t made mistakes and the agency hadn’t been legally obligated to give them more hours. Think about that, because some trainers did not properly document certain items, trainees were given a hundred or so extra hours and became certified controllers. I’m not going to get into all the loopholes, but let’s just say that for a savvy training team working together, there are a lot of ways to get a trainee more hours. What if the trainers didn’t have to be ‘savvy’? What if trainees just had more time? How many more controllers would we have?
So, there is a class for on-the-job training instructors which the FAA provides, and I recently had the privilege of attending for the fourth time. I was disappointed but not surprised to find that the class has not meaningfully changed since the first time I had it back in 1999. I’m not going to detail all the issues with the class, but one of the things that struck me was the emphasis on protecting your facility so that the developmental can’t get more hours when they are done. Document correctly, don’t haze them, be nice, not because it’s the right thing to do, but because you don’t want to create a reason that person can stay longer and ‘bog down the system’—the ‘system’ which sees trainees kicked to the curb even though the facility might not have another one for months or years, the ‘system’ which has been slapped with cheap, ineffective bandaids for years but never actually overhauled. What are you bogging down? Your ability to have proper staffing?
So that’s my two cents as far as training goes. I mean, I have a lot more to say, but I’m trying to keep this relatively tactful and concise. It’s nice to see that people are starting to pay attention and try to make some changes to get more staffing. These knee-jerk reactions are typical for a government agency, however, and in my opinion, at least two decades too late. They are supposedly offering an extra twenty percent of our base pay for people like me to stay in longer. After taxes, that’s not enough money to pay for my car payment, much less the gas it takes to get to work. There are just so many other options. Honestly, I’m sick of driving; some days it’s almost as stressful as work, and I’m ready to work from home like my wife. A much more dramatic restructuring and shift in mentality is required for a truly effective fix, and that would still take years. It will be interesting to see how things play out, but hopefully, I will be retired well before we see the results or consequences.
So, you’ve got management experience. Maybe you’ve led teams, crunched numbers, and navigated the corporate jungle. Or maybe you’ve herded cats (employees) in a chaotic retail environment. Whatever your background, you’ve got a valuable set of skills that can open doors to a world of possibilities.
But what exactly can you do with that management experience? Here’s a breakdown of some of the many avenues to explore:
Climbing the Corporate Ladder: Not Just Upwards, But Strategically
Your management experience is a powerful asset when aiming for higher-level positions. It demonstrates your ability to lead teams, make decisions, and drive results – qualities that are highly valued in senior roles. But “climbing the corporate ladder” isn’t just about blindly aiming for the top rung. It’s about strategically navigating your career path to reach your full potential.
Here’s how to leverage your management experience for career advancement:
1. Identify Your Aspirations (Where Do You Want to Be?)
What does “climbing the ladder” mean to you? Is it about a specific title, increased responsibility, a higher salary, or a combination of factors? Define your career goals and aspirations to create a roadmap for your journey.
2. Assess Your Skills and Experience (What Do You Bring to the Table?)
Take stock of your management skills and experience. What are your strengths? What areas need further development? Identify any knowledge gaps or skills you need to acquire to reach your desired roles.
3. Network Strategically (Who Do You Know?)
Build relationships with people in your industry, both within and outside your organization. Attend industry events, connect with professionals on LinkedIn, and participate in mentorship programs. Networking can open doors to new opportunities and provide valuable insights into different career paths.
4. Seek Out Challenging Opportunities (Don’t Shy Away from Stretch Assignments)
Volunteer for projects or assignments that push you beyond your comfort zone and allow you to showcase your leadership skills. This demonstrates your initiative, adaptability, and willingness to take on new challenges.
5. Develop Your Leadership Brand (What Makes You Unique?)
What sets you apart as a leader? Identify your unique strengths, values, and leadership style. Cultivate your personal brand and communicate it effectively through your resume, online presence, and interactions with others.
6. Seek Mentorship and Sponsorship (Find Your Guides)
Find experienced leaders who can offer guidance, support, and advocacy as you navigate your career path. Mentors can provide valuable insights and advice, while sponsors can champion your advancement within the organization.
7. Don’t Be Afraid to Make a Lateral Move (Sometimes Sideways is the Way Forward)
Climbing the ladder doesn’t always mean moving straight up. Sometimes, a lateral move to a different department or role can provide valuable experience, broaden your skillset, and open up new opportunities for advancement.
8. Continuously Learn and Grow (Never Stop Climbing)
The business world is constantly evolving. Stay ahead of the curve by pursuing continuing education, attending industry conferences, and staying abreast of the latest trends and technologies. Continuous learning is essential for career growth and adaptability.
Your management experience is a valuable asset that can propel your career forward. By strategically leveraging your skills, seeking out challenges, and continuously learning, you can climb the corporate ladder and achieve your professional aspirations. Remember, it’s not just about reaching the top; it’s about finding a fulfilling and impactful path that aligns with your goals and values.
Becoming a Consultant: Sharing Your Expertise, Shaping Organizations
Management experience isn’t just valuable within a company; it’s a highly sought-after commodity in the consulting world. Businesses of all sizes face challenges – streamlining operations, improving efficiency, boosting morale, navigating change – and they often turn to external consultants for expert guidance and solutions. Your experience leading teams, making decisions, and solving problems positions you perfectly to step into this role.
Here’s how to leverage your management experience to become a successful consultant:
1. Identify Your Niche (What’s Your Specialty?)
What areas of management are you most passionate about and knowledgeable in? Do you have expertise in a specific industry, like healthcare or technology? Or do you specialize in a particular area of management, such as leadership development, change management, or process improvement? Defining your niche helps you target your services and attract the right clients.
2. Build Your Toolkit (What’s Your Secret Weapon?)
What frameworks, methodologies, or tools do you use to solve problems and achieve results? Develop a robust toolkit of resources that you can draw upon to assess client needs, analyze data, and develop solutions. This might include project management methodologies, leadership assessments, communication strategies, or change management models.
3. Develop Your Consulting Skills (More Than Just Management Chops)
Consulting requires more than just management expertise. You also need strong communication, interpersonal, and problem-solving skills. Hone your ability to:
Build rapport with clients: Establish trust and credibility quickly.
Conduct effective needs assessments: Understand client challenges and goals.
Analyze data and identify solutions: Provide data-driven recommendations and strategies.
Facilitate workshops and training: Engage clients in interactive learning experiences.
Present findings and recommendations: Communicate your insights clearly and persuasively.
4. Build Your Network (Who You Know Matters)
Networking is crucial for any consultant. Connect with potential clients, industry professionals, and other consultants. Attend industry events, join professional organizations, and leverage your existing network to build relationships and generate referrals.
5. Establish Your Credibility (Show ‘Em What You’ve Got)
Showcase your expertise through thought leadership activities. Write articles, blog posts, or white papers on relevant topics. Speak at industry conferences or webinars. Establish yourself as a thought leader in your niche to attract clients and build your reputation.
6. Craft a Compelling Proposal (Sell Your Services)
When pitching your services, clearly articulate the value you bring to clients. Highlight your experience, your expertise, and your unique approach to solving their specific challenges. A well-crafted proposal can make all the difference in securing new clients.
7. Deliver Exceptional Results (and Build a Loyal Following)
Ultimately, your success as a consultant hinges on your ability to deliver results for your clients. Focus on exceeding expectations, building strong relationships, and providing exceptional service. Satisfied clients will become your best advocates and generate referrals for future business.
Becoming a consultant can be a rewarding way to leverage your management experience, share your expertise, and make a real impact on organizations. By identifying your niche, developing your skills, and building your credibility, you can create a successful consulting practice and help businesses thrive.
Start Your Own Business: From Manager to Entrepreneur
Have a brilliant business idea brewing? Your management experience might be the key ingredient to turn that dream into a reality. While many people focus on the innovative product or service, it’s often the management skills that determine a business’s success or failure. And guess what? You’ve already got a head start.
Here’s how your management experience can give you an edge in the entrepreneurial world:
1. Planning and Strategy:
Business Plans Aren’t Just for Banks: You know how to set goals, develop strategies, and create actionable plans. This translates directly to crafting a comprehensive business plan that outlines your vision, target market, financial projections, and growth strategies.
Forecasting and Adapting: You’ve learned to anticipate challenges, analyze market trends, and adapt to changing circumstances. This foresight is crucial for navigating the unpredictable waters of entrepreneurship.
2. Organization and Operations:
Structure for Success: You understand the importance of organizational structure, efficient workflows, and clear processes. This helps you establish a solid foundation for your business, from day-to-day operations to long-term growth.
Resource Management: You’ve mastered the art of allocating resources effectively, whether it’s managing budgets, optimizing inventory, or utilizing technology. This ensures your business operates efficiently and maximizes its potential.
3. Leadership and Team Building:
Inspiring a Shared Vision: You know how to motivate and inspire a team, delegate effectively, and foster a positive work environment. This is crucial for building a strong team that’s committed to your business’s success.
Building a Winning Culture: You understand the importance of company culture in attracting and retaining talent. You can create a culture that aligns with your values and fosters innovation, collaboration, and growth.
4. Financial Management:
Beyond Balancing the Books: You’ve likely gained experience managing budgets, tracking expenses, and analyzing financial reports. This financial acumen is essential for making sound business decisions, securing funding, and ensuring your business’s financial health.
Making Data-Driven Decisions: You understand the importance of data in tracking performance, identifying trends, and making informed decisions. This analytical approach helps you optimize your business strategy and maximize profitability.
5. Problem-Solving and Decision-Making:
Navigating Challenges: As a manager, you’ve faced your share of challenges and learned how to identify problems, analyze solutions, and make decisive choices. This resilience and problem-solving ability are essential for navigating the inevitable obstacles of entrepreneurship.
Calculated Risks: You understand that calculated risks are sometimes necessary for growth and innovation. Your experience helps you assess risks, weigh potential outcomes, and make informed decisions that propel your business forward.
Your management experience provides a solid foundation for entrepreneurial success. It equips you with the skills and knowledge to plan strategically, build a strong team, manage finances effectively, and navigate the challenges of starting and running a business. So, if you’ve got that killer business idea, don’t let your management experience go to waste. Embrace your inner entrepreneur and turn your vision into a reality!
Teach and Mentor: Passing the Torch of Leadership
You’ve climbed the ladder, navigated the challenges, and learned a thing or two about leadership. Now, it’s time to pay it forward. Sharing your knowledge and experience can inspire and empower the next generation of managers, shaping the future of leadership.
Here’s how to leverage your management experience to become an effective teacher and mentor:
1. Identify Your Audience (Who Do You Want to Reach?)
Who are you most passionate about mentoring? Is it aspiring managers within your organization? College students eager to learn about leadership? Young entrepreneurs launching their first ventures? Defining your target audience helps you tailor your teaching and mentoring style to their specific needs and aspirations.
2. Choose Your Platform (Where Do You Want to Share Your Wisdom?)
There are various avenues for sharing your knowledge:
Formal education: Teach management courses at a university, community college, or business school.
Workshops and seminars: Offer workshops or seminars on specific management topics, such as leadership development, conflict resolution, or team building.
Mentorship programs: Join a formal mentorship program or offer your services as a mentor to individuals or groups.
Online platforms: Share your insights through online courses, webinars, or blog posts.
3. Structure Your Content (What Do You Want to Teach?)
What are the most valuable lessons you’ve learned throughout your management journey? Structure your teaching content around key themes, such as:
Leadership styles: Explore different leadership approaches and their applications.
Communication skills: Teach effective communication strategies for leaders.
Decision-making and problem-solving: Share frameworks and techniques for making sound decisions and navigating challenges.
Team building and motivation: Provide insights into building cohesive teams and fostering a positive work environment.
Ethical leadership: Emphasize the importance of integrity, accountability, and social responsibility in leadership.
4. Embrace Different Teaching Styles (Variety is the Spice of Learning)
Not everyone learns the same way. Incorporate a variety of teaching methods to engage different learning styles:
Lectures and presentations: Share your knowledge and insights through structured presentations.
Case studies and simulations: Provide real-world scenarios for learners to analyze and apply their skills.
Group discussions and activities: Encourage interactive learning and collaboration.
Role-playing and feedback: Provide opportunities for learners to practice their skills and receive constructive criticism.
5. Be a Role Model (Walk the Talk)
Your actions speak louder than your words. Embody the leadership qualities you teach, demonstrating integrity, empathy, and a commitment to your mentees’ success.
6. Provide Personalized Guidance (Tailor Your Approach)
Recognize that each mentee is unique, with their own strengths, challenges, and aspirations. Tailor your guidance to their individual needs, offering personalized advice, support, and encouragement.
7. Foster a Growth Mindset (Encourage Continuous Learning)
Instill in your mentees the importance of continuous learning and self-reflection. Encourage them to seek out new challenges, embrace feedback, and never stop growing as leaders.
Teaching and mentoring can be a fulfilling way to share your management expertise and shape the next generation of leaders. By structuring your content effectively, embracing different teaching styles, and providing personalized guidance, you can make a lasting impact on the lives of your mentees and contribute to the future of leadership.
Write a Book (or a Blog!): Sharing Your Management Wisdom with the World
You’ve got stories to tell, lessons to share, and insights that could benefit countless others. Why not put pen to paper (or fingers to keyboard) and share your management wisdom with the world? Writing a book or a blog can be a fulfilling way to leverage your experience, build your credibility, and leave a lasting legacy.
Here’s how to turn your management experience into compelling written content:
1. Find Your Focus (What’s Your Story?)
What unique perspective do you bring to the table? What specific aspects of management are you most passionate about? Consider these angles:
Personal experiences: Share your own management journey, including your successes, failures, and lessons learned. Anecdotes and real-life examples can make your writing relatable and engaging.
Specialized knowledge: Do you have expertise in a particular area of management, like leadership development, conflict resolution, or change management? Focus your writing on providing valuable insights and practical advice within your niche.
Industry-specific insights: Have you worked in a particular industry, like healthcare, technology, or education? Share your knowledge and experience to help managers in that field navigate their unique challenges.
2. Choose Your Medium (Book, Blog, or Beyond?)
What format best suits your writing style and goals?
Book: A book allows you to delve deep into a topic, providing a comprehensive and authoritative resource.
Blog: A blog offers a more flexible platform for sharing shorter, more frequent posts on a variety of topics. It’s a great way to build an audience, connect with other professionals, and establish your thought leadership.
Articles and white papers: Contribute to industry publications or write white papers to share your expertise with a wider audience and build your credibility.
3. Develop Your Writing Skills (More Than Just Management Reports)
Writing for a broader audience requires more than just business writing skills. Hone your ability to:
Craft compelling narratives: Engage your readers with stories, anecdotes, and real-life examples.
Write clearly and concisely: Communicate your ideas in a clear, concise, and easy-to-understand manner.
Structure your content effectively: Organize your thoughts logically and use headings, subheadings, and bullet points to improve readability.
Edit and proofread meticulously: Ensure your writing is error-free and polished.
4. Build Your Platform (Get Your Voice Heard)
Once you’ve created your content, it’s time to share it with the world.
Self-publish your book: Platforms like Amazon Kindle Direct Publishing make it easy to self-publish your book and reach a global audience.
Create a blog: Choose a blogging platform (WordPress, Medium, etc.) and start sharing your posts. Promote your blog through social media, email newsletters, and guest blogging on other sites.
Submit articles to publications: Research relevant publications in your industry and submit your articles for consideration.
5. Engage with Your Audience (Build a Community)
Writing is not a one-way street. Engage with your readers by responding to comments, participating in online discussions, and building a community around your work. This can help you expand your reach, gain valuable feedback, and establish yourself as a thought leader.
Writing a book or a blog can be a rewarding way to share your management wisdom, build your professional brand, and make a lasting impact on the world. By finding your focus, developing your writing skills, and building your platform, you can turn your experience into a valuable resource for aspiring leaders and contribute to the ongoing conversation about management and leadership.
Join a Nonprofit Board: Leadership with a Purpose
Nonprofit organizations are the backbone of many communities, providing vital services and addressing critical social issues. But running a nonprofit effectively requires more than just passion and good intentions. It requires strong leadership, strategic planning, and sound management—skills you’ve honed throughout your career.
Here’s how your management experience can make a difference on a nonprofit board:
1. Strategic Planning and Governance:
Vision and Mission: You can help the organization define and refine its vision, mission, and strategic goals, ensuring its efforts are aligned with its purpose.
Strategic Planning: Your experience in developing and implementing strategic plans can guide the organization in setting priorities, allocating resources, and measuring impact.
Oversight and Accountability: You can contribute to effective governance by ensuring the organization adheres to legal and ethical standards, manages its finances responsibly, and operates with transparency.
2. Financial Management and Fundraising:
Budgeting and Financial Oversight: Your financial management skills can help the organization develop and monitor its budget, ensure financial sustainability, and make informed decisions about resource allocation.
Fundraising Strategy: You can contribute to developing and implementing fundraising strategies, identifying potential donors, and securing funding to support the organization’s programs and services.
3. Program Development and Evaluation:
Program Design and Implementation: Your experience in planning and executing projects can help the organization design, implement, and evaluate its programs and services, ensuring they are effective and impactful.
Performance Measurement: You can help establish metrics and systems to track progress, measure outcomes, and ensure the organization is achieving its goals.
4. Human Resources and Team Building:
Leadership and Team Dynamics: You can contribute to building a strong and effective board, fostering collaboration, and ensuring clear roles and responsibilities.
Staffing and Volunteer Management: Your experience in managing teams can help the organization recruit, train, and retain qualified staff and volunteers.
5. Marketing and Public Relations:
Branding and Communication: You can help the organization develop its brand identity, communicate its message effectively, and build relationships with stakeholders.
Community Outreach: You can contribute to building relationships with the community, raising awareness of the organization’s work, and engaging potential donors and volunteers.
6. Finding the Right Fit
Before joining a nonprofit board, consider these factors:
Mission and Values: Choose an organization whose mission and values align with your own passions and interests.
Time Commitment: Be prepared to dedicate the necessary time and effort to fulfill your responsibilities as a board member.
Skills and Expertise: Assess your skills and experience to determine how you can best contribute to the organization’s success.
Joining a nonprofit board is a rewarding way to leverage your management experience for a good cause. You can make a real difference in your community, contribute to a mission you believe in, and continue to develop your leadership skills. So, find an organization that resonates with you, offer your expertise, and make a positive impact on the world.
Become a Coach: Guiding Others to Their Full Potential
Your management journey has equipped you with valuable insights into leadership, teamwork, and personal development. Why not share that wisdom and help others unlock their potential? Becoming a leadership coach can be a fulfilling way to make a real difference in the lives of individuals and teams.
Here’s how to leverage your management experience to become an effective leadership coach:
1. Define Your Coaching Niche (Who Do You Want to Guide?)
Who are you most passionate about coaching? Aspiring leaders? Experienced managers looking to improve their skills? Teams seeking to enhance their performance? Identifying your ideal client helps you tailor your coaching approach and marketing efforts.
2. Develop Your Coaching Toolkit (What’s Your Coaching Style?)
Coaching is a distinct skillset, different from managing. Enhance your toolkit with:
Active listening: Pay close attention to your clients’ needs, challenges, and aspirations.
Powerful questioning: Ask thought-provoking questions to guide self-discovery and insight.
Goal setting and action planning: Help clients set clear goals and develop actionable plans.
Feedback and accountability: Provide constructive feedback and hold clients accountable for their progress.
Empathy and encouragement: Create a supportive and non-judgmental space for growth.
3. Formalize Your Expertise (Get Certified!)
Consider obtaining a coaching certification to enhance your credibility and demonstrate your commitment to professional standards. Organizations like the International Coach Federation (ICF) offer recognized certifications.
4. Build Your Coaching Practice (Spread the Word!)
Establish your presence as a coach:
Networking: Connect with potential clients, industry professionals, and other coaches.
Online presence: Create a website or profile on coaching platforms to showcase your services.
Content marketing: Share your expertise through blog posts, articles, or webinars.
Referral network: Build relationships with other professionals who can refer clients to you.
5. Master the Art of Coaching Conversations (Guide, Don’t Dictate)
Effective coaching is about guiding, not telling. Help your clients:
Gain self-awareness: Identify their strengths, weaknesses, and areas for growth.
Set clear goals: Define what they want to achieve and develop a roadmap for success.
Overcome limiting beliefs: Challenge negative thoughts and build confidence.
Develop new skills and habits: Acquire the tools and strategies to achieve their goals.
Stay motivated and accountable: Maintain momentum and track their progress.
6. Embrace Continuous Learning (Stay Sharp!)
The field of coaching is constantly evolving. Stay up-to-date on the latest research, techniques, and best practices. Attend workshops, conferences, and connect with other coaches to continue refining your skills.
Becoming a leadership coach can be a rewarding way to leverage your management experience, share your wisdom, and empower others to reach their full potential. By developing your coaching skills, building your practice, and mastering the art of coaching conversations, you can make a lasting impact on the lives of your clients and contribute to the growth of future leaders.
Explore New Industries: Your Management Passport to New Horizons
Think your management experience only applies to your current field? Think again! The skills you’ve honed – leadership, communication, problem-solving, decision-making – are valuable assets in any industry. Don’t let your expertise go to waste. Embrace your transferable skills and explore new horizons!
Here’s how to leverage your management experience to break into a new industry:
1. Identify Your Transferable Skills (What’s In Your Management Toolkit?)
Take stock of your management skills and identify those that are universally valuable:
Leadership and Teamwork: Inspiring, motivating, and guiding teams towards a common goal.
Communication: Communicating effectively with diverse audiences, both verbally and in writing.
Problem-solving and Decision-making: Analyzing situations, identifying solutions, and making informed decisions.
Strategic Planning: Setting goals, developing strategies, and implementing plans.
Project Management: Organizing, managing, and executing projects efficiently.
Financial Management: Managing budgets, tracking expenses, and making sound financial decisions.
2. Research Your Target Industry (Where Do You Want to Land?)
What industries spark your interest? Research those industries to understand their unique challenges, trends, and opportunities. Identify how your transferable skills can address those needs and add value to organizations in that field.
3. Tailor Your Resume and Cover Letter (Speak Their Language)
Highlight your transferable skills and connect them to the specific requirements of the new industry. Use keywords and phrases relevant to the target field, and showcase how your experience translates to their needs.
4. Network Strategically (Connect with Insiders)
Build relationships with people in your target industry. Attend industry events, connect with professionals on LinkedIn, and participate in informational interviews. Networking can provide valuable insights, open doors to new opportunities, and help you navigate the transition.
5. Upskill and Reskill (Fill the Gaps)
While your management experience provides a strong foundation, you may need to acquire new knowledge or skills specific to the new industry. Consider taking online courses, attending workshops, or pursuing certifications to bridge any gaps and enhance your qualifications.
6. Highlight Your Adaptability (Embrace the Learning Curve)
Emphasize your ability to learn quickly, adapt to new environments, and apply your skills in different contexts. Showcase your willingness to embrace new challenges and contribute to a new industry.
7. Start with a “Side Hustle” (Test the Waters)
Consider taking on freelance projects or consulting gigs in your target industry while still in your current role. This allows you to gain experience, build your network, and test the waters before making a full career transition.
8. Don’t Underestimate Your Value (You Bring a Lot to the Table)
Your management experience brings a unique perspective and valuable skills to any industry. Don’t undervalue your expertise. Confidently articulate your strengths and demonstrate how you can contribute to a new field.
Don’t let your management experience limit you to a single industry. Embrace your transferable skills, explore new fields that spark your interest, and leverage your expertise to make a difference in a new arena. With the right approach and a willingness to learn, you can successfully navigate a career transition and unlock new opportunities for growth and fulfillment.
Your management experience is a powerful tool that can unlock a world of opportunities. Whether you’re looking to advance your career, start a new venture, or make a difference in your community, your leadership skills are in high demand. So, embrace your experience, explore your options, and carve your own path to success.
Being a manager isn’t just about bossing people around. (Though, let’s be honest, sometimes that’s a perk.) It’s about guiding a team towards success, and that takes more than just a fancy title. So, whether you’re a seasoned leader or a newly minted manager still finding your feet, here are some battle-tested tips to boost your effectiveness:
1. Communication is Key (and I Don’t Mean Just Barking Orders)
Think of yourself as a conductor leading an orchestra. You need to communicate clearly, whether you’re setting expectations, providing feedback, or just keeping everyone in the loop. And remember, communication is a two-way street. Listen actively to your team’s ideas, concerns, and feedback.
If you are introverted like myself, I highly recommend taking some classes. If you are in high school try speech and debate. If you’re in college take an Oral Communications class as an elective. I also gained a lot of communication experience by starting and leading meetup groups. For those truly dedicated to changing their life for the better, I would also recommend checking out Toastmasters.
2. Build a Team, Not Just a Group of Individuals
Foster a sense of camaraderie and shared purpose. Encourage collaboration, celebrate successes (big and small), and address conflicts constructively. A cohesive team is a force to be reckoned with.
Try to have some get-togethers outside of work. A facility trip to a ball game is always a good time. You could also do a bar-b-q in the park. The organization and preparation will definitely build teamwork skills. There is also a certain level of appreciation that comes from cooking and having a beer together. Obviously you aren’t going to become best friends with your subordinates, but they will appreciate the effort you make for everyone to have fun. Consider holiday celebrations as another event your team can look forward to. The holiday party is also a good place to pass out those bonus checks!
3. Delegate Like a Pro (and Actually Trust Your Team)
Don’t fall into the trap of trying to do everything yourself. Delegate tasks effectively, providing clear instructions and the necessary resources. And once you’ve delegated, step back and trust your team to get the job done. Micromanaging is a morale killer.
My first real management position in the military had me working 16-hour days until I discovered the power of delegation. Take the time to teach your rockstars as much as they are willing to learn. You may feel like you are replacing yourself, or teaching your way out of a job, but you need to recognise your own value. If you are good at what you do, you are unlikely to be replaced, and if you are it’s because your boss messed up. Delegating properly frees up time for you to be a happier human being. It also allows you the time to be a better manager and expand or streamline your business.
4. Be the Leader You Wish You Had
Think about the best (and worst) bosses you’ve had. What did they do that made you feel motivated, respected, and valued? Emulate those positive qualities and avoid the negative ones. Lead by example, show integrity, and treat your team with fairness and consistency.
Pay attention to the reactions of your subordinates and put yourself in their shoes. How would you react to yourself? You can keep everyone on task by practicing tact and compassion. Confident and happy employees will be more willing to perform when it counts.
5. Embrace Feedback (Even the Tough Stuff)
Nobody’s perfect, and that includes you. Actively seek feedback from your team, your peers, and your superiors. Be open to constructive criticism and use it as an opportunity to grow and improve.
It’s easy to get defensive when faced with honest criticism you don’t want to hear. If you snap back, however, you may not get that type of feedback again. Would you rather continue with the status quo ignorant of the mistakes you’re making? If so, you may wish to consider a different career path.
6. Master the Art of Prioritization
As a manager, you’ll be juggling multiple tasks and competing demands. Learn to prioritize effectively, focusing on the most important and urgent tasks first. Don’t be afraid to delegate or say “no” when necessary.
I find that it’s easier to prioritize when I make lists at the beginning of each day. I can see everything that needs to be done and use a simple numbering system to decide what to focus on first. Fires will inevitably pop up and need to be dealt with, interrupting your focus and productivity. Use your list to find your way through the smoke and get back on track again.
7. Invest in Your Team’s Growth
Your team’s success is your success. Provide opportunities for professional development, offer mentorship, and encourage your team members to stretch their skills and take on new challenges.
This comes back to taking the time to instruct your subordinates, especially the shining stars. Give them the tools for growth. Send them to the classes they need. They may even surpass you, but you can be proud of what they become and they will remember who helped make it possible.
8. Celebrate the Wins (and Learn from the Losses)
Acknowledge and celebrate your team’s accomplishments, both big and small. It boosts morale and reinforces positive behavior. And when things don’t go as planned, don’t dwell on the failures. Analyze what went wrong, learn from the experience, and move forward.
Some people do an employee of the month award with plaques or trophies for consistently exceptional employees. I used to buy gourmet pizza (yes I am a pizza snob) for my crew once a month to show my appreciation. Remember even just a sincere ‘thank you for your hard work’ can go a long way towards maintaining loyalty.
9. Find Your Leadership Style (and Don’t Be Afraid to Adapt)
There’s no one-size-fits-all approach to leadership. Find a style that works for you and your team, but be willing to adapt as needed. Different situations and individuals may require different approaches.
I am definitely a proponent of the ‘read the room’ method of management. Every situation requires a different type of reaction. Sometimes I channel my inner Buddha, and sometimes (very rarely), I need to let the drill instructor out.
10. Take Care of Yourself (No, Really)
Being a manager can be demanding. Don’t neglect your own well-being. Make time for self-care, maintain a healthy work-life balance, and recharge your batteries. A burned-out manager is not an effective one.
Regular exercise and a healthy diet are key factors in overcoming stress and keeping a clear head when things get tough. Also, make sure to cultivate relationships with your peers. It gets lonely at the top and we can all use someone to talk to for the sake of our psychological well being.
Leading the Way
Being an effective manager is an ongoing process of learning, growing, and adapting. By focusing on these key principles, you can create a positive and productive work environment, empower your team to achieve their best, and ultimately, become a leader who inspires and motivates those around you. Now go out there and lead the charge!
Leadership and management. These two terms are often used interchangeably, like they’re synonyms sipping tea together on a Sunday afternoon. But in the real world, they’re distinct concepts, each with its own flavor and function. Understanding the difference can be the key to unlocking your potential as a leader, whether you’re captaining a ship, coaching a team, or managing a department.
Think of it this way: leaders are the navigators, while managers keep the ship operational.
Leaders are responsible for charting the course. They set the overall vision and direction for the organization, inspiring and motivating their team to reach the destination. They focus on the “why” – the purpose and meaning behind the work – and the “where” – the long-term goals and aspirations.
Like a skilled navigator, a leader:
Reads the maps: Analyzes the current situation, identifies opportunities, and anticipates challenges.
Sets the course: Determines the direction and goals for the organization.
Inspires the crew: Motivates and empowers the team to achieve the shared vision.
Adjusts to the winds: Adapts to changing circumstances and navigates through uncertainty.
Managers are responsible for keeping the ship afloat and running smoothly. They ensure the crew is well-trained, the engines are maintained, and everyone has the resources they need to do their jobs effectively. They focus on the “how” – the processes and systems – and the “now” – the day-to-day operations.
In the course of their duties, a manager:
Maintains the vessel: Ensures the organization is running efficiently and effectively.
Trains the crew: Provides the necessary skills and knowledge for the team to succeed.
Distributes resources: Allocates resources effectively to support the team’s work.
Keeps things ship-shape: Maintains order, addresses issues, and ensures smooth sailing.
Recognizing the difference between leadership and management is crucial for building effective teams and achieving organizational success. Leaders provide the vision and inspiration, while managers provide the structure and support. Both roles are essential for navigating the complexities of the business world and reaching the desired destination. Let’s look at these professional roles in some more detail.
Management: The Nuts and Bolts
Management is all about the practicalities. It’s about planning, organizing, coordinating, and controlling resources to achieve specific goals. Managers are the masters of efficiency, productivity, and process. They’re the ones who ensure the trains run on time, the budgets balance, and the projects stay on track.
1. Focus: Maintaining Stability and Efficiency
Managers are the stabilizers. They ensure the organization runs smoothly, efficiently, and predictably. They focus on optimizing existing processes, allocating resources effectively, and minimizing waste. Think of them as the steady hand at the helm, keeping the ship on course and the engines running smoothly.
Example: A manager might implement a new inventory system to reduce waste and improve order fulfillment speed.
Actionable tip: Regularly review your team’s workflows and processes. Identify bottlenecks, redundancies, or areas for improvement to enhance efficiency.
2. Approach: Planning, Organizing, Directing, and Controlling
These four functions are the core of management. Managers plan by setting goals and developing strategies. They organize by structuring tasks and allocating resources. They direct by providing clear instructions and guidance. And they control by monitoring performance and making adjustments as needed.
Example: A manager might develop a project plan with clear deadlines, assign tasks to team members, and track progress to ensure timely completion.
Actionable tip: Use project management tools, establish clear communication channels, and implement performance metrics to effectively plan, organize, direct, and control your team’s work.
3. Time Horizon: Short-Term, Focused on Meeting Immediate Goals
While leaders are gazing at the horizon, managers are focused on the here and now. They prioritize achieving immediate deadlines, meeting short-term objectives, and solving day-to-day problems. They’re the ones who keep the wheels turning and ensure the organization meets its immediate needs.
Example: A manager might focus on resolving a customer complaint quickly and efficiently to ensure customer satisfaction.
Actionable tip: Break down large goals into smaller, manageable tasks with clear deadlines. This helps maintain focus and momentum.
4. Style: Focused more on Tasks and Processes
Managers provide clear instructions, set expectations, and ensure tasks are completed efficiently. They’re not afraid to give direction, delegate responsibilities, and hold their team accountable. Their style is often more structured and task-oriented, focusing on achieving specific outcomes.
Example: A manager might provide a detailed checklist for a specific task, ensuring consistency and accuracy in its completion.
Actionable tip: Clearly communicate your expectations, provide regular feedback, and establish clear performance standards to guide your team’s work.
5. Key Skills: Organization, Delegation, Problem-Solving, and Decision-Making
Effective managers are highly organized, able to juggle multiple tasks and prioritize effectively. They delegate effectively, assigning tasks to the right people and empowering them to succeed. They are skilled problem-solvers, able to identify issues, analyze root causes, and implement solutions. And they make sound decisions based on available information and a clear understanding of organizational goals.
Example: A manager might use a decision-making matrix to evaluate different options and choose the best course of action based on objective criteria.
Actionable tip: Develop your organizational and time management skills, practice effective delegation techniques, and utilize decision-making frameworks to enhance your management effectiveness.
By honing these key characteristics, you can become a more effective and impactful manager. Remember, management is about optimizing processes, achieving goals, and supporting your team’s success. Embrace these skills, and you’ll be well on your way to becoming a management maestro!
Leadership: The Compass and the Stars
Leadership, on the other hand, is about inspiring and guiding others towards a shared vision. Leaders are the ones who set the direction, motivate the crew, and navigate through uncertainty. They’re the visionaries, the strategists, and the cheerleaders who empower their teams to achieve extraordinary things.
1. Focus: Inspiring Change and Growth
Leaders aren’t content with the status quo. They see potential for improvement and growth, and they inspire their teams to strive for something better. They challenge the norm, encourage innovation, and push boundaries to achieve extraordinary results.
Example: A leader might encourage their team to brainstorm new product ideas, even if it means disrupting current processes or venturing into uncharted territory.
Actionable tip: Foster a culture of continuous improvement by encouraging experimentation, providing resources for innovation, and celebrating creative solutions.
2. Approach: Influencing, Motivating, and Empowering
Leaders don’t just command; they influence. They motivate their teams by tapping into their passions, aligning their work with a shared purpose, and creating a sense of ownership. They empower their team members by providing autonomy, resources, and opportunities for growth.
Example: A leader might inspire their team by sharing a compelling vision of the future or by recognizing individual contributions and achievements.
Actionable tip: Delegate effectively, provide regular feedback, and offer opportunities for professional development to empower your team.
3. Time Horizon: Long-Term, Focused on Future Possibilities
Leaders are forward-thinkers. They don’t just focus on the immediate tasks at hand; they consider the long-term implications of their decisions and actions. They anticipate future trends, identify potential challenges, and develop strategies to navigate uncertainty.
Example: A leader might invest in research and development, even if it doesn’t yield immediate profits, to ensure the long-term sustainability and growth of the organization.
Actionable tip: Develop a strategic plan that outlines long-term goals and objectives, and regularly review and adapt it to changing circumstances.
4. Style: Focused on People and Purpose
Leaders have a clear vision of the future and can articulate it in a way that inspires and motivates others. They understand that people are the heart of any organization and prioritize their well-being, growth, and development. They connect the team’s work to a larger purpose, creating a sense of meaning and significance.
Example: A leader might communicate their vision through storytelling, creating a compelling narrative that resonates with their team and stakeholders.
Actionable tip: Clearly communicate your vision, values, and goals, and connect them to the individual contributions of your team members.
5. Key Skills: Communication, Empathy, Strategic Thinking, and Inspiring Trust
Effective leaders are skilled communicators, able to convey their ideas clearly and persuasively. They possess empathy, allowing them to understand and connect with their team members on a personal level. They are strategic thinkers, able to analyze complex situations and make informed decisions. And perhaps most importantly, they inspire trust through their integrity, authenticity, and commitment to their team’s success.
Example: A leader might demonstrate empathy by actively listening to their team’s concerns, acknowledging their challenges, and offering support.
Actionable tip: Practice active listening, seek feedback, and be transparent in your communication to build trust with your team.
By cultivating these key characteristics, you can develop your leadership potential and become a more effective and inspiring leader. Remember, leadership is a journey, not a destination. Embrace the challenges, learn from your experiences, and continue to grow and evolve as a leader.
Playing to your strengths: Recognize your own strengths and focus on developing the skills that align with your natural tendencies.
Building effective teams: Create a balanced team with individuals who excel in both leadership and management roles.
Achieving organizational success: Balance the need for stability and efficiency (management) with the drive for innovation and growth (leadership).
Leadership and management are not mutually exclusive. In fact, the most effective leaders possess strong management skills, and the best managers demonstrate leadership qualities. It’s about understanding the nuances of each role and finding the right balance to achieve your goals, whether you’re leading a team, running a business, or navigating the complexities of life.
So, you’ve finally been promoted to management. Congratulations! Or depending on the situation, I’m sorry? You’re officially in charge. Whether you landed here intentionally or not there are a variety of stumbling blocks you may find helpful to know about in advance. I’ve been the victim of many of these myself, but with a little planning, discipline and the foreknowledge contained within this post, you can hopefully navigate through the worst of it.
1. The “My Way or the Highway” Trap
You might be bursting with fresh ideas and eager to implement them, but remember, you’re not a lone wolf anymore. Dictating orders and ignoring your team’s input is a recipe for resentment and disengagement. Instead, foster open communication, actively listen to your team’s perspectives, and be willing to collaborate.
Alienating your coworkers to feed your own ego will ultimately create more work for you. You will lose respect if you ignore the opinions of others and they may even start working against you. As long as the majority of your subordinates think you are in the right place the naysayers can trash talk all day behind your back without gaining much traction. Employees who have had input on a particular plan or project are more likely to support it for the long term and make implementation easier.
As a manager, your job isn’t to be a dictator, it’s to be a facilitator, a guide, and sometimes even a referee. You need to create an environment where your team feels heard, respected, and empowered to contribute.
Actively listening to your team is crucial.This is a recurring theme you will encounter often in your management education. Encourage them to share their ideas, concerns, and feedback. Don’t interrupt, don’t dismiss their opinions, and actually consider what they have to say. You might be surprised by the valuable insights they offer.
Embrace collaboration. Don’t treat your team like a bunch of mindless drones. Involve them in the decision-making process, especially when it directly affects their work. Brainstorm solutions together, solicit their input on projects, and create a sense of shared ownership.
Be flexible in the manner of a yoga instructor, don’t be a drill Sergeant. Your way might not always be the only way. Be open to different approaches, perspectives, and ideas. Sometimes, the best solutions come from unexpected sources. And hey, even if you ultimately decide to go in a different direction, at least your team will know their voices were heard.
Explain your reasoning. When you do make a decision, especially one that might not be popular, take the time to explain your reasoning to your team. Transparency builds trust and helps them understand the “why” behind your actions.
Acknowledge and appreciate your team. Let them know that you value their contributions and appreciate their efforts. A little recognition goes a long way in building morale and fostering a positive work environment.
Avoiding the “My Way or the Highway” trap is all about building a collaborative and inclusive environment where your team feels valued and respected. It’s about recognizing that you don’t have all the answers and that sometimes, the best ideas come from the collective wisdom of your team. So, ditch the dictator hat, embrace collaboration, and watch your team thrive. It may seem like this approach takes more time, and in the beginning it does. Consider it an investment up front for greater productivity and less stress in the future.
2. The “Hero Complex”
It’s tempting to try to do everything yourself, especially when you’re used to being a top performer. But as a manager, your job is to empower your team, not micromanage them. Delegate effectively, trust your team’s abilities, and focus on the bigger picture. We all dream of being that lone hero who swoops in to save the day. It’s exciting, inspiring, and completely unrealistic when it comes to management. The “hero complex” is a tricky mindset that can sabotage your effectiveness as a leader. It’s that urge to do everything yourself, to be the savior, the problem-solver, the one with all the answers.
While it might seem effective at first, this mindset can lead to burnout, resentment from your team, and ultimately, hinder your organization’s success. So, how do you ditch the cape and embrace a more collaborative and sustainable approach to leadership?
First, you need to be aware of the “hero complex” symptoms. Are you a micromanager? Do you find yourself hovering over your team like a helicopter, second-guessing their decisions, and constantly correcting their work? This may be necessary in some situations with new employees, but it can be a distracting nuisance to more experienced people. Are you taking on too much or volunteering for every task, even those that could be delegated? Do you refuse assistance from others, believing you can do it all yourself? Are you working long hours, sacrificing your personal life and well-being to “save the day”? If any of these sound familiar, it’s time to take a step back and reassess your approach.
I know you don’t want to give the appearance of being lazy by giving away all your work, but you need to consider the future. If you are too busy doing work that other people can do, you are not spending the time you could be on actual management, which is what you’re getting paid for.
One of the most effective ways to combat the “hero complex” is to become a master delegator. Identify tasks that can be handled by others and assign them accordingly. Provide clear instructions, offer support, and then trust your team to get the job done. Not only will this free up your time for more strategic tasks, but it will also empower your team and foster their growth.
Don’t be afraid to ask for help or input from your team. Encourage brainstorming sessions, solicit feedback, and create an environment where everyone feels comfortable sharing their ideas. Remember, you don’t have to have all the answers. Often, the best solutions come from a collective effort.
It’s important to establish clear boundaries between your work life and personal life. Don’t let work consume all your time and energy. Set realistic expectations, prioritize tasks, and make time for activities that help you recharge and de-stress.
You’re not Superman (or Superwoman). You have limitations, and that’s okay. Don’t be afraid to admit when you need help, delegate tasks, and rely on your team’s expertise. Burnout is ugly and it can escalate from verbal abuse to career ending substance abuse in a heartbeat. I’ve seen it more often than most would believe.
As a manager, your job is to guide your team towards achieving organizational goals. Don’t get bogged down in the minutiae of every task. Focus on the bigger picture, delegate effectively, and empower your team to handle the details. When your team achieves a goal, celebrate their success! Acknowledge their contributions, give credit where credit is due, and foster a sense of shared accomplishment. This helps shift the focus from individual heroics to collective achievements.
The “hero complex” might seem like a noble impulse, but it can ultimately hinder your effectiveness as a manager. By embracing delegation, collaboration, and a healthy work-life balance, you can skip the lone wolf act and become a leader who empowers their team, fosters growth, and achieves sustainable success. Remember, true leadership is about inspiring and guiding others, not trying to do everything yourself.
3. The “Friend Zone”
The ‘Friend Zone’ is a perilous territory for any manager. While building rapport with your team is essential, getting too chummy can blur the lines and undermine your authority. Suddenly, you’re not the boss; you’re just one of the gang. And that’s a recipe for disaster when it comes to making tough decisions, enforcing accountability, and achieving goals.
I have been put in this situation many times. In my case I had often been friends with my coworkers for months or years and then got promoted above them. I learned the hard way that relationships need to change when you become accountable. Good people you thought you knew well will try to gain advantage or get you to make exceptions which will compromise your integrity.
So, how do you strike that delicate balance between being approachable and maintaining a professional distance? Here’s your guide to escaping the friend zone and solidifying your role as a respected leader:
From day one, establish clear expectations and professional boundaries. This doesn’t mean being cold or aloof, but it does mean being mindful of your interactions. Avoid oversharing personal details, participating in gossip, or engaging in social activities that might compromise your objectivity.
Consistency is key to maintaining authority. Apply rules and expectations fairly across the board, regardless of personal relationships. Don’t play favorites or make exceptions that could create resentment or perceptions of unfairness.
Don’t shy away from addressing performance issues or providing constructive criticism, even if it feels awkward with someone you consider a friend. Remember, your primary responsibility is to the success of the team and the organization. Address concerns promptly, professionally, and with specific examples.
While occasional social gatherings can be team-building opportunities, be mindful of how often you socialize with your team outside of work. Excessive socializing can blur boundaries and make it harder to maintain a professional dynamic during work hours. If you socialize with some people and not others you will be accused of favoritism and give rise to discontent.
Be mindful of your language and how you address your team. Maintain a professional tone, even in casual conversations. Avoid using overly familiar or casual language that could undermine your authority. Avoid anything resembling trash talk. Your friends will often forgive and forget minor offenses and more easily accept poor jokes. Your subordinates will not forget. If you are in charge, people are paying more attention than you think.
Remember, your role is to lead, guide, and inspire your team. While building rapport is important, your primary focus should be on achieving goals and fostering a productive work environment. Don’t be afraid to make tough decisions, even if they’re not popular with everyone.
Ask for feedback from your team, your peers, or your supervisor about your management style. Are you striking the right balance between approachability and authority? Are there areas where you could improve? Be open to constructive criticism and willing to adjust your approach as needed.
Navigating the “friend zone” in management requires a delicate balance. By setting clear boundaries, maintaining professionalism, and prioritizing your role as a leader, you can build positive relationships with your team while still commanding respect and achieving your goals or attaining mission accomplishment.It’s about being approachable but not overly familiar, friendly but not a friend. And remember, sometimes, a little distance can go a long way in building trust and credibility.
4. The “Ostrich Syndrome”
The “Ostrich Syndrome” – that tempting tendency to bury your head in the sand when problems arise, hoping they’ll magically disappear. It’s a common pitfall for new managers (and let’s be honest, even seasoned ones sometimes). But just like a real ostrich, ignoring danger won’t make it go away. In fact, it usually makes things worse.
Do you find yourself avoiding problems and hoping they will solve themselves? Perhaps you ignore conflicting personalities, hoping their clashes and disagreements will resolve themselves. Maybe you don’t like difficult conversations, particularly performance reviews and other feedback sessions. Are you in denial of negative trends, performance metrics, or customer complaints? Are you a procrastinator, hoping that a problem will go away or that someone else will solve it?
I have done all these things because it felt easier in the short term to avoid these uncomfortable situations, yet the long-term consequences were a snake in the grass. I thought there was wisdom in not creating more work for myself. Why open a can of worms, if it’s not broken don’t fix it. Pick your idiom or excuse. The fact is the worms will get out eventually and it’s easier to change the oil instead of having to replace the whole engine. Imagine having to explain to an investigative panel how you knew about a problem and could have solved it and you didn’t. This can be detrimental to your team, your organization, and your own reputation as a leader.
The sooner you address a problem, the easier it is to resolve. Don’t wait for issues to fester and grow. Be proactive, identify potential challenges early on, and take action before they escalate.
Equip yourself with the tools and strategies to tackle problems effectively. You need to truly hear and understand the perspectives of those involved. Learn how to mediate disagreements and find common ground. Use data to identify trends, pinpoint root causes, and make informed decisions. Utilize structured approaches to evaluate options and make sound choices.
Encourage open and honest communication within your team. Create a safe space for people to voice concerns, share feedback, and raise issues without fear of retribution. Regular check-ins, performance reviews, and an “open door” policy can help facilitate this.
You don’t have to make decisions from a vacuum. Seek advice from mentors, colleagues, or even external resources when facing challenging situations. Sometimes, an outside perspective can provide valuable insights and solutions.
Those difficult conversations? Yeah, they’re not going away. But the longer you avoid them, the more stressful they become. Practice your communication skills, prepare for the conversation, and approach it with empathy and a solutions-oriented mindset.
We all make mistakes. It’s part of being human (and a manager!). Instead of trying to hide or ignore your mistakes, own them, analyze what went wrong, and learn from the experience.
The “Ostrich Syndrome” might offer temporary comfort, but it’s a recipe for long-term trouble. By embracing a proactive, problem-solving approach, you can conquer this common pitfall and become a more effective and respected leader. So, lift your head high, face those challenges head-on, and watch your leadership skills soar.
5. The “Know-It-All” Illusion
The “know-it-all” illusion is a sticky swamp that can ensnare even the most well-intentioned managers. It’s that deceptive belief that you have all the answers, that your way is the best way, and that your experience trumps everyone else’s. This mindset can lead to a host of management mishaps, from stifling creativity to alienating your team.
So, how do you break free from this illusion and embrace a more collaborative and effective leadership style? By being open minded and listening. I know some of these points have been rehashed, but they need to be driven home.
Newsflash: you don’t know everything. And that’s okay! Nobody expects you to be an omniscient being. Recognize that your knowledge and experience have boundaries, and be open to learning from others. Embrace the fact that there’s always more to learn, and be willing to admit when you don’t have the answers.
Instead of dominating conversations and dictating solutions, take a step back and listen to your team. Encourage them to share their ideas, perspectives, and expertise. You might be surprised by the valuable insights they offer. Active listening not only helps you gather information but also shows your team that you value their contributions.
Don’t just ask questions to appear engaged. Genuinely seek to understand different viewpoints, challenge your own assumptions, and explore alternative solutions. Asking thoughtful questions demonstrates humility and a willingness to learn, which can foster trust and respect within your team.
Recognize that your team members bring a variety of backgrounds, experiences, and skills to the table. Encourage diversity of thought, and create an environment where everyone feels comfortable sharing their ideas, even if they differ from your own.
Don’t just tolerate feedback; actively seek it out. Ask your team, your peers, and your superiors for their honest assessments of your performance and management style. Be receptive to constructive criticism, and use it as an opportunity to grow and improve.
View every challenge, every mistake, and every interaction as a learning opportunity. Embrace continuous improvement, seek out professional development opportunities, and stay curious about new ideas and approaches.
It takes confidence to admit when you don’t have all the answers. Instead of trying to bluff your way through, be honest and say “I don’t know.” Then, demonstrate a willingness to learn, research the issue, or seek advice from others.
The “know-it-all” illusion can be a tempting trap, but it’s a recipe for stagnation and missed opportunities. By embracing humility, actively listening, and cultivating a learning mindset, you can shed this illusion and become a more effective, respected, and successful leader. Remember, true knowledge comes from a willingness to learn, not a pretense of knowing it all.
6. The “Burnout Express”
Burnout can be a fast track to misery for new managers. Suddenly, you’re juggling more responsibilities than a clown at a birthday party, facing demands from every direction, and feeling the pressure to prove yourself. It’s like trying to drink from a firehose while riding a unicycle – overwhelming and unsustainable.
Here’s the thing: burnout doesn’t just affect you. It impacts your team, your decision-making, and ultimately, the success of your organization. So, before you reach the point of no return, let’s talk about how to derail that “Burnout Express”:
You’re not superhuman, like we talked about with the hero complex. Don’t try to be everything to everyone. Set realistic goals for yourself and your team, and don’t overcommit. Learn to say “no” when necessary, and delegate tasks effectively.
Not all tasks are created equal. Learn to prioritize effectively, focusing on the most important and urgent items first. Use tools like to-do lists, calendars, and project management software to stay organized and on track.
It’s easy to let work consume your life, especially when you’re feeling the pressure. But neglecting your physical and mental health is a recipe for disaster. Make time for exercise, healthy eating, sleep, and activities that help you de-stress and recharge.
Connect with other managers, mentors, or friends who understand the challenges of leadership. Share your experiences, vent your frustrations, and seek advice. Having a support system can make a huge difference in navigating the ups and downs of management.
Step away from your desk regularly throughout the day. Go for a walk, grab a coffee, or simply close your eyes and take a few deep breaths. And when you’re off work, truly disconnect. Resist the urge to check emails or answer calls. Give yourself time to recharge and come back refreshed.
Burnout doesn’t happen overnight. It’s a gradual process that often starts with subtle signs like:
Increased irritability
Difficulty concentrating
Loss of motivation
Sleep disturbances
Physical symptoms (headaches, fatigue, etc.)
If you notice these signs, take action. Talk to your supervisor, seek support from a trusted colleague, or consider taking a break. If this support system isn’t enough try reaching out to a professional therapist for guidance.
The transition to management can be a thrilling ride, but it’s important to pace yourself and avoid the “Burnout Express.” By setting realistic expectations, prioritizing your well-being, and building a strong support system, you can navigate the challenges of leadership and achieve sustainable success. Remember, taking care of yourself is not a luxury; it’s an essential part of being an effective manager.
7. The “Feedback Vacuum”
A “feedback vacuum” is like a silent killer in the workplace. It’s that eerie silence when you have no idea how your team is feeling, what challenges they’re facing, or whether they’re even remotely engaged in their work. It’s like driving with a blindfold on – you might think everything’s fine until you crash headfirst into a wall of discontent.
As a manager, it’s your responsibility to break that silence and create a culture of open and honest communication. Here’s how to avoid or cope with a feedback vacuum.
Don’t assume everything is hunky-dory just because nobody’s complaining (or maybe they’re just complaining to each other). Actively solicit feedback from your team. Make it a regular part of your management routine. Here are a few ways to do that:
Regular check-ins: Schedule one-on-one meetings with your team members to discuss their progress, challenges, and suggestions.
Team meetings: Dedicate time in team meetings for open discussions and feedback sessions.
Surveys and questionnaires: Use anonymous surveys to gather feedback on specific topics or gauge overall team morale.
Suggestion boxes (yes, they still exist!): Provide a physical or virtual suggestion box where employees can anonymously share their thoughts and ideas.
People need to feel safe speaking their minds without fear of retribution. Foster a culture of trust and respect where employees feel comfortable sharing both positive and negative feedback. Here’s how:
Lead by example: Be open to feedback yourself, and demonstrate that you value constructive criticism.
Confidentiality: Assure your team that their feedback will be treated confidentially (when appropriate).
Non-judgmental attitude: Listen without interrupting or getting defensive. Acknowledge their perspectives, even if you don’t agree with them.
Follow up: Show that you take feedback seriously by taking action on suggestions and addressing concerns.
Sometimes, feedback isn’t explicitly stated but rather conveyed through subtle cues. Pay attention to body language, facial expressions, and changes in behavior. If someone seems withdrawn, disengaged, or less productive, it might be a sign that something’s amiss.
Don’t rely solely on formal feedback mechanisms. Observe your team in action. Pay attention to how they interact with each other, how they approach their work, and how they respond to challenges. These observations can provide valuable insights into their engagement, morale, and potential issues that might not be voiced directly.
If you do uncover issues through feedback or observation, don’t just treat the symptoms. Dig deeper to understand the root cause of the problem. Is it a lack of resources, unclear expectations, personality conflicts, or something else entirely? Addressing the underlying issue is crucial for creating lasting solutions.
A feedback vacuum can be detrimental to team morale, productivity, and innovation. By actively soliciting feedback, creating a safe space for communication, and addressing concerns proactively, you can cultivate a culture of open dialogue and continuous improvement. Remember, feedback is a gift, even when it’s wrapped in sandpaper. Embrace it, learn from it, and watch your team thrive.
8. The “Comparison Game”
It’s a sly saboteur that can creep into any manager’s mind, whispering doubts and fueling insecurities. You start comparing yourself to other managers – their leadership styles, their achievements, their seemingly effortless charisma – and suddenly, you feel inadequate, like you’re falling short.
This constant comparison can be exhausting, demoralizing, and ultimately, counterproductive. It distracts you from your own strengths, undermines your confidence, and prevents you from developing your own authentic leadership style.
So, how do you break free from this mental trap and focus on your own path? Here’s your guide to silencing those annoying voices and embracing your unique leadership journey:
Instead of focusing on what others are doing better, take time to acknowledge your own strengths and accomplishments. What are you good at? What unique skills and perspectives do you bring to the table? Celebrate your successes, big and small, and remind yourself of the value you bring to your team and organization.
Everyone’s leadership journey is different. Don’t get caught up comparing your chapter one to someone else’s chapter twenty. Focus on your own progress, your own goals, and your own development. Celebrate your milestones, learn from your setbacks, and keep moving forward at your own pace.
Stop “shoulding” all over yourself. “I should be more decisive like Sarah,” or “I should be more charismatic like John.” These “shoulds” are just negative thoughts disguised as helpful advice. Instead, focus on what authentically works for you and your team.
Social media can be a breeding ground for comparison. It’s easy to get sucked into the highlight reels of others, creating a distorted view of reality. Limit your time on social media, especially if you find yourself feeling inadequate or envious after scrolling through your feeds.
Take time to appreciate what you have, both personally and professionally. Focus on the positive aspects of your job, your team, and your accomplishments. Gratitude can help shift your perspective from lack to abundance, reducing the urge to compare.
Connect with experienced managers or mentors who can offer guidance, support, and a different perspective. Talking to someone who’s been there can help you navigate challenges, gain confidence, and realize that everyone’s journey has its ups and downs.
There’s no one-size-fits-all approach to leadership. Embrace your unique personality, strengths, and experiences. Develop your own authentic leadership style that resonates with you and your team.
The “Comparison Game” is a quagmire that can drain your energy and hinder your growth. By focusing on your own strengths, celebrating your progress, and embracing your individuality, you can break free from this mental game and become a more confident and effective leader. Remember, your journey is your own. Focus on your path, learn from your experiences, and celebrate your successes. You’ve got this!
Navigating the Management Maze
Becoming an effective manager is a journey, not a destination. It’s about continuous learning, self-reflection, and adapting to new challenges. By being aware of these common pitfalls and taking proactive steps to avoid them, you can increase your chances of success and build a strong foundation for your management career.
Even if you stumble along the way (we all do!), remember that mistakes are opportunities for growth. Learn from them, adjust your course, and keep moving forward. You’ve got this!
Welcome to the first installment of my five-part series on becoming a manager. It seems like the pinnacle of the American worker’s career, a goal that we set out to achieve as a young motivated new member of the workforce. The reality is kind of a mixed bag and it varies from one industry to another. I’m going to share some stories from my own career—spanning different industries and roles—and highlight the lessons I learned (sometimes the hard way). My journey is not exactly a shining example of success. It’s more like a collection of anecdotes and insights to help you navigate your own management ambitions. So, let’s dive in and explore the making of a manager.
For a variety of reasons, I believe that every good employee will eventually have an opportunity to move into a management role. It’s happened to me more times than I can count, sometimes completely by accident. Looking back, I wish I’d had the resources available today—books, classes, the infinite internet—to help me prepare. Take advantage of those opportunities and learn everything you can about your field.
In this series, I’ll break down the differences between management and leadership. I might use the terms interchangeably sometimes, but they do have distinct meanings, which I’ll clear up as we go. I believe becoming a good manager is a natural step for any solid employee. So, if you want to lead, start by being a top-notch worker in your current occupation.
Now, what makes a good employee? Two things: show up on time and do what you’re told. Seriously, few things get under my skin like tardiness. My military background drilled punctuality into me—15 minutes early was the standard. Rushing is stressful, and having to rehash information for those who can’t be bothered to be on time is even more stressful.
Job descriptions might look simple on paper, but real success often means going beyond just following instructions. Performing a task well entails more than just blindly following directions and doing the bare minimum. The big earners are those who can make tough decisions in uncertain situations, especially when those decisions lead to positive outcomes.
But before you can reach that level, you’ll probably have to pay your dues with some good ol’ fashioned “grunt work.” Even when doing those seemingly boring tasks, try to go above and beyond to get noticed. It shows you’re a hard worker and dedicated, which can open doors for you down the line.
Speaking of grunt work, let me tell you about my summer job in high school at the University of Maine bookstore. My main task was organizing textbooks for the incoming students. Unlike a library, where you shelve books one by one, college textbooks arrived in massive quantities.
One morning, I walked in to find a mountain of books dumped in the lobby. The manager, looking annoyed, just told me to “find a place for them” before taking off for the day. He probably wanted me to stash the boxes in the back, but I saw a chance to get creative. Thanks to my experience stacking firewood and hay bales, I built these intricate towers of books in octagonal and hexagonal patterns. They were almost as tall as me and lined the ends of the bookshelves.
The next day, I was called into the office, expecting to get chewed out. Instead, the manager praised my creativity and asked me to teach the other workers how to build those book towers. Sure, I could have just moved the boxes and been done hours earlier, but my initiative made an impression.
That bookstore experience helped me land a job in the zoology department the following year. One task involved data analysis, which sounded cool but was mind-numbingly boring. I spent hours staring at a computer screen, identifying and saving specific curves from data related to horseshoe crabs and human eyesight.
Later, I was asked to analyze data on a computer in the basement. Back then, before networked computers were everywhere, we used those ancient 5 ¼ inch floppy disks, so it was just easier to do the task where all the data was stored and then walk back up the stairs with the results. Walking down those dark stairs to the basement was a bit creepy, but the work was easy, and I zoned out to pass the time. The professor who gave me the task said he’d check on me after two hours, but he must have forgotten. I worked until I finished all the data, finally heading back upstairs almost eight hours later. The professor was still there and couldn’t believe I was still working.
Even though I was only a temp, the professor was impressed with my dedication and found more work for me. I even got to tag along with the zoology team on trips to Acadia National Park, where I discovered Cadillac Mountain, Jordan Pond House, and the amazing lobster bisque with popovers experience. It taught me a valuable lesson: exceeding expectations can lead to some sweet perks.
I eventually left the university for the military, but I’m pretty sure that professor would have written me a glowing recommendation if I’d asked.
My first real taste of management came in the Marine Corps. While they call it “leadership,” in peacetime, it’s mostly about managing day-to-day operations. Think paperwork, organization, scheduling, and training—the typical “desk jockey” stuff. I picture “leadership” as rallying troops to charge into battle, something requiring charisma and cunning. Management, on the other hand, relies on a solid work ethic and good time management skills. (I bet a lot of folks get those confused on their resumes!)
After two years in the Marines, I switched specialties and landed in air traffic control school. As an E-3 Lance Corporal, I had seniority over most of the new recruits. Despite the presence of higher-ranking Marines, I was tasked with getting everyone to class on time. You’d think a bunch of adults could manage that themselves, but the military operates differently. Everyone had to form up and march to school in formation. It wasn’t too bad—right face, forward march, a bit of cadence calling, and off we went. However, I quickly learned that if someone was missing from that formation, it was somehow my fault.
Some might call this a leadership lesson in tracking your troops, but I see it as a management issue. My job wasn’t to inspire punctuality; it was to herd cats. This meant daily roll calls and sending runners to fetch missing Marines from their barracks. The real lesson here is accountability. When you’re in charge, you’re responsible for your team’s actions, no excuses.
I thought I might be replaced as platoon leader, but apparently, I was doing better than my predecessors. My lieutenant, let’s call him “Lieutenant Flutter Kicks” for his fondness for that particular exercise, remembered I was a platoon leader and saw I could run fast and so put me in charge of physical training. Lesson learned: doing one task well can lead to more responsibilities.
My good grades also landed me in charge of study groups. Coming from rural America, I had no experience with study groups and found them a waste of time. Most of the Marines and Sailors didn’t know how to take notes or make flashcards—I ended up teaching them basic study skills! It was mind-blowing but explained why so many seemingly intelligent people ended up in the military instead of college. I’m very grateful for my education; I was luckier than many. (Expect some future blog posts on my thoughts about education!)
Promotion in the Marine Corps, at least back in my day, had little to do with actual job performance. Over 20 years ago, it was all about time in service, physical fitness, rifle marksmanship, and staying out of trouble. I often joked that my quick promotions were thanks to my running and shooting skills, which wasn’t far off!
Imagine ten Marines with the same rank and time in service, but only two promotion slots available. We’d calculate scores based on proficiency, conduct, and physical fitness—sit-ups, pull-ups, and running. Maxing out sit-ups and pull-ups was easy with practice, but running tripped most people up. Luckily, I was a distance runner in high school, giving me an edge. Add in expert rifle scores and a clean conduct record, and promotions came relatively quickly.
In Yuma, I snagged more responsibilities by being a bit senior and willing to work. I figured extra duties would boost my chances of getting certified as an air traffic controller—a tough gig with a 50% fail rate at that particular facility. Suddenly, I was in charge of physical training, thanks to my fitness score, and some one on one instruction from Lieutenant Flutterkicks. Then more tasks landed on my plate because others were either underperforming or simply didn’t want the extra work. Within 18 months, I was managing publications, ground control training, and even barracks cleaning and maintenance. Lesson learned: doing good work gets you more work…and a reputation.
Back then, Yuma was considered a career dead-end. Nobody wanted to be there, and getting certified was tough, so Marines who re-enlisted often got stuck. I requested orders to California for my second enlistment, and everyone laughed, thinking I had no chance. Rumors swirled about Camp Pendleton needing good controllers and someone scouting me. True or not, I re-enlisted with orders to California!
At 23, I arrived at Camp Pendleton as a Sergeant, the second most senior Marine in the tower. Over the next four years, my responsibilities kept growing. The Marine Corps supposedly had leadership and management courses, but I never got to attend. There was always a staffing shortage or some mission keeping me busy. By the time I could schedule myself, I was outranking the courses and busy sending my junior Marines instead.
I wish I’d had that formal training. “Trial by fire” meant a lot of mistakes. I’d love to say I had a natural talent for leadership, effortlessly fixing every situation. But the truth is, I struggled and made every classic mistake in the book. Having that much authority at a young age was a trip. My ego got the best of me. I said hurtful things, humiliated people publicly, procrastinated on tasks I disliked, and delegated the crappy jobs. In the heat of the moment, you face moral dilemmas and define who you are as a leader. It’s easy to resort to sarcasm or trash-talk, but when you’re in charge, everyone listens and remembers. This might be the norm in the military, but I wanted to be better. That’s when I started studying management, devouring every book I could find.
On a side note, I’ve also managed several pizza places. Compared to the complexities of handling Marines or air traffic controllers, pizza joints were pretty chill. Sometimes I was tired of delivering pizzas, my car was out of commission, or I just wanted to stay late after my shift and tackle the paperwork. What can I say? I was a money-hungry workaholic in my younger days.
Pizza places are almost always understaffed, so everyone’s too busy to stir up drama. Like any workplace, you had your go-getters and your bare-minimum folks. Guess who got the better shifts? The paperwork was straightforward: nightly inventory, ordering supplies, tallying the day’s earnings, and reconciling receipts to ensure nothing was missing. I encountered some lazy managers who’d be $200 short at the end of the night and wouldn’t bother tracking down the discrepancy. Daily earnings rarely topped $6,000, so even if I was only $2 off, I’d spend the extra 15 minutes reviewing everything to ensure accuracy. Sure, I was only making $7.25 an hour, but I had my pride!
Despite the low pay, I’d recommend managing a restaurant early in your career for the experience. You gain valuable skills: inventory, payroll, scheduling, quality control, and reconciliation (balancing the till and ensuring those receipts match the daily sales report). These are fundamental skills applicable to managing people in almost any setting. It shows potential employers you have discipline and integrity—someone trusts you with their money. It might not seem like much, but it can be a stepping stone to managing a larger business or even a government operation.
Management in the FAA, at least from my frontline perspective, was nothing like what those management books described. The only real leadership came from the controllers’ union. Forget about strategic planning, meticulous budgeting, or burning the midnight oil to climb the corporate ladder. Our management involved scheduling work and classes, along with rigorous quality assurance procedures to analyze errors and prevent future accidents. Performance management existed, but a controller had to practically commit a crime to face any real consequences.
The FAA sent me to countless management classes that barely helped with my daily work. They focused more on navigating union politics and avoiding trouble. Most instructors were sharp but utterly clueless about the realities of an air traffic facility in the 21st century. We did a lot of touchy-feely team-building exercises, which might be helpful for a brand-new facility, but I already knew my controllers well.
I initially had zero desire to be a manager, but politics, money, and other factors (which I might spill the beans on in other posts) conspired to put me in charge. The tipping point was when three controllers separately urged me to apply for an open management position. They knew I was a known quantity and preferred me over another potential candidate. Flattered and a bit naive, I took the bait. I figured I had no shot, being relatively junior and not exactly the air traffic manager’s favorite.
The application involved answering essay questions about my management experience. Apparently, I did okay because I made the top 20. Then came the interview, which I actually prepared for by researching common questions and practicing my answers. I also picked the brains of other managers about their experiences, so I felt ready. It helped that I was relaxed during the interview, not really caring if I got the job.
A panel of six senior managers grilled me with questions about challenging situations. They wanted to know if I’d encountered specific issues and how I handled them. Turns out, I had experienced them all and had some good stories to tell. I hadn’t always handled things perfectly, but given my relative youth, I think they appreciated my honesty about the consequences and what I learned. I also shared follow-up stories about similar situations and how I improved my approach. The panel kept asking questions, and I must have rambled for over an hour!
The assistant district manager for Southern California called later that week, impressed with my interview. He said I was initially ranked last, but my responses bumped me to the second spot. The top-ranked candidate withdrew after realizing how much their pay cut would be, and I got the job. Lesson learned: be a good storyteller!
So, there you have it – a glimpse into my winding path to management. It wasn’t always glamorous, and I stumbled more than I’d like to admit. But each experience, from stacking textbooks to herding Marines, taught me valuable lessons about initiative, accountability, and the importance of exceeding expectations. Remember, there’s no one-size-fits-all route to management. Explore different industries, embrace new challenges, and never underestimate the power of a well-told story. And most importantly, don’t burn bridges – you never know when you might need a reference or a favor down the road. So, keep learning, keep hustling, and who knows? You might just find yourself in the manager’s chair sooner than you think.
The Upgrade Blog 