There are other rules, too, for example:. These rules are all meant to promote flight safety. But what happens in the case of an emergency? There are many dangers that flying poses. For example, pilots that routinely fly at low levels experience the threat of bridges, trees, transmission towers, power lines and other dangerous obstacles. Whilst following the rules is ideal , breaking them is sometimes the better option, where safety — the priority — is concerned. For example, a pilot may bust an ATC clearance or company protocol because an urgent situation requires them to.
Most of them were totally avoidable. What Makes A Good Pilot? Clear Communication Whilst clear communication skills help in almost any job, it really matters for pilots. The priority of any communication between pilot and controller is to establish the following: Purpose: clearance, instruction, conditional statement or proposal, question or request, and confirmation When : immediately, anticipated or expected What and how: altitude climb, descend, maintain , heading left or right , and airspeed Where : before or at a waypoint, for example.
Situational Awareness Situational awareness means appreciating everything that is going on throughout flying, controlling and maintaining an aircraft. The key components of situational awareness can be summarised as: Environmental awareness: Other aircrafts Communication between air traffic control and other aircrafts Weather and terrain.
Spatial orientation: Geographical position Aircraft attitude. System awareness: Aircraft systems. Time horizon: When required procedures or events e. Notes: These components are thoroughly covered throughout your flight training.
For an overview, we recommend checking out our section on the 9 PPL Subjects. FlyGA manufactures a situational awareness tool designed for use in Cessna aircrafts. Team-Working Skills Communication and team-working skills go hand in hand.
Here are some examples of tough situations that pilots have to make decisions on: Emergencies Diversions. Not necessarily an emergency — but more of a safety precaution. Forced landings. Being able to work with anyone , despite any personal differences you might have with a person, is a core skill for an aviation professional. You need to lead yourself and control how you behave. And who knows, maybe the weirdo is you?
Distinguishing personality from behavior is also critical to understand every time you want to criticize someone, or when they criticize you. When a student receives feedback after a training session, it is always their behavior we comment on, not their personality.
We have good reasons for taking this approach, since it is only the latter that can be changed. On occasion, you will hear the expression that she or he was born to be a leader, or born to be this or that.
Is this true? Are we simply destined for a certain path through our heritage? This can be a controversial subject and scientists have struggled with these questions for more than a century. Recent studies show that genes have a substantial impact on IQ, abilities and skills.
Other factors that come into play are things like environment, education and experience. Consequently, the same person might just as well have a low IQ if they haven't put in the effort to reach their full potential. Personally, I believe it works the same way with teamwork and leadership. Experience is the best teacher and with knowledge, training and practice anyone can increase their communication skills, conflict solving skills or anything related to great leadership.
It is all about having the right attitude, a curious mindset and being eager to learn. There is a saying that goes "To be a great leader, you need to be a great follower".
If you want to develop as a leader, you need to listen to others, be open to new perspectives and have an ability to adapt when faced with changing circumstances.
It is also crucial that you respect other people and most importantly - that you can learn from others. All of these attributes characterize a great follower and a great leader. In the early days of my career, I asked my Captain what the difference is between being a Captain and a First Officer, since we usually perform the same duties on board.
He explained that "on a daily basis you are right, there is not much of a difference, but once you are up there at night and critical situations arise, you look to the left and all you see is your own reflection and the condensation of your own breath in the cockpit window - that's when you realize that you're the Captain".
Almost anyone can learn how to fly, but becoming a great team member and learning the airman ship of a Commander is truly a challenge. There are several behavioral indicators we assess to help our students develop their leadership and teamwork abilities throughout the training programs at OSMAA.
The Hudson river landing in is a good example of excellent leadership, decision making and teamwork all coming together, which in turn led to a successful outcome in a difficult situation. Many people have heard about Captain Chesley Sullenberger, especially since the movie "Sully" came out. Chesley displayed exceptional leadership and decision making in the Hudson river accident, what many tend to forget however, is that fantastic teamwork was what led to the successful water landing.
Without First Officer Jeffrey Skiles' ability to focus on the task and his ability to lead himself in the stressful event they had never practiced before, the outcome could have been different. There were many years of training, learning and experience behind the successful landing. The question Chesley asked his copilot only 22 seconds before they landed on water, perfectly illustrates the magnificent work climate and leadership on board this flight.
What are your thoughts on leadership? Share your thoughts and ideas in the comment section below. If you're considering a career as a pilot - take our pilot test and find out if you have what it takes Check out the full overview of what it takes to be a professional pilot here.
A pilot should demonstrate effective leadership and team work In a way, teamwork and leadership are the same, we just view them from different perspectives. Who should I blame? Traditional sources of additional pilot capacity are unlikely to supply enough pilots, quickly enough this time. In the past, airlines facing a shortage could recruit pilots from the military. Today though, even the U. Air Force suffers from a lack of applicants. Further, as the military increasingly relies on drones, they will not need as many pilots per aircraft in the future.
The ones they do need will likely require different skills than their commercial counterparts. Also, in the past, many aircraft had a third or fourth crew member in the cockpit. When these positions were no longer needed in more modern aircraft, pilots simply progressed to become first officers and captains. This supply of pilots is also no longer available now, unless the industry moves to a single pilot aircraft technology, but there seems to be little support for such a move. Qantas Group CEO Alan Joyce commented on the potential for reducing pilot numbers onboard aircraft, stating: "Certainly there is still a public perception issue and I think there will continue to be for some time about being too automated when it comes to commercial aircraft.
They are driven only by costs. Discounting the unlikely scenario that the flight time limitations will be eased, the next generation of pilots will need to come from other sources, such as:. Also, recruits from these sources need to be trained, which can take years. In the short term, airlines facing pilot shortages can increase pilot salaries and attract pilots from other airlines who are less able to raise salaries — but this does not solve the capacity shortage on an industry level.
In our opinion, the third source of additional pilot capacity could be an improvement in pilot productivity. The next exhibit demonstrates the untapped reserves in this respect. Exhibit 2 Average Daily Aircraft Utilisation vs. Annual Flown Hours of Pilots. Most of the jurisdictions limit the count of annual flown hours for pilots at — FH per year.
Also, the big spread between the dots indicates that even at similar aircraft utilisation levels, some airlines are achieving much lower pilot productivity than their peers.
A computer model of an airline was constructed and then simulated the operations of the eight airlines examined over the time periods studied, most of the airlines for a five-year period. Successful airlines must do many things well. Not doing well in any one area may not result in failure as we define it.
However, performing very poorly in any one area, or poorly in two or more areas, appears to make success elusive. Airlines are in part service businesses. To be successful, an airline must be effective in four general areas: 1 attracting customers; 2 managing its fleet; 3 managing its people, and 4 managing its finances. The base was the attractiveness of the price of tickets.
In this analysis only the relative price of tickets has been used because ticket price was by far the most significant factor in attractiveness. A lower relative price would generally be more attractive to most travelers. Similarly, the derivation of the promotional effectiveness in the current analysis has been simplified to that of the base used in the original study model. A measure of ticket sales per dollar of promotion expense is used in this study, with higher sales per promotion dollar being advantageous.
Except where otherwise noted, the data for the analysis are taken from the U. Department of Transportation databases. In the area of fleet management, the same factors are used for this analysis as in the earlier study. The load factor relative to the industry average indicates how well the average individual airplane is used. We use two factors with respect to how well the airline manages its people.
Productivity, in airline capacity per employee, [11] is a measure of how effectively the employees work together in providing the physical service of getting passengers from one place to another. As in the original study, productivity is measured in available seat miles per employee. Morale is measured using proxies since the original morale model is complex and requires information not currently available for the airlines being examined.
In this case, lost bags per passengers and complaints per , enplanements derived from the Air Travel Consumer Report [12] are used as indicators of how committed airline employees are to serving their customers. The activities that result in lost bags or in poor enough treatment of passengers that they file complaints are indicative of the morale of the airline employees. Labor-management relations including strikes and threatened strikes are one example of a driver of these effects.
The last of the four areas is financial management, for which six factors are used. Unit revenue and unit cost are important by themselves, but their relationship is also important. Therefore, we have compared both unit revenue and unit cost as well as the unit margins among the airlines. A measure of capacity to normalize these factors is used since the airlines fly all their available seats, not just those that are occupied.
Better unit revenue may not be an advantage for an airline whose unit costs are out of line. Most successful organizations choose to grow over time. In the case of the airlines, growth is measured in terms of capacity growth. Furthermore, in order to grow, an airline needs adequate funds. To be attractive for most equity investors, an airline must grow its equity over time. Moreover, to be attractive to most debt investors, a reasonable debt-to-assets ratio is desirable.
0コメント