How Can We Prepare the Maintenance Managers of the Future?
We typically profile a maintenance manager for the cover story of D.O.M. magazine. But an email from D.O.M. reader Robert prompted us to do something a little different this month. Robert had sent an email with feedback on one of our recent cover stories. In my reply to Robert, I asked, “Do you have anyone you have worked with who is truly deserving of a cover story? Do you have any management topics you would like our team of contributors to cover? I welcome your opinion.” Robert replied, “I know of a number of worthy candidates but none that would want the recognition or limelight. Honesty and integrity aren’t all that common these days, and I see large numbers of guys (like myself) running away from the endless amount of bull throw our way by individuals that should be helping. I may sound like one of those old cynical guys [complaining] about the youngsters, but anyone can see that the shortage of good A&P’s is terrifying these days. Not to mention the talents that will be lost forever unless someone is there to [help them] while their skills can still be passed along. Maybe have a cover with a blank profile and ask the question, where’s the next DOM going to come from?”
If we are asking ourselves where the next generation of maintenance managers is going to come from, we must be prepared to answer that question. No magic wand can be waved that will help prepare the maintenance managers of the future. Its up to us to get the job done! So how can we prepare the maintenance managers of the future?
Attracting the Right People
It all starts when someone makes the choice to become an aircraft mechanic. Good leaders and managers are passionate about the industry they work in. Passion comes from the heart, not from the pocketbook, toolbox or any other place. Making a lot of money is a goal – not a passion. If someone enjoys what they are doing, chances are high they will be successful and rise to higher levels of responsibility (and pay). If someone goes to work just to get a paycheck, they won’t ever be happy as mechanics and certainly not as managers and supervisors. If we chase the dollar, it may never come. If we chase our passion, the money will take care of itself!
We must attract the right people into the industry. Some companies help do this by reaching out to high school students in their community and informing them about the opportunities that are available in the aviation industry. Some professionals on the NBAA maintenance committee like Patrick Delahoussaye, Steve King, Marlin Priest and others have taken it a step further by volunteering their time to visit local Part 147 schools to discuss career opportunities in business aviation.
Set Realistic Expectations
When we are looking to hire someone for an aircraft maintenance position, we need to set realistic job expectations. If the job opening is for someone to do menial or dirty jobs, don’t keep that information from them just to get an additional body count in the hangar. That often leads to a bored, disgruntled employee. Let them know what is expected and what opportunities for growth are available within the company.
Expand Their Knowledge
Once you hire that new mechanic who is a good fit for your company, it’s time to help them grow. A&P schools teach students the basics of aircraft theory. When the graduates land their first job, they need to expand that basic knowledge to the aircraft types they will be working on. Expanding their knowledge can be through on-the-job training or through advanced technical training.
One way to help them gain advanced training is through scholarships such as NBAA’s TRACS program. “There are many scholarship opportunities in the business aviation industry that offer both financial and OEM training possibilities,” says Steve King, senior director of Aviation Maintenance for Cox Enterprises, Inc.. “One of these scholarship programs is the Technical Rewards and Career Scholarship program (TRACS), which offers aircraft, engine and avionics specific training courses. This program was founded on the idea of giving back to the business aviation industry by providing opportunities for students and aspiring maintenance technicians to gain knowledge via OEM training courses. Created in 2005 with the first courses awarded in 2006, the TRACS program has grown to encompass twenty two sponsoring organizations and offer forty three aircraft specific training courses. Over 250 scholarships have been awarded since the program began.”
It is also important to have strong skills in other areas as well. “Communication skills are important,” says John Coon, director of maintenance at StarPort Aviation. “The ability to communicate what you want done, how you want it done and when you want it done is critical. This is a skill that needs to be developed to be a successful maintenance manager. Even today, I find myself having problems with communication. I will put all the details in a verbal or written message, but sometimes the other person will miss a part. I often find that what they missed is caused by me not getting all the details into the message. I feel that I have become better at this, but it is one of those skills that we have to work at constantly.”
Steve King also stresses the importance of similar non-technical skills. “Generally maintenance technicians got into the aviation industry through technical schools or military experience because a standard college was not their desired path to a career,” he says. “At first, I agreed with this idea of not having to take English, History or Math classes to find a rewarding career because I really only wanted a mechanical-type job. Obviously this is very short sighted when it comes to moving into a management position later, as this usually requires better communication, financial, and HR skills. Many companies offer leadership courses through their HR employee development programs but this type training can also be found via non-company sources.”
Remember that advancing as an aircraft technician means more than becoming a better mechanic and learning the other non-technical skills like communication and financing. It means growing professionally as well. We can help our future leaders grow by guiding them and teaching them about positive attitudes and work ethics. We must first start by being a good example. Then we must reach out and help mentor these young workers.
“As a manager or technicians, it is important that we take the time to mentor the next generation of aviation professionals,” says Steve King. “This requires a commitment of time to visit schools or stop to talk to that new mechanic working at the FBO or other shop on ourairport.”
Patrick Delahoussaye, president of Pioneer Aviation Management, shares his thoughts on why he has spent time mentoring young aircraft mechanics. “After spending more than 5 ½ decades in aviation, I always knew that there was something I could do to give back to an industry that has treated me and my family so well,” he says. “So I decided to mentor young upcoming students in the business. Now that I look back, after having mentored four students in my career, I feel my goal has been met.”
Delahoussaye continues. “So what does it take to be a mentor? It takes the same level of interest, commitment and confidence in your own abilities that it takes to mentor of a student. It also requires that you be sincerely interested in someone else’s growth. You won’t win any awards, but you will have the satisfaction of having done an important job. After all, the young faces we see today are the faces of the workforce and customers of tomorrow. I have always kept my door open to anyone that wanted to discuss mentorship.”
We asked James King, a maintenance manager who Delahoussaye personally mentored a few years ago, how he feels about the importance of mentoring.
“With the assistance of an industry mentor, establishing professional goals is paramount when striving to succeed in our industry,” he says. “I was personally afforded the opportunity to be mentored by an well-connected and well-liked industry leader. Having been included in discussions and conversing with a much higher tier of leadership allowed me to strategize as to how I would like my career to transpire. I would not be in my current role as a manager of maintenance for a fortune 500 flight department without the instruction and guidance from him.”
“Mentorship is an intangible asset which is a very critical aspect of our industry for the benefit of younger and less experienced maintenance technicians,” King continues. “This unsolicited and expert guidance aides and promotes the retention of an exceptionally skilled workforce rather than increasing the loss of less experienced individuals to other industries which entice workers at the junior level with better pay and incentives. Securing our younger workforce and grooming through such mentorship will help grow both the numbers and competencies of our future maintenance managers.”
Chad Doehring, airframe manager for Duncan Aviation, leaves us with some closing thoughts on what we can do to prepare our future maintenance managers. “Know your team members,” he says. “Know what interests them and what their limits are. Use this knowledge to help motivate them to excel.
“Understand your business segment, from the technical end of the aircraft to project management, to monthly budget processing,” Doehring continues. “Pay attention to the soft skills of leadership. Listen more then you speak, lead by example and be a true servant leader. Most of all, have fun and appreciate the impact you can have in your employees’ and customers’ lives!”