The 10 Behaviors of a Great Aircraft Maintenance Engineering Manager

Hi, young souls

This article was taken from FORBES article about Google Project Oxygen, a research on what are the great qualities for Google managers.

However, we would like to share with y'all the hard facts about ex-LAEs who was promoted to become part of an airlines or MRO top management - as an Aircraft Maintenance Engineering Manager / Director.

This observation was based on our survey and research with aircraft maintenance personnel working with airlines, air operators and MRO in Malaysia. Majority of ex - LAEs who became an Aircraft Maintnance Engineering Manager / Director

a) Lacks human management skills, or what we can perfectly defined as a "SOUL-LESS" personality. (Definition : lacking of human feelings and qualities)

b) Do not TRUST their sub-ordinates in delivering their tasks, end up the Managers / Directors "micro-managing" it and this is when a lot of problem arises. A double edged sword .. Perfectionist !!

c) Management courses - majority of this ex-LAEs who becomes Engineering Manager / Director did not attend any Management courses, that's why we recommend at least up to the level of Master Degree in Business Administration (Supervisory 5 days short course is not enough lah - come onnn !!)

d) Without proper training in management, they always make bad decisions - or decision which is good for short terms ONLY. They will always fall back to how they troubleshoot aircrafts. When you handle humans - you can't use the same approach. Machines (aircrafts) do not have souls - but humans do.

where for so many years - ex-LAE work with machine (aircrafts) - similar to how he troubleshoot an aircraft.

So, here are the 10 behaviors that make a great Engineering Manager at airlines, air operators or MRO :

1. Is a good coach

Great managers are not simply great performers. They invest the time and energy to coach others. Great managers share best practices so that their teams can grow.

2. Empowers team and does not micromanage

It's all about empowerment. What are you doing to empower others on your team and across the organization? Micromanagement is one of the great blunders of poor managers. Give your team space. Be flexible. Sometimes, you just need to get out of their way. No one likes a micromanager.

3. Creates an inclusive team environment, showing concern for success and well-being

Be inclusive. Embrace your team and make them part of the mission. Create an environment where anyone can ask a question, experiment and propose a new idea.

4. Is productive and results-oriented

Results matter, but you need to create a culture in which everyone can thrive to produce the desired results. Show your team how to produce the results that you want. Don't just set goals and then expect outcomes.

5. Is a good communicator — listens and shares information

Too many managers fail because they can't communicate. Communication is not top-down or unidirectional. It's essential to be a good listener. Invest the time to get in the arena and listen to your team.

6. Supports career development and discusses performance

Don't focus on what your team can do for you. Focus on what you can do for them - and how you can work with them to advance the goals and mission of the organization. Career development is essential - give your team the tools they need to thrive. Feedback (positive and constructive) is so important - make sure to get it right.

7. Has a clear vision/strategy for the team

If the manager doesn't have a clear vision and strategy, how can the team thrive?

It starts with the manager to set the tone and lay the foundation and direction for the team.

8. Has key technical skills to help advise the team

Substance matters. Managers don't "check out" when they become managers. Rather, they get in the weeds. Not only can you help achieve better outcomes, but also you can gain credibility with your team when you demonstrate your technical expertise.

9. Collaborates across organization

Your team is not an island. You must collaborate across the organization. You have expertise that someone in another group can use. They too have skills that can benefit you. The more everyone shares, the more the organization rises. Collaboration leads to wonderful synergies.

10. Is a strong decision maker

Analysis is helpful. Strategy is important. Scenario testing provides focus. However, there is no replacement for being a strong decision maker. You can spend unlimited time analyzing, strategizing and scenario-testing.

It's the action that matters.

You can read more here :

https://www.forbes.com/sites/zackfriedman/2018/08/30/best-managers-google/#19255844f261