My husband, Ed, is a professional pilot, and he recently spent several days in training. This isn’t because he’s new to flying. He’s been a pilot for decades, starting with the U.S. Navy, so he has extensive experience and knows his way around an airplane.
So why does he go back to training a couple of times a year? Because in aviation, experience isn’t an excuse to stop learning.
Pilots undergo recurrent training to maintain proficiency, practice emergency procedures, stay current with changing regulations and technology, and demonstrate that they can still perform at the highest standards.
They spend time in flight simulators practicing situations they hope never happen in real life, like engine failures, severe weather, and unexpected emergencies. That way, when the sh*t hits the fan, they know what to do. They’ve already practiced for it.
The importance of ongoing training is understood in aviation. Now think about how we approach training in business.
We hire someone, provide onboarding, maybe send them to a leadership workshop, and then assume they’re good to go. Congratulations! You’ve completed your training. You’re now qualified for the next 20 years. Please collect your certificate and enjoy the rest of your career.
Imagine an airline taking that approach.
Of course, the consequences of a pilot making a mistake can be far more serious than those of a manager having a difficult conversation. But the principle is the same: skills need practice.
A manager who attended leadership training five years ago may understand the importance of giving feedback. But are they actually doing it well?
An employee who learned communication techniques during onboarding may know how to handle conflict. But can they apply those techniques when tensions are high?
And what about the experienced leader who’s been managing people for decades? Experience doesn’t automatically mean effectiveness.
Training shouldn’t be an event. It should be an ongoing investment. And no, the annual mandatory training video that everyone clicks through while checking email doesn’t count.
The aviation industry understands that even the best pilots need to keep improving. Shouldn’t we expect the same from the people leading our organizations? After all, you wouldn’t want your pilot relying on what they learned 20 years ago. Why would you want your leaders doing that?