Category: Leadership & Management
Jan 5, 2025
From the Control Tower to the Corner Office: A Lesson in Leadership and Communication
I remember my days as an air traffic controller as if they were only yesterday. The swirl of chatter echoing across multiple radio frequencies, the rows of blinking lights on the radar screens, the high-stakes decisions happening every split second—an environment so dynamic it practically crackled with adrenaline. The pressure was immense, and the margin for error was minuscule. Yet, ironically, it was there, in that high-octane environment, that I found myself at ease: processing vast amounts of data, discerning the patterns hidden among the noise, and making snap decisions with a calm and focused mindset.
Years later, when I became a CEO, I brought this aptitude with me. My ability to digest complex information quickly, see the big picture and every smaller, moving part, and respond promptly to changes served me well, at least on the surface. I prided myself on being able to solve problems on the fly and make decisions. It was all very reminiscent of my air traffic control days.
As an air traffic controller, I didn’t just react to trouble when it appeared; I was trained to anticipate potential conflicts—minutes or sometimes hours in advance—and preemptively vector aircraft to avoid them. Proactive thinking was the hallmark of the role.
So, when I shifted from the control tower to the corner office, I brought this mindset along. As a CEO, I prided myself on being able to see the big picture and the moving parts. I could sense which operational elements might collide down the road, and I deftly navigated around them. My decisions, informed by “systems view,” typically proved successful in achieving business objectives.
But there was a problem, the issue was that other people in the organization didn’t see the connections as clearly as I did. My biggest leadership mistake was assuming that others naturally understood how each small decision fit into the overall organizational puzzle.
Proactivity Is Only Part of the Equation
As an air traffic controller, proactive thinking is survival. You predict weather changes, anticipate pilot error, and arrange flight paths with near-clairvoyant foresight. In corporate leadership, being proactive is equally critical. But in business, you have an entire workforce that needs to understand why you’re making the calls that you do.
In the Control Tower: A pilot trusts you implicitly. You say “turn heading 270,” they turn heading 270. Explaining the entire meteorological or airspace rationale every single time is not part of the protocol.
In the Boardroom (and beyond): Employees are more engaged and committed when they understand your reasoning. They want to see how your decisions ripple across departments, products, or strategic goals.
Without that transparency, employees can easily feel left out, or worse, they might think you’re deciding arbitrarily. My error was in believing that if the plan was sound in my head, and if it delivered results, then it would speak for itself.
The Communication Gap
Your team can’t read your mind. Even if they see the outcomes (successful deals, smooth project launches, avoided pitfalls), they may not understand the process. And process matters, particularly for employee engagement, buy-in, and trust.
Lack of Shared Context
I realized that much of my thinking was rooted in years of experience in environments that demanded forward-looking decisions. But my team members came from diverse backgrounds. They didn’t automatically see how my choice in one department might preempt problems in another.
Assumption of Alignment
I assumed everyone operated with the same mental map. In reality, each function, marketing, finance, operations, had different priorities and vantage points. Without explicitly connecting the dots for them, my decisions could seem disconnected or even contradictory.
The Result: Disconnection
Over time, as I kept making decisions that “just worked,” people began to see me as a leader whose strategies somehow succeeded, but whose methods weren’t communicated well. It created an atmosphere of “He must have his reasons, but we don’t really know what they are.”
Why Clarity Is Critical
Ultimately, this disconnect leads to less ownership among team members. When employees don’t understand the rationale behind decisions, several problems can surface:
Reduced Engagement: People feel like cogs in a machine rather than valued contributors. They may execute tasks but won’t innovate or be motivated to go above and beyond.
Resistance to Change: When a new process or tool is introduced without context, employees may resist it simply because they don’t see the bigger picture.
Fractured Culture: Lack of clarity breeds rumors, uncertainty, and fear. Over time, this can erode trust in leadership.
But when you explain why a decision is made, and link it back to strategy, people begin to see themselves as partners in a collective mission.
Closing the Gap: Strategies for Connected Leadership
1. Make the Invisible Visible
Share the backstory of a decision. For instance, if you’re reorganizing a department to align better with future growth, explain the expected changes in market conditions, the competitive landscape, or the internal metrics you’re tracking.
Help people see the upstream drivers, so they grasp not just what is happening, but why it’s happening.
2. Use Systems Thinking—But Explain It
Systems thinking is a powerful approach: it recognizes interdependencies and consequences. But it’s even more powerful when your team understands that approach.
Offer quick “mini-workshops” or lunch-and-learns that walk people through how you connect the dots. By teaching your thought process, you equip your team to think more holistically themselves.
3. Tie Decisions Back to the Strategy
A well-defined strategy acts like a blueprint; it clarifies your direction and priorities. When you announce a decision, explicitly connect it to the pillars or objectives in the strategy.
For example, if your strategy is to penetrate a new market, show how an investment in research and development is a key step toward that objective. This clarifies the chain of logic behind the choice.
4. Encourage Two-Way Dialogue
Leadership shouldn’t be a one-way street. Once you share the rationale, ask for input and questions: “Does this align with your understanding of our goals?” “How could we improve this approach?”
Not only does this demonstrate respect for your team’s perspective, but it also might surface valuable insights you hadn’t considered.
5. Measure Understanding, Not Just Output
Conduct brief surveys or informal check-ins. Ask, “Do you understand why this decision was made?” or “Can you see how your role fits into this initiative?”
If you discover gaps in understanding, that’s a chance to clarify and strengthen communication—before misunderstandings fester.
The Bottom Line
I learned that being proactive, an essential skill in both air traffic control and executive leadership, wasn’t the mistake. In fact, it was (and still is) one of my greatest strengths. The error lay in inadvertently keeping that thought process too close to my chest, assuming that others saw what I saw, and neglecting to explicitly connect each decision with its broader organizational context.
Teams thrive when they understand. By illuminating the rationale behind each move, you not only maintain strategic alignment but also empower your people to contribute creatively, spot opportunities, and support one another. Effective leadership is as much about showing your work as it is about making the right call.
So if you, like me, come from a background that values foresight and swift execution, whether it’s air traffic control, crisis management, or any discipline demanding advanced anticipation, don’t let that skill turn into an unintended barrier. Bring your people into the conversation. Walk them through your mental model and link decisions to the broader strategy. By doing so, you not only enrich your team’s capabilities but also solidify your standing as a leader who leads with and through others, rather than ahead of them, in isolation.
And that, above all else, turns good decisions into great leadership.
I remember my days as an air traffic controller as if they were only yesterday. The swirl of chatter echoing across multiple radio frequencies, the rows of blinking lights on the radar screens, the high-stakes decisions happening every split second—an environment so dynamic it practically crackled with adrenaline. The pressure was immense, and the margin for error was minuscule. Yet, ironically, it was there, in that high-octane environment, that I found myself at ease: processing vast amounts of data, discerning the patterns hidden among the noise, and making snap decisions with a calm and focused mindset.
Years later, when I became a CEO, I brought this aptitude with me. My ability to digest complex information quickly, see the big picture and every smaller, moving part, and respond promptly to changes served me well, at least on the surface. I prided myself on being able to solve problems on the fly and make decisions. It was all very reminiscent of my air traffic control days.
As an air traffic controller, I didn’t just react to trouble when it appeared; I was trained to anticipate potential conflicts—minutes or sometimes hours in advance—and preemptively vector aircraft to avoid them. Proactive thinking was the hallmark of the role.
So, when I shifted from the control tower to the corner office, I brought this mindset along. As a CEO, I prided myself on being able to see the big picture and the moving parts. I could sense which operational elements might collide down the road, and I deftly navigated around them. My decisions, informed by “systems view,” typically proved successful in achieving business objectives.
But there was a problem, the issue was that other people in the organization didn’t see the connections as clearly as I did. My biggest leadership mistake was assuming that others naturally understood how each small decision fit into the overall organizational puzzle.
Proactivity Is Only Part of the Equation
As an air traffic controller, proactive thinking is survival. You predict weather changes, anticipate pilot error, and arrange flight paths with near-clairvoyant foresight. In corporate leadership, being proactive is equally critical. But in business, you have an entire workforce that needs to understand why you’re making the calls that you do.
In the Control Tower: A pilot trusts you implicitly. You say “turn heading 270,” they turn heading 270. Explaining the entire meteorological or airspace rationale every single time is not part of the protocol.
In the Boardroom (and beyond): Employees are more engaged and committed when they understand your reasoning. They want to see how your decisions ripple across departments, products, or strategic goals.
Without that transparency, employees can easily feel left out, or worse, they might think you’re deciding arbitrarily. My error was in believing that if the plan was sound in my head, and if it delivered results, then it would speak for itself.
The Communication Gap
Your team can’t read your mind. Even if they see the outcomes (successful deals, smooth project launches, avoided pitfalls), they may not understand the process. And process matters, particularly for employee engagement, buy-in, and trust.
Lack of Shared Context
I realized that much of my thinking was rooted in years of experience in environments that demanded forward-looking decisions. But my team members came from diverse backgrounds. They didn’t automatically see how my choice in one department might preempt problems in another.
Assumption of Alignment
I assumed everyone operated with the same mental map. In reality, each function, marketing, finance, operations, had different priorities and vantage points. Without explicitly connecting the dots for them, my decisions could seem disconnected or even contradictory.
The Result: Disconnection
Over time, as I kept making decisions that “just worked,” people began to see me as a leader whose strategies somehow succeeded, but whose methods weren’t communicated well. It created an atmosphere of “He must have his reasons, but we don’t really know what they are.”
Why Clarity Is Critical
Ultimately, this disconnect leads to less ownership among team members. When employees don’t understand the rationale behind decisions, several problems can surface:
Reduced Engagement: People feel like cogs in a machine rather than valued contributors. They may execute tasks but won’t innovate or be motivated to go above and beyond.
Resistance to Change: When a new process or tool is introduced without context, employees may resist it simply because they don’t see the bigger picture.
Fractured Culture: Lack of clarity breeds rumors, uncertainty, and fear. Over time, this can erode trust in leadership.
But when you explain why a decision is made, and link it back to strategy, people begin to see themselves as partners in a collective mission.
Closing the Gap: Strategies for Connected Leadership
1. Make the Invisible Visible
Share the backstory of a decision. For instance, if you’re reorganizing a department to align better with future growth, explain the expected changes in market conditions, the competitive landscape, or the internal metrics you’re tracking.
Help people see the upstream drivers, so they grasp not just what is happening, but why it’s happening.
2. Use Systems Thinking—But Explain It
Systems thinking is a powerful approach: it recognizes interdependencies and consequences. But it’s even more powerful when your team understands that approach.
Offer quick “mini-workshops” or lunch-and-learns that walk people through how you connect the dots. By teaching your thought process, you equip your team to think more holistically themselves.
3. Tie Decisions Back to the Strategy
A well-defined strategy acts like a blueprint; it clarifies your direction and priorities. When you announce a decision, explicitly connect it to the pillars or objectives in the strategy.
For example, if your strategy is to penetrate a new market, show how an investment in research and development is a key step toward that objective. This clarifies the chain of logic behind the choice.
4. Encourage Two-Way Dialogue
Leadership shouldn’t be a one-way street. Once you share the rationale, ask for input and questions: “Does this align with your understanding of our goals?” “How could we improve this approach?”
Not only does this demonstrate respect for your team’s perspective, but it also might surface valuable insights you hadn’t considered.
5. Measure Understanding, Not Just Output
Conduct brief surveys or informal check-ins. Ask, “Do you understand why this decision was made?” or “Can you see how your role fits into this initiative?”
If you discover gaps in understanding, that’s a chance to clarify and strengthen communication—before misunderstandings fester.
The Bottom Line
I learned that being proactive, an essential skill in both air traffic control and executive leadership, wasn’t the mistake. In fact, it was (and still is) one of my greatest strengths. The error lay in inadvertently keeping that thought process too close to my chest, assuming that others saw what I saw, and neglecting to explicitly connect each decision with its broader organizational context.
Teams thrive when they understand. By illuminating the rationale behind each move, you not only maintain strategic alignment but also empower your people to contribute creatively, spot opportunities, and support one another. Effective leadership is as much about showing your work as it is about making the right call.
So if you, like me, come from a background that values foresight and swift execution, whether it’s air traffic control, crisis management, or any discipline demanding advanced anticipation, don’t let that skill turn into an unintended barrier. Bring your people into the conversation. Walk them through your mental model and link decisions to the broader strategy. By doing so, you not only enrich your team’s capabilities but also solidify your standing as a leader who leads with and through others, rather than ahead of them, in isolation.
And that, above all else, turns good decisions into great leadership.
I remember my days as an air traffic controller as if they were only yesterday. The swirl of chatter echoing across multiple radio frequencies, the rows of blinking lights on the radar screens, the high-stakes decisions happening every split second—an environment so dynamic it practically crackled with adrenaline. The pressure was immense, and the margin for error was minuscule. Yet, ironically, it was there, in that high-octane environment, that I found myself at ease: processing vast amounts of data, discerning the patterns hidden among the noise, and making snap decisions with a calm and focused mindset.
Years later, when I became a CEO, I brought this aptitude with me. My ability to digest complex information quickly, see the big picture and every smaller, moving part, and respond promptly to changes served me well, at least on the surface. I prided myself on being able to solve problems on the fly and make decisions. It was all very reminiscent of my air traffic control days.
As an air traffic controller, I didn’t just react to trouble when it appeared; I was trained to anticipate potential conflicts—minutes or sometimes hours in advance—and preemptively vector aircraft to avoid them. Proactive thinking was the hallmark of the role.
So, when I shifted from the control tower to the corner office, I brought this mindset along. As a CEO, I prided myself on being able to see the big picture and the moving parts. I could sense which operational elements might collide down the road, and I deftly navigated around them. My decisions, informed by “systems view,” typically proved successful in achieving business objectives.
But there was a problem, the issue was that other people in the organization didn’t see the connections as clearly as I did. My biggest leadership mistake was assuming that others naturally understood how each small decision fit into the overall organizational puzzle.
Proactivity Is Only Part of the Equation
As an air traffic controller, proactive thinking is survival. You predict weather changes, anticipate pilot error, and arrange flight paths with near-clairvoyant foresight. In corporate leadership, being proactive is equally critical. But in business, you have an entire workforce that needs to understand why you’re making the calls that you do.
In the Control Tower: A pilot trusts you implicitly. You say “turn heading 270,” they turn heading 270. Explaining the entire meteorological or airspace rationale every single time is not part of the protocol.
In the Boardroom (and beyond): Employees are more engaged and committed when they understand your reasoning. They want to see how your decisions ripple across departments, products, or strategic goals.
Without that transparency, employees can easily feel left out, or worse, they might think you’re deciding arbitrarily. My error was in believing that if the plan was sound in my head, and if it delivered results, then it would speak for itself.
The Communication Gap
Your team can’t read your mind. Even if they see the outcomes (successful deals, smooth project launches, avoided pitfalls), they may not understand the process. And process matters, particularly for employee engagement, buy-in, and trust.
Lack of Shared Context
I realized that much of my thinking was rooted in years of experience in environments that demanded forward-looking decisions. But my team members came from diverse backgrounds. They didn’t automatically see how my choice in one department might preempt problems in another.
Assumption of Alignment
I assumed everyone operated with the same mental map. In reality, each function, marketing, finance, operations, had different priorities and vantage points. Without explicitly connecting the dots for them, my decisions could seem disconnected or even contradictory.
The Result: Disconnection
Over time, as I kept making decisions that “just worked,” people began to see me as a leader whose strategies somehow succeeded, but whose methods weren’t communicated well. It created an atmosphere of “He must have his reasons, but we don’t really know what they are.”
Why Clarity Is Critical
Ultimately, this disconnect leads to less ownership among team members. When employees don’t understand the rationale behind decisions, several problems can surface:
Reduced Engagement: People feel like cogs in a machine rather than valued contributors. They may execute tasks but won’t innovate or be motivated to go above and beyond.
Resistance to Change: When a new process or tool is introduced without context, employees may resist it simply because they don’t see the bigger picture.
Fractured Culture: Lack of clarity breeds rumors, uncertainty, and fear. Over time, this can erode trust in leadership.
But when you explain why a decision is made, and link it back to strategy, people begin to see themselves as partners in a collective mission.
Closing the Gap: Strategies for Connected Leadership
1. Make the Invisible Visible
Share the backstory of a decision. For instance, if you’re reorganizing a department to align better with future growth, explain the expected changes in market conditions, the competitive landscape, or the internal metrics you’re tracking.
Help people see the upstream drivers, so they grasp not just what is happening, but why it’s happening.
2. Use Systems Thinking—But Explain It
Systems thinking is a powerful approach: it recognizes interdependencies and consequences. But it’s even more powerful when your team understands that approach.
Offer quick “mini-workshops” or lunch-and-learns that walk people through how you connect the dots. By teaching your thought process, you equip your team to think more holistically themselves.
3. Tie Decisions Back to the Strategy
A well-defined strategy acts like a blueprint; it clarifies your direction and priorities. When you announce a decision, explicitly connect it to the pillars or objectives in the strategy.
For example, if your strategy is to penetrate a new market, show how an investment in research and development is a key step toward that objective. This clarifies the chain of logic behind the choice.
4. Encourage Two-Way Dialogue
Leadership shouldn’t be a one-way street. Once you share the rationale, ask for input and questions: “Does this align with your understanding of our goals?” “How could we improve this approach?”
Not only does this demonstrate respect for your team’s perspective, but it also might surface valuable insights you hadn’t considered.
5. Measure Understanding, Not Just Output
Conduct brief surveys or informal check-ins. Ask, “Do you understand why this decision was made?” or “Can you see how your role fits into this initiative?”
If you discover gaps in understanding, that’s a chance to clarify and strengthen communication—before misunderstandings fester.
The Bottom Line
I learned that being proactive, an essential skill in both air traffic control and executive leadership, wasn’t the mistake. In fact, it was (and still is) one of my greatest strengths. The error lay in inadvertently keeping that thought process too close to my chest, assuming that others saw what I saw, and neglecting to explicitly connect each decision with its broader organizational context.
Teams thrive when they understand. By illuminating the rationale behind each move, you not only maintain strategic alignment but also empower your people to contribute creatively, spot opportunities, and support one another. Effective leadership is as much about showing your work as it is about making the right call.
So if you, like me, come from a background that values foresight and swift execution, whether it’s air traffic control, crisis management, or any discipline demanding advanced anticipation, don’t let that skill turn into an unintended barrier. Bring your people into the conversation. Walk them through your mental model and link decisions to the broader strategy. By doing so, you not only enrich your team’s capabilities but also solidify your standing as a leader who leads with and through others, rather than ahead of them, in isolation.
And that, above all else, turns good decisions into great leadership.
Jan 1, 1970
Strategy vs. Execution: Why Execution Must Come First
There’s a popular saying in business: “Vision without execution is just hallucination.” While a bit tongue-in-cheek, it captures an important lesson. Regardless of how impressive or innovative your strategy might be, if your organization can’t implement it effectively, the strategy itself is doomed.
Jan 1, 1970
From the Control Tower to the Corner Office: A Lesson in Leadership and Communication
As an air traffic controller, proactive thinking is survival. You predict weather changes, anticipate pilot error, and arrange flight paths with near-clairvoyant foresight. In corporate leadership, being proactive is equally critical. But in business, you have an entire workforce that needs to understand why you’re making the calls that you do.
Jan 1, 1970
Why Great Leadership Is a Team Sport: Harnessing Systems Thinking to Strengthen C-Suite Collaboration
This blog post explores how to build effective leadership teams that leverage systems thinking to identify interdependencies, align objectives, and create performance metrics that drive collective success.
Jan 1, 1970
Strategy vs. Execution: Why Execution Must Come First
There’s a popular saying in business: “Vision without execution is just hallucination.” While a bit tongue-in-cheek, it captures an important lesson. Regardless of how impressive or innovative your strategy might be, if your organization can’t implement it effectively, the strategy itself is doomed.
Jan 1, 1970
From the Control Tower to the Corner Office: A Lesson in Leadership and Communication
As an air traffic controller, proactive thinking is survival. You predict weather changes, anticipate pilot error, and arrange flight paths with near-clairvoyant foresight. In corporate leadership, being proactive is equally critical. But in business, you have an entire workforce that needs to understand why you’re making the calls that you do.
Jan 1, 1970
Strategy vs. Execution: Why Execution Must Come First
There’s a popular saying in business: “Vision without execution is just hallucination.” While a bit tongue-in-cheek, it captures an important lesson. Regardless of how impressive or innovative your strategy might be, if your organization can’t implement it effectively, the strategy itself is doomed.
NeWTHISTle Consulting
DELIVERING CLARITY FROM COMPLEXITY
Copyright © 2024 NewThistle Consulting LLC. All Rights Reserved
NeWTHISTle Consulting
DELIVERING CLARITY FROM COMPLEXITY
Copyright © 2024 NewThistle Consulting LLC. All Rights Reserved
NeWTHISTle Consulting
DELIVERING CLARITY FROM COMPLEXITY
Copyright © 2024 NewThistle Consulting LLC. All Rights Reserved