Leadership
Those types of colleagues are not the only thing that McDermott considers golden. He also has his own golden management rule that he models: “Some advice that stuck with me is, ‘Don’t ask your guys to do something you’re not willing to do yourself.’” Thus, he occasionally goes out on the shop floor with tools in hand. “I’ll do an install right next to our newest installer within the Part 145 repair station. My leadership style begins with hiring good people and then setting a good example for them.” Another facet of his leadership is listening. McDermott also offers this gold nugget mined from experience: “I’ve also learned to let my team run. Just because someone comes up with a good idea I didn’t think of doesn’t mean we don’t try it. It can work out better than our present way of doing things. In aviation we tend to be Type-A confident people. That doesn’t mean we have all the answers. You can be confident, but don’t be arrogant. I think a lot of times confidence and arrogance get confused.”
Regulations
One area where McDermott has no confusion is the need for him and ASU to clearly communicate with government regulatory agencies, both domestic and foreign, as over 50% of ASU’s business now is international. “Regulatory bodies are always one of our largest challenges, but they can also present opportunities. They sometimes request that we do work for them. Most regulators are technically savvy and willing to learn, so we have the opportunity to educate them, as well as to learn from them. Everybody usually comes from a project learning something they didn’t know going in,” he says. An example he gives of successfully working with regulators is how ASU and others in the integrated night vision imaging system (INVIS) sector worked with the FAA to write rules to integrate that new technology into civilian aircraft shortly after the beginning of this century. “It took years to sort out and realize that each aircraft should be handled in its own regard. In those years we (ASU) worked side by side with the FAA to build rules and processes for NVIS because there were no guidelines. We were so early into the market that we didn’t know when changing a light (in the cockpit to accommodate NVGs) was a major or minor modification. It’s pretty good now, 20 years later, because the rules exist for many situations and are fairly written.” He mentions that part of that cooperative process was NightCon, an annual event (now dormant) during that time of burgeoning night vision that brought the INVIS industry and regulators together to dialogue. (Note: Rotorcraft Pro cosponsored those conventions.) “To be honest, I wish that forum was still happening and maybe we can get back to it in the future,” McDermott says.
Of course, dealing with regulatory agencies around the world doesn’t always go as smoothly. McDermott says, “We have to be flexible and know how to pivot when circumstances warrant. That can be tough, but we keep killing it and making it happen, so we must be doing something right, even on the tough days.”
Final Toast
Even when times are tough, McDermott sees more right about the rotorcraft industry than wrong. (He’s backing up his optimism by taking his checkride exam in August for his rotorcraft private pilot license, with plans to earn his DER certification for future helicopter projects.) “Helicopters are a worldwide business, but it’s still very small and you get to know people over a burger and a beer. In this industry, everyone seems to know how to separate business from their social life,” he says. “You can compete hard against your competitors, but at the end of the day you can sit down with them over a beer and enjoy their company and respect what they do, and they can do likewise.”
The wrench-turner who turned vice president over a long, consistent career with a long-time, consistent company ends with this beer toast: “We’ve seen all the companies come and go, but if you’re still standing at the end of the day, you’re doing a good job too.”
Cheers.
16
July/Aug 2022
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