Owning Mistakes


In an innovative company culture, mistakes are expected and part of the process. So much so that Curry says, “If I’ve been around someone for three months and they haven’t made a mistake, I start questioning what they are really doing.” (This doesn’t include ethical and moral lapses, he notes.)


Not only does Curry expect mistakes, but he also expects them to be owned. “I’m the first to tell my team, ‘I’m sorry, I made a mistake.’ I say that as much as possible so that they recognize that I’m human too and we all need each other’s support. Admitting my mistakes also sends the message that it’s OK for everyone to own their mistakes.”


Curry explains this all adds up to an action-oriented, self-reinforcing positive company culture. “With a great culture, you can accomplish great things, but with a poor culture, even the easy things are hard,” he says.


A positive, action-oriented culture is one reason Curry chooses to work in the vertical-lift sector of aviation (besides believing “helicopters are the most interesting and fun aircraft to fly”). He says, “People in this industry are passionate about actually getting something done. Some sectors of aviation are more about show than do, but in vertical-lift, we’re all about do. Without a doubt, vertical-lift aircraft are the most dynamic, versatile mode of transportation in the world.” Curry is determined to enhance that transport by selling Skyryse technology with teamwork.


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