That’s self-awareness. Self-awareness allows you to better prepare yourself for energy-draining or energizing activities and to plan accordingly. A higher level of self-awareness includes knowing the why behind your thoughts and actions. Once you know the why, you can understand the other aspects better.
LOYALTY Studies have shown that the quality of decisions is higher when leaders and team members are considered loyal. These members did not try and take advantage of each other and felt free to express diff erent views. They enjoy a healthy discussion or debate, as they realize that the underlying theme is what is best for the department and the passengers overall. When your loyalties are shared or known, others can anticipate your decisions and provide you with the appropriate information. Loyalty can be over-emphasized in that your loyalty to your department or your team member or members can distort your view of reality and hamper your objectiveness.
FAIRNESS Do you treat everyone the same in the same circumstances? Do you have ulterior motives or let your preconceived notions or biases that somehow infi ltrate your decisions? Do you verify your information or do you listen to rumors or second- or third-hand information? Do you consider the person or the people involved and their situation or do you treat every situation generically? Do you allow the same behavior from each member of your team, or do you rationalize why one person gets what could be seen as special treatment? There are often “in-groups” and “out-groups” in departments. The in-groups are seen by the out- groups as favorites; this perception can color nearly every decision you make, and can take away from their loyalty to you.
HONESTY Do you consider yourself honest if you do not share all the information you have? Could that be construed as hiding information? More importantly, are you honest with yourself, especially about your feelings (see self-awareness), your decisions (your loyalties), and how you treat others (your fairness)? Are you making excuses, and perhaps more importantly, do you believe your own excuses? Honesty is part of the foundation upon which great teams are built. Honesty is also an important element in safety — as you know, one half- truth can lead to unfortunate results. Honesty, coupled
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with tactfulness and professionalism, is invaluable during performance reviews to improve the personal and professional development of your team members.
COURAGE
This is a combination of the aforementioned elements; the ability to stand up for your beliefs and your decisions, even when you know the consequences will not be pleasant. It’s not recklessness or fearlessness. It is acting because of your deep conviction and sense of honesty, fairness, loyalty and empathy — and because that is who you truly (authentically) are and what you believe in. Taking the right action because it’s the right thing to do, not because of any other reason, is a sign of courage.
TO SUMMARIZE Although these are elements within yourself, many of these are strengthened when others share and participate in them. Loyalty to your team members will promote their loyalty to you. Honesty when you make a mistake demonstrates that everyone makes mistakes. Not everyone will agree with your decisions; your fairness will make them more acceptable. Consistency in your actions and attitudes will build
your character more quickly than anything else. When others (whether it is your boss, your team members, your peers, your passengers or your vendors), can anticipate your response they are more likely to come to you prepared with answers. They are less likely to hide facts or bad news from you. You can feel confi dent knowing that others respect you for your consistency in actions.
Next time you have a few minutes to yourself, refl ect back on your actions and your decisions. How do they fare in each of the categories above?
Dr. Shari Frisinger is the creator of Radar Leadership™
, a series of programs and workbooks
designed to enhance awareness and remove traditional thinking to dysfunctional relationships. Dr. Shari specializes in revealing the root causes of inappropriate behaviors and provides you tools to
transform confl ict into actionable solutions. Her recent research is on the defensive behavior aspect of human factors, CRM and TEM.
Dr. Shari is an NBAA PDP provider, a member of the Aviation Psychology Association, and teaches leadership degree courses at The University of Charleston and Embry-Riddle Aeronautical University. She has presented behavioral safety programs to a variety of fl ight departments, aviation companies, and aviation conferences. Connect with Dr. Shari on LinkedIn and Twitter, phone 281.701.6046, email her for her newsletter (DrShari4136@
outlook.com) or
https://www.davincitraininginstitute.com/our- partners-cornerstone-strategies/
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