Roles and responsibilities - Case Study

Realigning operational and functional management

A major North American airline wanted an urgent review of the management and leadership of its flight operations division following a catastrophic strike.

In an atmosphere of recrimination and under commercial threat as a continuing result of the action, it was quickly agreed that the review itself needed to form part of a new approach to management in this division.

We therefore worked for the retiring head of the division and closely with the management team from whom a successor would most likely be chosen. We also asked to be able to work across vertical boundaries with functional and head office staff whose activities impacted upon the management of the pilots, and with the unions who represented both the pilots and the support staff. After some resistance this was achieved.

Our approach was to engage in debate with pilots and managers individually and in groups. To this end we pursued conversations in aircraft, simulators, rest rooms, hotels and office locations. The key to these discussions was to engage openly with all the staff involved on two levels. First, pursuing a brutal clarity of purpose as to their role and how this fitted within the business goals of the airline. Second, demanding total honesty of feedback, both giving and receiving, and exploring how they, their colleagues, families and friends actually felt.

From this debate we surfaced both the key issues and grumbling irritants that had led to the strike. Also we facilitated a new vision of the factors that were important to all parties, including the interface of scheduling, training, administration, performance management and line operations.

We the facilitated a debate within the existing management structure that led to the definition and agreement of new roles and responsibilities. The implementation of these was supported by case histories volunteered by staff at all levels that provided guidance as to how to live the new values and balance organisational and personal goals. These outputs were then incorporated into a new performance management system.