Delegate, Don't Abdicate

This month, I’d like to reflect on leadership and management, two elements that play a fundamental role in every industry, and particularly in aviation. 

I want to give credit to Derek Sivers, author of Anything You Want: 40 Lessons for a New Kind of Entrepreneur. In the book, he shares his entrepreneurial journey, including the mistakes he made. At one point, in an effort to empower his employees, he gave them too much autonomy. Instead of delegating, he abdicated. And that created serious, irreversible problems in his company. 

In the book he explains that abdicate means to surrender or relinquish power or responsibility. 

I have encountered this situation many times; where a leader simply steps back and lets things run without oversight. Conversely, I have also experienced the opposite extreme; where some leaders try to control everything and trust nothing to anyone.

Neither work well. 

A Practical Example 

Many years ago, when I first started leading aircraft transition projects, I was managing a team responsible for various technical and regulatory tasks. I defined roles, responsibilities, and processes. Everyone had their assignments. 

However, I was still accountable for the success of the project. 

At one point, while reviewing the Airworthiness Directive (AD) status lists, I noticed discrepancies between an AD list and the supporting technical records. That is one document that MUST be accurate. Authorities will scrutinize it, especially when the aircraft comes from a lesser-known register. 

I was uncomfortable. I wanted everything to be perfect, but I also knew I couldn’t redo the entire AD review myself, and doing so would have undermined the person responsible. 

So, I conducted a thorough sample check, highlighting inconsistencies, and discussed them with the team member; entrusting him to correct the errors. 

That is delegation. 

Not blind trust. 

Not control. 

It's Oversight with accountability. 

The Other Extreme 

I’ve also seen organizations where management was constantly absent, “missing in action”, they were either travelling, unavailable, or disengaged. The result was a sense of abandonment within the team. New procedures were introduced, inexperienced team members lacked guidance, and in some cases, the issue was compounded by a low level of technical knowledge or an avoidance of confrontation from management. 

The result? Processes derailed. Delays increased. Mistakes multiplied. Morale declined. 

I have heard the same sentence repeated in different environments: “If the boss doesn’t care, why should I?” 

In aviation, that mindset is dangerous. Not caring about what you do may cause different unpleasant outcomes depending on your role. 

Not caring about maintenance being performed correctly can have catastrophic consequences. 

Not caring about regulatory submissions being completed properly can lead to delays, findings, or the loss of a client, particularly as there are other options out there. 

Indifference in aviation rarely goes without consequence.

The Balance 

Leadership requires balance. 

People must be empowered to act independently, but independence does not mean absence of guidance or oversight. It requires presence, direction, and sometimes authority. 

In aviation, companies formally declare their commitment to safety and quality. These are not words for manuals alone. Management must embody those commitments daily. 

When leaders represent and exhibit company values consistently through their actions, decisions, and behaviors, they reinforce expectations and standards without having to constantly restate them. 

This requires something essential: staying connected to the operation. 

Management must keep a constant watch on the pulse of what is happening by ensuring that employees feel supported, that processes remain aligned with company objectives, and that safety and sustainability are never compromised. 

Delegate, absolutely. But never abdicate.

Annalisa - Aircraft Management Specialist, Co-Author of "Introduction to Aircraft Management"