June 26, 2018 / DO WHAT YOU SAY, SAY WHAT YOU DO
June 26, 2018
Just as an individual has to work on developing good habits so does an organization have to work on developing a strong instinctual culture.
Each senior leader needs to ask themselves one question:
Can you trust the instincts of your teams?
Since most of the situations people face are not anticipated – we rely on instincts and values to react to situations. For businesses this can be both an opportunity and a burden.
Strategy and processes guide the way, but they do not motivate; a clearly defined purpose that inspires, engages and activates your people is the best motivator. Employees are actively and passionately engaged in the business and have trust in what they do and the business does, operate from a sense of confidence and empowerment.
Perhaps no one knows this better than John Foley, flight pilot for Blue Angels, the elite flight demonstration squadron of the US Navy. Every maneuver and second-to-second decision hinges on trust for Blue Angels pilots, the elite flight demonstration squadron of the US Navy.
“You have to learn how to trust and you have to build and earn trust every single day. Even the small things matter.”
Operating at their extreme level commands the utmost thought, intention, and purpose from every pilot. Former Blue Angel solo pilot John Foley sat down with Wisdom Capture to share his experience embodying teamwork and trusting someone completely.
John describes, “Thumper and I would come at each other. He was my opposing solo pilot. A thousand mile per hour closer crossing within a wingspan. If you’re off by one second, you’re going to miss by two football fields.”
John Foley says the most important thing about building trust is getting in sync with an individual. “I would say, ‘Thumper, I’ll be on the flight line, not five feet left or five feet right—right on the flight line. I’ll set the timing corrections, I’ll set the altitude, I’ll give you the command to set a full stick deflection roll. You, my wingman, have one job: miss me.”
“That was the highest levels of trust. I call them high-trust contracts, and with them, you can do anything.”