n Goodheart is an aviation professional with 20 years of experience in the field. His diverse began in aviation line service and has expanded in aviation safety and loss control, training, conversation, not debate, supports an open culture of reporting and echoes the leader’s commitment to learning. Empower Action nce affords him a wide variety of opportunities tice within his passion. Benjamin is an active and researcher focused on novel applications within aviation safety manage fessional flying. He has worked in and with a of aviation organizations, including flight organizations, business and general aviation rs, and major airlines, and his varied ganizational climate and culture. He holds an undergraduate degree in Aerona a Master of Science in Safety Science, and a Ph.D. from Embry-Riddle Aerona ty with a specialization in applied aviation safety. Dr. Goodheart also holds se onal aviation certifications, as well as Airline Transport Pilot and flight instr tes. Benjamin manages aviation claims and safety programs for an internat client base at AirSure Limited, and he serves as President of an aviation non When leaders drive their own- ership of a process or a system as low as possible in the organization, they demonstrate trust, and inspire creative performance, rather than only strict compliance. Taking action that might trade some personal risk in favor of the greater good gives leaders an opportunity to show what altruistic behavior looks like, build- ing on the clear expectations we discussed earlier. Allowing others to take the reins provides opportuni- ties for learning, development and safety buy-in, and leaders have the chance to model what followership means to them. In one large FBO organization, each location has a safety leader who is empowered to take decisive action locally and report up to a central safety manager. While it may not be the right solution for every organization, for this operator it acknowledges that local person- nel have a tremendous amount of expertise, encourages participation and builds trust. Of course, account- ability is just as important as safety leadership when it is decentral- ized, but with clear expectations in place, the foundation is solid. Exercise Humility A strong, positive safety culture centers on a commitment to orga- nizational and individual learning. Without a good dose of intellectual humility to support curiosity, learn- ing stagnates. Humble leaders aren’t weak and practicing humility does not Aviation Business Journal | 4th Quarter 2017 sacrifice safety compliance. Rather, it encourages intelligent question- ing and an unwillingness to accept that the status quo is the best pos- sible solution. Leading with humility is supported by allowing others to do their jobs well, and then tak- ing time to reflect on performance together. If you’ve never watched the U.S. Navy’s Blue Angels dem- onstration team debrief a show, it’s worth investigating. (Take a look at the following link for an example: https://youtu.be/bFGL04LiMgc.) Leadership sometimes means exercising extreme humility, taking ownership of your shortcomings, and talking with your team about how you are going to address them. Making the time to learn together supports individual accountabil- ity and, you guessed it, ties back to the organizational vision. Leadership, like the culture it works to shape, exists along a con- tinuum. To build and nurture a strong, positive safety culture—one that values learning, communica- tion, trust, and flexibility—safety leaders must be a consistent model of reaching one step higher for safety performance. Clarity of purpose, willingness to engage and a com- mitment to understanding systems and processes dynamically in an open, inquisitive culture are all ways leaders can shape safety from the top down. Safety and the resilient capabilities that feed it are the result of intentional practice. Growing research shows that transforma- tional leadership is an integral part of that purposeful effort to achieve Jason Starke is the Operations Manager for the International Standards for Business Aircraft Operations (IS-BAO), an industry-driven code of practice to increase the safety and effi- ciency in business aviation flight depart- ments. Jason has extensive experience in aviation operations and safety management systems. He is an ATP- rated pilot and simulator instructor, and he holds a M.A.S in Aviation Operations and Safety. Jason is currently pursuing a Ph.D. in Organizational Leadership. ation, Mercy Wings Network. In 2014, Dr. Goodheart was named one of Aviation W ce Technology magazine’s Top Forty Under 40 in aviation worldwide. 43 experience in aviation safety manage- ment, planning, and accident investiga- tion. He is an ATP-rated pilot and flight instructor, and he holds a Ph.D. with a research focus on general aviation safety and organizational performance. To learn more about how Versant can help you manage risk, call 833-VERSANT or visit Versant on the web at versantrisk.com. safety and that sound leadership not only has the capacity to make us safer, but also to make us better. Dr. Benjamin Goodheart is the Managing Director of Versant, an international safety and risk management firm based in Colorado. Benjamin has extensive
