VanAllen Insights

9 Tips When You Have a New Reporting Executive

2 min

Change is the only constant.  This holds true in all areas of our lives.  As an aviation leader, you will experience many changes: team changes, aircraft changes, regulatory changes, and company changes just to name a few.  But a change in the executive responsible for aviation, or Reporting Executive, can have a significant impact on you and your team. 

Our recent LinkedIn poll highlighted that more than 77% of participants served 5 or more leaders during their career.  So it’s not a matter of “if” you will have a new Reporting Executive, it is “when.”

Below are 9 tips to consider when you have a new executive responsible for aviation.

  1. Start with strategy – What does the new Reporting Executive need to make decisions?   What do they need to understand that is going on strategically within aviation?
  2. Tell Your Story – Share the story of aviation.  Not data and budgets.  But share “why” your enterprise invests in these resources and the value you create.
  3. Key Metrics – Share two or three key metrics and why you use them to make decisions.   Demonstrate how you think about the business.
  4. Risk Management – Outline how the aviation team intentionally manages risk (Operational, Financial, Brand, Human Capital, and Governance)
  5. Language – No aviation vernacular.
  6. Be a Leader – Manage your team effectively.  They are likely to be curious or anxious too.  Allow them to ask questions.
  7. Initiate – Offer to be available and ready.  Don’t pounce.
  8. Listen & Learn – Ask questions.  Listen to what is important to your new boss.  What concerns them?  What level of communication and information do they desire?
  9. Build Trust – Be open and honest about your current challenges.  Ask for help where help is needed.  Don’t have any agendas.

Remember, the new Reporting Executive has fear when aviation reports to them.   Consider their perspective:

  • Aviation typically serves an important part of the organization.  If things do not go well in aviation, it has the potential for brand impact on the Reporting Executive.
  • Rarely are they subject matter experts.  They don’t know what that don’t know.
  • Aviation rarely creates tangible revenue for the enterprise; it is a cost center.  Unless the Reporting Executive is also a user, they may not understand the value of the aviation team.

Want to learn more about creating a great working relationship with your boss?  Contact VanAllen to learn more about our leadership development services.