Page 123 - Never Fly Solo

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But checking in does more than solve problems during an
emergency. It provides valuable information about people’s
attitudes and the current environment in the workplace, and,
most important, it lets people know they are valued and
appreciated. Leaders need to have high situational awareness
of their people.

BE A “PSYCHO”

I remember accidentally sleeping in one morning and being
late for a mission briefing at the 559th Flying Training Squad-
ron in San Antonio, Texas, where I was an instructor pilot.
When you’re late for a briefing, there are always consequences.
First, you are grounded for the day (meaning you can’t fly).
Second, you have to bring doughnuts for the pilots. So I
picked up some Krispy Kreme doughnuts, dropped them off
to my wingmen, apologized for being late, and then reluc-
tantly sat down at my desk to get some paperwork done.
Fifteen minutes later, the briefing room door burst open and
out piled eight excited pilots who were ready to fly. The last
person out of the room was my flight commander, Maj. Pat
White. Quiet, unassuming, and intense, he was no ordinary
commander. The call sign he earned in my squadron said it
all: “Psycho.” Seeing him walk toward me, I took a deep
breath and prepared to get chewed out.
“Hey, Waldo, how’s it going?” he asked.
“I’m doing fine, Psycho. Sorry for being late. It won’t
happen again.”
“That’s OK, Waldo. Listen, this isn’t like you. You’re
never late. Is everything OK at home? Are you feeling all
right? Do you need a day off? Talk to me.”