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some time with your IT staff to see what their day actually
looks like—the hoops they have to jump through to make
sure your website, computers, and software are up to speed?
Do you walk the factory floor and talk to the quality assur-
ance inspector about the challenges she may be facing? Have
you ever spent a day with your channel partners and joined
them on a few sales calls? Think of the effect that would
have.
William James, the great nineteenth-century psychologist,
said that the desire to be appreciated is one of the deepest
drives in human nature. One study of a number of large cor-
porations revealed that the number one reason people quit
their jobs was, as they put it, “No one appreciated what
I did.”
Knowing that our contribution is valued gives us fuel to
crank our engines to afterburner when the heat is on and
trouble comes zinging our way. It gives us power to thrust
forward through change, failure, or rejection.
Remember, you don’t have to be a supervisor or a C-level
corporate officer to walk the flight line. Anyone can do it.
You just have to extend a hand and connect with people one-
on-one.

FLIGHT LINE CHECKLIST

The following is a checklist to help you create the habit of
walking your flight line. These activities should be part of your
routine whether or not you’re in a formal leadership role.

• Determine the ten people you work with who most
directly influence the outcomes of your job. This is
your flight line.