Page 58 - Never Fly Solo

CHECK SIX | 31
tant job, but if no one is checking in with them or has an
active interest in them as a person, who’s going to know if
they have a flameout?
It isn’t the worker who is well covered and accountable—
the disciplined and focused worker with wingmen watching
his back—who blunders royally or just falls apart one day. It’s
the worker who keeps to himself—the one trying to fly solo.
If someone isn’t checking a worker’s six, then guess what?
That worker checks out! Employees who check out become
unmotivated, complacent, and careless. Never feeling invested
in the company’s mission, they do the minimum, and every-
one suffers.
But when their peers communicate with them and they
feel appreciated and part of the team, workers get sparked
with motivation to contribute to the mission. They go the
extra mile, check their paperwork a little more carefully, and
treat the customer with more respect. And everyone wins.
As a wingman and partner at work, you should commu-
nicate and check six by asking, counseling, encouraging, and
suggesting. Do this with your peers and partners, not just
with your subordinates and your boss. Not only will this
build trust and lay the foundation for more effective partner-
ships, it will also raise your confidence level as a leader. Your
stress level will drop, and you’ll breathe easier knowing some-
one is there on your wing to help you land should an emer-
gency arise.

2. Honest feedback. Checking six also means monitoring
your wingmen for changes in their behavior that threaten
their success. This is where brutal honesty comes into play.
No one wants to hear negative feedback on his or her per-
formance, but feedback is critical to sustained success. That