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LEADERSHIP NOW

3 unexpected leadership traits of fighter pilots that you can use to succeed

Colonel KC Campbell explains how you can keep your ego in check to create connections and cultivate an environment where your team can excel.

3 unexpected leadership traits of fighter pilots that you can use to succeed

[Photo: U.S. Air Force photo by Capt. Coleen Berryhill]

BY Lydia Dishman5 minute read

The motto at the Air Force Weapons School, the Air Force equivalent to TOPGUN, is to be humble, approachable, and credible. Does this surprise you? Most often fighter pilots aren’t perceived as humble. I’ve frequently heard the terms “cocky” and “arrogant” instead. But the best fighter pilots, instructors, and leaders in the squadron had three identifiable traits: they were humble; they were approachable; and they were credible.

Fighter pilot debrief

The fighter pilot debrief is a fitting example of how these concepts work in practice. In a debrief, we talk about our mission objectives. Did we meet them? Where did we succeed and where did we fail?

We check our rank (and ego) at the door, so the more junior members can input freely and can provide feedback to the more senior members in the formation. A debrief keeps us humble by receiving honest feedback about our performance. We take ownership of our mistakes, and we hold each other accountable. We don’t take it personally because it’s important that we all learn from each other.

We walk out of the debrief as better pilots and then we share the lessons learned with the rest of our team, so that they can learn too. A debrief gives us the opportunity to share ideas and improve the way we do business.

Debriefs are a powerful tool for any team or organization to help elevate performance. But they only work when we have established an environment of trust, safety to be vulnerable, and freedom to share feedback without blame or shame. Leaders must own that responsibility.

Leadership lessons from the cockpit

As I progressed in my career, I realized that many of the lessons I learned in the cockpit applied to my role as a leader and commander as well. When we think about leadership, we may think that characteristics like humility, approachability, and vulnerability can be signs of weakness. Sometimes we go into a new leadership opportunity thinking we have to put on this tough exterior in order to prove our credibility and capability. I certainly did. And my young airmen proved me wrong. They taught me that showing the human side of leadership by being humble and approachable helped me create connections with my team. Yes, credibility is essential, and our team wants to see that too. But the best leaders I’ve worked for and with have shown vulnerability by being humble and approachable as well.

Five factors to consider

So how can you keep your ego in check to create connections and cultivate an environment where your team can excel?

  • Learn from your team. Take the time to learn from your team, even if it pushes you outside your comfort zone. Do something uncomfortable. Get out of your office and get your hands dirty. Let your team members teach you what they do. Ask them questions and have them explain what they’re working on. Remember, you’re not the only subject matter expert in the room. Can you find new ways to support them or remove pain points in their daily operations?
  • You don’t always have to have all the answers. Listen to ideas and recommendations from your team. Sometimes the best ideas, the most innovative ideas, can come from the lower levels of an organization because they are often closest to the problem. When you trust the members of your team and recognize their expertise, you create an environment where your team can excel. And, if you’re making any major decisions, especially in relation to the larger organization as a whole and how it functions, include your team members in these discussions. They’ll value being a part of this conversation and it could lead to even greater success for your organization, too. 
  • Admit your mistakes. It’s important to admit when there might be a better way of doing business. And if you’re wrong, then step up and own it. By doing so, you gain credibility. If you set the example, then your team is more likely to own up to errors and even identify minor issues sooner before they become significant for the organization. Set the tone early on for a workplace culture that both acknowledges and learns from missteps, starting at the top. 
  • Own failure and share success. When your team does well, celebrate their success. When your team performs poorly, then take ownership of the mistake or failure. Yes, there may be contributing factors, but in the end, the failure is ours to own. Do team members need more training? More resources? A better culture? No matter the reason, it’s a leader’s responsibility to ensure their team has what they need to succeed. Set the example in your words and in your actions.
  • Seek feedback. Honest feedback is critical for leaders. But how do you encourage your team members to share feedback with you? It starts with you. It’s up to the leader to create an environment of trust where people feel safe to provide feedback. Be humble. Be approachable. When a team member shares feedback, encourage them to keep it coming. If you’re in a remote environment and face-to-face feedback isn’t an option, set up opportunities to connect virtually for feedback sessions with your team members. Be sure to seek feedback in addition to providing it. Ask questions. What could I do differently? Do you have the resources you need to do your job? Am I communicating roles and responsibilities clearly? Find a way to make feedback happen no matter the barriers. Encourage leaders at all levels within the organization to do the same.

Showing the human side of leadership by being humble and approachable isn’t easy. But we can also earn trust and build connections by being vulnerable, by taking risks, and by being open to new ideas and opportunities.

If you want to lead with courage like a fighter pilot, then show the human side of leadership. Take the time to build connections with your team. Let go of the ego and be humble, be approachable, and be credible.


Colonel Kim “KC” Campbell served in the Air Force for 24 years as a fighter pilot and senior military leader. She is the author of Flying in the Face of Fear: A Fighter Pilot’s Lessons on Leading with Courage.


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ABOUT THE AUTHOR

Lydia Dishman is the senior editor for Growth & Engagement for fastcompany.com. She has written for CBS Moneywatch, Fortune, The Guardian, Popular Science, and the New York Times, among others More


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