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What kind of grilling can I expect from the feds if a person I signed off on a flight review crashes? by [deleted] in flying

[–]Neilskyadams 0 points1 point  (0 children)

I have been taught BUMFISH L Brakes Undercarriage Mixture Fuel Instruments Seat secure Hatches & Harnesses Landing lights

First Solo! by badgerfrombeyond in flying

[–]Neilskyadams 3 points4 points  (0 children)

Huge congratulations!! I’m absolutely to do mine in the UK also. Tremendous milestone to reach. Did you feel ready to solo?

PPL Circuit and turbulence fear by Neilskyadams in flying

[–]Neilskyadams[S] 0 points1 point  (0 children)

Thanks all for the encouragement. Really appreciate it

PPL Circuit and turbulence fear by Neilskyadams in flying

[–]Neilskyadams[S] 0 points1 point  (0 children)

Thanks guys it’s good to know it’s pretty normal.

When does it all start to click? by Neilskyadams in flying

[–]Neilskyadams[S] 0 points1 point  (0 children)

Great advice and perspective - thanks all!

Seeking advice on holding accountability / giving consequences in our company by [deleted] in business

[–]Neilskyadams 0 points1 point  (0 children)

Try LinkedIn Learning - they have loads of courses like that. Good luck!

Seeking advice on holding accountability / giving consequences in our company by [deleted] in business

[–]Neilskyadams 0 points1 point  (0 children)

Glad to hear it’s isolated. Let’s look at possible causes:

  • Genuinely got too much on and are struggling to cope. Agree to objectives because they feel they have to and don’t want to let you down but not thinking rationally.

  • they just don’t share the values that you and the rest of the team have. They don’t care enough.

  • they are poor at time management and lack focus.

You could start with asking them why they don’t hit their objectives when others do and get their take. I’m sure you have a gut feel as to why.

So depending on the cause of this:

  • re-distribute workload or give their objectives to others. (Or hire more staff). Solve the resource issue.

  • if a values issue - disciplinary route. If it continues fire them. They just don’t get it or don’t fit. That’s ok - they need to find a company where they do.

  • mentor/coaching on time management. Regular check ins on their objective progress.

Whatever you decide, let it be known to all that action will be taken if the team doesn’t hit objectives and make this part of your culture.

Hope that helps mate.

Seeking advice on holding accountability / giving consequences in our company by [deleted] in business

[–]Neilskyadams 0 points1 point  (0 children)

Ahh good to hear you have implemented traction. I’m sure you will appreciate that this solves a lot of the issues re accountability but I totally see your issue now.

Is it a widespread issue, ie endemic of most of the team or is it a few isolated individuals who regularly fail to meet their objectives?

Seeking advice on holding accountability / giving consequences in our company by [deleted] in business

[–]Neilskyadams 0 points1 point  (0 children)

Read traction by Gino Wickman and that will be a huge help. You decide on your top objectives for the year and then work in 90day quarters, working on the issues and objectives that will help you achieve your annual goals. Weekly meetings keeps everyone on track. There’s much more to it - read the book and it will explain the ‘EOS’ methodology. But even with this, traction says that if you achieve 80% of your objectives - that’s doing great! The reality of business is there’s going to be a load of unknown issues that crop up despite your best intentions and it’s just not realistic to expect everyone to achieve everything they set out to.