By John Williams, author and aviation professional

About two weeks ago, I was managing an aircraft that had sustained structural damage and was in our facility for repair. We performed a hidden damage inspection and were cleared to begin the repair. Before I went home, I turned the work-scope over to the second shift supervisor. About thirty minutes after I got home, I got a call from the same supervisor. He got a chance to look at my aircraft and disagreed with my work-scope. In fact, he addressed me in a condescending and acerbic way as if I was his subordinate rather than his peer.

I had seen this personality type before during my career and did not react. I made the calls necessary to help clarify for him exactly what needed to be done. Situation solved. I later followed up and confronted him. I shared with him how disappointed I was that a manager with his years of experience would address me that way. I encouraged him that “how” you complete a task matters. He listened carefully and apologized.

Many of us in supervision or management tend to be task oriented. In other words, sometimes we are so focused on making our expectation of progress; we sometimes forget that our greatest assets to that end are the people that work for, or with us.

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