Is your regional business aviation organization struggling with leadership recruitment and succession planning? Does the workload fall on a few dedicated individuals, leading to burnout and reluctance from others to take on leadership roles? You are NOT alone! Here are some ideas to help evaluate your group’s succession planning journey.
“Leadership is the keystone of your organization. Find a good fit to replace it – or watch everything you built crumble.”
Phil Derner, NBAA Director, Western Region
“Leadership is the keystone of your organization. Find a good fit to replace it – or watch everything you built crumble,” says NBAA Director, Western Region, Phil Derner. Serving as a regional group leader is a way of giving back to the business aviation community. This industry is filled with passionate individuals, but the challenge lies in finding those willing to volunteer their time and unique skills.
A group’s success, culture and member engagement can generate interest from potential leaders. Diversity in leadership roles, representing all industry facets, and maintaining a balance of operators and vendors are crucial. Seeking interest beyond traditional pilot, director, general manager roles – such as schedulers, line service workers, maintenance professionals, customer service specialists, insurance professionals and legal experts – promotes diversity of thought and brings fresh ideas. Include seasoned professionals and young professionals (YoPros). Did you know the NBAA Board of Directors and many regional organizations have a designated YoPro seat?
The motivation of leadership board applicants matters. Look for a passion for paying it forward and giving back. Determining each applicant’s “why” helps weed out self-promoters and those interested only in self-serving ROI.
Existing board members should play a significant outreach role and serve as recruitment ambassadors.
Clear, well-communicated expectations for each board role, along with term limits, are also essential. The chair or president should limit their responsibility and each board member should have specific roles and committee tasks, with the organization leader providing guidance and oversight. This promotes continuous progress, reduces burnout and fosters an engaging culture.
If your organization lacks an active, inclusive and transparent succession plan, start now by reaching out to fellow regional group leaders and NBAA regional directors. “We have the unique perspective of seeing many iterations of leadership teams in the states we cover – as well as engaging with emerging leaders. This experience can guide our recommendations,” says NBAA Director, Northern Mountain Region, Kristi Ivey.
Acting now will provide the next generation of leadership with a strong foundation to reach greater accomplishments.
Annual Leadership Roundtable
NBAA’s Local and Regional Groups Committee recently hosted the 11th Annual Regional Leadership Roundtable, hosted by the Greater Washington Business Aviation Association (GWBAA).
This annual event brought together 50 group leaders from across the U.S. They benchmarked, shared ideas and collaborated on topics affecting business aviation, such as membership, safety and succession planning – helping maintain the focus on the here and now, as well as futurizing their associations to support success for years to come.
“Post-COVID, our industry saw multiple changes for these regional groups; for many, that meant going into a survival mode, of sorts,” said Committee Chair Jessica Belcher. “As these hard-working leaders are treading water to keep their associations afloat, we’re also focusing on tools and ideas to keep each other moving upstream.”
Looking ahead to the 2024 NBAA Business Aviation Convention & Exhibition (NBAA-BACE) in Las Vegas, the committee is hosting multiple gatherings, including a networking hour where the Outstanding Excellence by a Local or Regional Group Award is given, plus a panel with regional group leaders.
International Business Aviation Council Ltd.