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Divisional or Production employees.
Don't forget marketing, freight and
sales. Some useful tools for making
Impressive Reports (especially in
comparison with other forms of
transport) include:
· Average speed. The number of
miles flown divided by the
number of hours airborne.
· Average fuel consumption. Fuel
burned divided by hours
airborne (chock to chock),
including ground runs, etc.
· Load factor. The total number of
passengers divided by the total
number of sectors, a sector in
this case being a nonstop flight
from A to B regardless of the
ultimate destination. Nonrevenue
or non-productive
sectors (positioning, training, air
tests) if included will adversely
affect the load factor, but will
give a better picture of
operational efficiency.
· Ac Miles travelled. Total miles
travelled by the aircraft.
· Pax miles travelled. Aircraft miles
travelled multiplied by the Load
factor (if you're wondering why
these need to be calculated, it
gives a quick indication of
productivity).
· Cost per hour. Total cost divided
by number of hours flown.
· Cost per aircraft-mile. Total cost
divided by the number of miles
flown.
· Cost per passenger-mile. Total cost
divided by passenger miles
(obtained by dividing aircraft
miles by the load factor).
Being A Chief Pilot
First of all, you should not be on the
Duty Roster. The job requires so
much management that you become
ineffective on both sides if you try
and do too much—there's simply
not enough time (you can see the
responsibilities in Chapter 1). Any
flying you do should be strictly to
keep current and step in when
there's a shortage.
As mentioned before, you will be the
main point of reference for
officialdom, because you dictate the
flying policy of the Company.
Another plus point is that you get to
argue with Management when they
want to put commercial pressure on.
Very often you will find yourself in a
position where you're made to seem
very unreasonable:
"Oh, go on, it's just a little snag.
You've got another one and if you
306 Operational Flying
don't use this aeroplane I've got to get
one all the way from up North. So
what if none of the gauges work?"
or (and this is a true one):
"It's only a small crack in the fuel
tank, and it's at the top, so if you
don't fill it all the way up, it won't
leak out."
are common conversations between
a Managing Director and a Chief
Pilot. Come to think of it, it's more
common between MD and pilot so
the Chief Pilot doesn't know
anything about it. If a pilot comes to
you with a problem like that, you
must back him to the hilt, even if
you think he's wrong. You can
always sort that out in the pub later.
All this involves your personal
integrity and credibility—referring to
previous comments about money
management, very often if you need
to lease a plane, the lessor will take
your word for it (as holding a
position of responsibility) that they
will get paid. In fact, less-thanhonest
Management have been
known to hide behind the reputation
of members of their staff, with the
resulting loss of several peoples'
good names when the money wasn't
forthcoming. You are warned!
Being a Boss
Money is not a motivator. If people
are unhappy, they will be just the
same very soon after a pay rise –
watch what happens to your
engineers if you don’t give them
enough spare parts. You will find
that, left to themselves, most people
do the job well enough without
supervision, and want to do well at
what they do. You will get the best
out of your staff if their goals align
with those of your Company, and
that happens when you give them
the ability to make decisions, or
assume responsibilities. Any
problems are 99% down to bad
leadership. Remember that you’re
not as concerned with what people
get up to when you’re there, but with
what they do when you’re not there!
In short, if you want your staff to
look after you, you have to look after
them
Training and Testing
Your training doesn't stop once
you've passed all those exams. It will
be there for the rest of your career, if
only to maintain your licences. Of
course, there may be some to
increase your qualifications in the
　
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