The Secret Weapon of Leaders (It Fits on an Index Card)

By Adi Solution Architect and Founder of ARC

↓

Hello and Welcome to all new and old subscribers of ARC’s Leadership Campfire.

Every 15 days, we’ll be in your inbox sharing stories, ideas and frameworks related to the vast concept of Leadership- and how you can apply them to become better leaders in your workspace and your life!

The newsletter is about a topic that we are on the verge of applying at ARC. It gives me immense joy to share a part of it with you all.

Here is an idea that might help you to Pause and Reflect.

One Idea. Every 15 Days.

One Thing to Learn

The day was 30th October, 1935. Boeing Corporation, an airplane manufacturing company, was competing with their Model 299 to build the military’s next-generation bomber for the US Army Corps.

One of a kind, the 299 could carry 5 times as many bombs as the army required and had the ability for twice the range of any other bomber to date.

During the test flight, as one could hope for, the plane took off quite smoothly and steadily climbed three hundred feet in the air. But then tragedy struck, the 299 turned on one of its wings and came crashing towards the ground to end up in flames.

Further investigation revealed that, with no mechanical errors, the downfall could only be attributed to “pilot error”. It was later discovered that Major Hill had missed out on releasing the locking mechanism amidst all the complicated tasks required for the Model 299 - or as one newspaper called it:

"Too much aeroplane for one man to fly”.

• Was there any way the pilot error could have been avoided?
• Can we prevent our Model 299s from crashing at our workplace and personal lives?
  ​In a simple word - yes. For details on how continue reading :)

In a more complex way - let’s start with a quick look at ARC's proprietary Risk Analysis matrix below.

One Thing to Apply

Leaders that handle multiple responsibilities, and have to prioritise their work on things that require their attention- especially when it comes to risk. At the same time, you might think that there is no risk that cannot be avoided.

But, some outcomes are simply out of control and cannot be prevented. That is what separates them as unavoidable from avoidable.

For example, the impact COVID had on businesses was unavoidable; your laptop hanging in the middle of an urgent task is unavoidable; a colleague leaving the team unexpectedly is unavoidable.

On the other hand, faults in your project and client delivery are avoidable; misunderstandings in the team are avoidable; the risk outcomes that are possibilities for your role and tasks- although not explicitly stated- are avoidable.

Similarly, it is a personal perspective on what you consider highly severe and less severe outcomes.

Now, let’s move forward to the main question:

How do you prevent or, at least, alleviate the effects of these potential outcomes?

An ad-hoc group, aiming to make Boeing’s Model 299 more user-friendly, introduced a simple solution: a checklist.

(Find out how to make a checklist below)

This brief index card outlined step-by-step checks for the entire flight process tasks already known to pilots but often overlooked under pressure.

The checklist ensured pilots could focus on more critical tasks, avoided routine errors, and contributed significantly to the U.S. Allies’ success in World War II.

It became a tool for discipline and efficiency, balancing creativity (Use Good Judgment) with structure (Standard Operating Procedures).

Why does a checklist work?

Just like Major Hill, many of us have challenging tasks and pressing demands of our complex roles at our workplace.

No matter the level of expertise, there is always a possibility of overlooking routine tasks, taking uncritical, mundane tasks lightly, and skipping them.

A checklist considers the important tasks and makes them minimum, explicit and verifiable. However, in trying to install discipline and error-free results, an effective checklist does not aim to restrain the user.

Additionally, not only are checklists cost-effective, but they also help keep personal biases in check, discover potential problem areas on a larger system-level scale, and allow for a better space for feedback.

Important: A checklist is often confused with a to-do list, but they both serve different purposes. A to-do list is made to make sure you keep track of all your tasks, whereas a checklist is developed for you to deliver those tasks with high-quality and minimal risk. Read more​

One Thing to Share

Now that you have the context about checklists set in your mind, you can share this ‘Checklist on how to make a checklist.’

In conclusion, an effective way to avoid our Model 299s from crashing is adopting a simple checklist. It might even help us check if we’re humble and grounded enough to adopt this solution.

So what is it that you would want to make a checklist about?

And, with that, I check my list of by adding my signature at the end :)

Until Next time,
✅ Adi

​PS: What more could you ask for, if you had ____ in a day?​

A bit about ARC and what we do... ARC (Adi Raheja and Co) is a decade-old consulting firm in the field of Organisation Development and Leadership Development. Clients partner with us for some of the most innovative and impactful interventions to develop leaders, teams and culture and strategy. ARC’s main purpose is to Bring Humanness back into Consulting. ​ Learn more