Is flying a helicopter difficult?
I get that question a lot. My standard answer is something I picked up from a salty old instructor pilot in flight school:
The first mistake you make in flying a helicopter is taking off. After that you’re basically compensating for a series of compounding problems until you get it back on the ground.
There’s a lot to think about while flying, but having a trusted crew chief helps immensely. A good crew chief takes care of the routine maintenance, ensuring the aircraft is in good shape and running smoothly before and after flights.
Sergeant Wilson was one of the best crew chiefs I ever served with. His aircraft was consistently fully mission capable. He was always anticipating problems, proactively ordering parts, and scheduling maintenance to prevent future issues.
Because of his performance, Sergeant Wilson was up for promotion to the next level—Staff Sergeant. The higher rank would mean more pay and more leadership responsibilities. There was only one problem: he didn’t want the job.
Sergeant Wilson loved his job. He didn’t want to take on new responsibilities that would take him further away from taking care of helicopters. I’ve seen similar scenarios repeated firsthand with merchants, programmers, and doctors.
Top performers aren’t always interested in being trusted with new or different responsibilities. Some, like Sergeant Wilson, love their current job and don’t want to change. Others have more pressing responsibilities at home. Still others make decisions based on the season of life they’re in.
Pundits are quick to praise the power of trust, but trust can be a burden as well. And sometimes that burden is unwanted.
Often I see leaders get annoyed when their unsolicited trust isn’t appreciated. It’s like randomly walking up to someone, announcing “trust fall,” tumbling over, and being upset they didn’t catch you. People have to want the trust you’re offering.
That’s not to say leaders shouldn’t develop others by challenging them, nudging them out of their comfort zones, or providing stretch assignments. Nor does it mean expert teammates shouldn’t be expected to support the team from time to time in expanded ways.
However, these scenarios should not be based on assumptions. Having regular, open conversations about career and life goals keeps expectations aligned—and sets everyone up for success.
Reflection Question: Are you trusting anyone more than they want to be trusted?
