Hello everyone. I'm happy to be here. First off, I want to thank all of the FAA’s managers for everything you do in support of our mission.
These last two months have shown to a lot of people how important our mission really is.
Aviation has been at the heart of our recovery efforts in the aftermath of the hurricanes that struck southeast Texas, Louisiana, Florida and the Caribbean.
We set up mobile air traffic control towers in places like St. Thomas and Key West, Florida.
We got aircraft carrying relief supplies in and out of affected areas.
We authorized hundreds of drone operations for damage assessment, and we did countless other things.
The world might have heard about some of these things. But what they didn’t see were the people of the FAA who are doing the great work, and providing the tremendous leadership, so that these things can happen.
They didn’t see the FAA employees that worked tirelessly, often in adverse conditions to help restore equipment and operate traffic.
In that sense, I think many people in the agency can relate to your convention theme this year: “Honoring the Unsung Hero.”
It’s certainly true about our managers.
And actually, when Andy asked me to talk about who I consider to be an unsung hero, one group that came to mind was our Front Line Managers.
You are the first line of defense in dealing with everyday operational issues.
You ensure that rules and procedures are followed, and that employees are trained and ready to work.
In many ways, Front Line Managers are often the bridge that enables us to communicate what the agency is doing, and why we’re doing it.
And whether it’s on the front line, or throughout the agency, our managers are a driving force that enables us to succeed, and be the gold standard throughout the world.
We’re looking to you to play a key role, as we address the many changes and challenges ahead.
Aviation is growing and changing at a pace not seen in many decades.
We’re seeing more and more drones, maybe as many as 4 million by 2021.
We could be looking at several commercial space launches per week by the same time.
We could be looking at electric air taxis that take us to the airport, or even across town.
Of course, the NextGen transformation is happening every day.
And we’re going to have to respond to all of these changes, even as we face an uncertain budget climate.
Over the past decade, the agency has been given short-term funding extensions more than two dozen times. And we’ve been shut down multiple times.
I think we’d all agree that this is no way to run greatest aerospace system in the world.
Last month, Congress passed another Continuing Resolution that will keep us operating at roughly last year’s funding levels until December 8 – only about five weeks from now!
And Congress passed a six-month extension of our authorization, so that we can carry out our mission until March 31, 2018 – the same mission that serves 2 million passengers every day, and the same mission that was so vital during this year’s hurricane season.
These kinds of short-term measures really constrain our ability to plan and execute our strategic investments.
There are discussions about how to best solve these funding problems. Some have advocated that we restructure air traffic control into an independent, not-for-profit, non-governmental corporation.
This new entity would be governed by a board of representatives from civil aviation, and would be funded directly by the users of the system.
The House bill is largely in line with the principles that the Trump Administration has issued for air traffic control reform.
The Senate has also proposed a long-term authorization bill, which, unlike the House bill, does not contain any restructuring of air traffic services.
We’ve stressed that any conversation about restructuring needs to involve all users of the airspace system and deliver benefits to the system as a whole.
These discussions will play out in the coming months. But regardless of the politics, and regardless of the structure of air traffic control, our people must never lose sight of the fact that we still have a job to do.
We have to maintain the safest, most efficient aerospace system in the world.
We have to continue to collaborate with one another, and with our stakeholders.
And we’re going to have to do these things, in spite of the uncertainties that are happening.
Simply put, we’re going to have to be comfortable with being a little uncomfortable.
Our workforce must take the attitude that we’re going to be prepared no matter what challenges come our way.
As managers, you have the ability to really help us instill this workforce culture.
I ask you to foster an inclusive work environment, where everyone is engaged, and everyone is eager to learn.
This is really at the heart of the agency’s Workforce of the Future Initiative.
During this time of transformation, it’s important that you set aside time and engage your direct reports about these potential changes. During times of uncertainty, people want to know that someone cares. And we find that when we engage employees during uncertain times, whether it be a hurricane or a government shutdown, they continue to stay engaged.
Build a working relationship with your direct reports where clarity and candor are routine. We need to have an open dialogue where everyone feels like they can give and receive feedback.
For some people, this isn’t easy. The general sense is that feedback means, “I’ve done something wrong.” But that’s not necessarily the case.
It’s an opportunity to make improvements, and find ways for us to innovate. It takes some personal courage by everyone, but there has to be a willingness to put things on the table.
Encourage your employees to be eager to learn. Because today, success is very much about how well rounded you can be. Technical skill is a must. But other skills like communication, problem solving, and collaboration, are very important.
As managers, you must continue to set that example, and be committed to your own professional development. I think your attendance at this conference speaks highly about your commitment.
And I encourage you to take full advantage of the agency’s leadership develop programs, and encourage your employees to do the same.
Because our employees, even ones that don’t report to you, are looking to you as an example.
Let me give you an example of one of our managers that I think is exemplifying many of these traits. His name is William Tewelow in the ATO’s Mission Support Services, and he’s a member of the F-A-A-M-A.
William leads a team of ten people that sort and validate obstacle data, such as new buildings or cell phone towers. This data is then used for aeronautical charts that provide minimum safe altitudes for pilots.
William believes strongly in mentoring others. In fact, through the Professional Women Controllers Mentor program, William teaches a seminar on the importance of professional networking.
This is a skill that’s especially important as we work to collaborate with our stakeholders.
William has mentored several employees, including Veronica Carpio, an outstanding young lady in the FAA’s Office of International Affairs.
As part of the Mentor program, Veronica wanted to inspire young people to pursue careers in aviation. There are potentially many ways to go about doing this.
Veronica chose to get behind a special, history-making project. She chose to promote the goal of a young woman named Shaesta Waiz, who was determined to become the youngest woman to fly solo around the world.
Shaesta was born in a refugee camp in Afghanistan, and her family emigrated to the United States in the 1990’s. She and her five sisters grew up in Los Angeles.
Shaesta is now both a US and an Afghani citizen, and she is the first female certified civilian pilot from Afghanistan.
With Veronica’s help, the FAA was able to provide publicity to support Shaesta’s goal. The agency also provided support in the form of airspace clearances and international coordination, and helped bring national recognition.
Shaesta’s feat would then inspire others to accomplish their dreams as well.
As Veronica’s mentor, William helped her devise and coordinate a plan to promote this event. He put her in touch with the FAA’s Aviation and Space Education office.
From there, she made a connection with the agency’s Office of Talent Development. William also brought a writer in to cover this great story which was published in the FAA Today and several other outlets.
In May of this year, Shaesta set out on this journey in a Beechcraft Bonanza A36. And on October 4th, at the age of 23 years old, she completed the task of flying solo around the world.
The route included 30 stops in 22 countries, totaling almost 25,000 miles flown. And through the experience, there were 32 outreach events conducted around the world that inspired thousands of young people about aviation!
Shaesta is the hero. And through her non-profit organization, Dreams Soar, she will inspire countless others.
And Veronica and William were the unsung heroes. They have the satisfaction that comes from being part of such an important history-making effort. And they supported two of the agency’s important strategic priorities: Global Leadership and Workforce of the Future.
Now the FAA continues to build a relationship with Shaesta, so we can encourage others to pursue flying as well.
There’s an old saying, that “when you drop a stone in the pond, the ripple effect doesn’t end in that moment.” And that’s certainly going to be the case here.
The mentoring that William provided through this program, helps him to hone his leadership skills. In turn, he’s a better supervisor for his direct reports.
He has a monthly performance check-in with employees, one on one, and he creates the kind of relationship where everyone is comfortable giving and receiving feedback.
If an employee has a problem, William sees it not as “THEIR” problem, but “OUR” problem. And they work together to bring about improvement.
And sometimes that improvement is incremental, but it’s worth it. It translates into an agency that is even more effective.
As we mentor others, and as we commit to our own professional development, we’ll be in a position to provide the leadership that will help this agency carry out its vital mission in the years and decades ahead.
Let me close by saying that, I have been proud to work with all of you.
Let’s continue to do the great and vital work of the FAA.
Let’s continue to build on the professionalism and comradery in our workforce.
I hope you have a great conference.