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Photo: Michael Strange, Captain, United State Marine Corps Aviator
“It was a perfect day for flying on the island of Okinawa, sunny with light winds and moderate temperatures. However, despite almost 450 pilot hours under my belt, I was nervous. This was my first flight as the pilot-in-command of a CH-46A Sea Knight helicopter. And as luck would have it, my copilot was in the running for worst pilot in the entire Marine Corps. We were going to fly a three-helicopter, combat formation, training exercise. As I listened to the Captain in charge describe the exercise, I found myself growing increasingly anxious. Something wasn’t right. I began furiously thinking back on my ‘book learning’ about formation flying.
“In flight, the Sea Knight was 83 feet long with the two rotors turning; weighed more than 15,000 lb; employed two engines creating 1870 horsepower, and had the worst accident rate of any U.S. military aircraft at that time.
“Being the pilot-in-command of a large aircraft is an enormous responsibility. In addition to making sure the aircraft returned safely home, I was also responsible for keeping my copilot and crew chief safe. Large helicopters are particularly complex machines that require two pilots who can both fly the helicopter AND who must continuously scan the numerous dashboard gauges for any sign of trouble. The crew chief monitors the electrical, hydraulic, and fuel systems in the rear of the helicopter.
“It was the Captain who would be flying the lead helicopter who was responsible for ensuring that the exercise was conducted safely. As the junior of the three pilots-in-command, I would be bringing up the rear.”
PRINCIPLE: Take care of your people. Whether they are your partner, your employees, your clients, your family members, or your friends, you are the pilot-in-command. You cannot expect others to be responsible for your responsibilities.
“We flew out to the northern jungle area of Okinawa in parade formation, which means there was less than 20 feet between the tips of my rotor blades and the blades of the helo in front of me, whirling at 400 rpm. At 120 knots, that leaves no room for error. However, we were all well-trained and experienced in flying in parade formation. I even let my co-pilot take the controls for part of the flight. When we got to the training area, a bald hilltop in a sea of jungle, we started the very simple exercise, which was to touch down with only our rear landing gear, then take off at full power, circle back, and do it again…and again…and again.
“The first rule of combat formation is: Do not get too close to the other aircraft in case they get hit and explode or one of their rotors gets damaged and comes flying toward your windshield. On the first pass, what I knew in my gut to be true, and what I remembered from reading flight manuals, and what we were actually doing diverged.
“I had the controls and was hanging back — not far enough for my taste but too far for the two senior officers, who kept telling me to ‘get in tight.’ Of course, as a young pilot, I wondered, Was I wrong? Shouldn’t they know what they were doing? Combat formation was supposed to be loose or as the manual states, ‘ten feet of step-up, and three rotor diameters of longitudinal separation measured from blade tip to blade tip’. That’s at least 60 feet — not 20!
“In combat, turns are sharp, and the responsiveness of such a large aircraft not built for combat maneuvers can be sluggish. So I had separated myself by about 30 feet. I was tense but felt I could control the situation at this distance. BUT eventually I was REQUIRED to give the controls to my co-pilot. He did a couple of rotations, and I kept telling him to back off a little. But he kept trying to get in close. Finally, my fear and my better judgment prevailed, and as we were pulling away from the hilltop, I said, ‘I’ve got it!’– meaning I was taking over the controls.
PRINCIPLE: Hire slow and fire fast. “Hiring” and bringing people into your personal sphere of influence–whether professional associations or full-time employees or personal relationships– is one of your toughest yet most important responsibilities you have as a business owner, leader, and human. Take your time and get your relationships right. It’s not enough that your “people” have character or are amiable or have outstanding expertise; you need to vet for numerous qualifications, which is why creating exceptional professional and personal relationships is an art. And one frequently not done very well. Although Michael didn’t hire his co-pilot, he had the good sense to realize that the working relationship was not in his best interest and he ended it quickly. Don’t be afraid to cut someone loose if things are not working. You are not in the redemption business. You cannot let that bad employee or toxic personal connection damage your business and/or your life.
“No sooner had I grabbed the stick (steering) and the collective (power), then the lead helo made a massively sharp turn to the right, followed by the second helo. Instantly I realized that I could not turn fast enough to avoid colliding with the helicopter in front of me. Instinctively, I pulled back on the stick and up on the collective to take us into a rapid climb. We passed directly over the second helo with less than 10 feet between the belly of our helicopter and their rotor blades. The slightest touch of their rotor blades to our fuselage would have been certain death for them, probable death for us, and possible death for the crew of the lead helo.”
PRINCIPLE: Be decisive. When you have a decision to make, weigh the options quickly, determine the best course of action, and take it. Paralysis by analysis is a real thing and has caused more failure than making the wrong decision ever did. Wait too long to make an offer and that perfect hire signs with another firm. Wait too long to buy or sell and the market changes. Wait too long to talk to your kids about the dangers of you-name-it, and, well, you get the picture.
“I’ll end by saying that we were a very subdued group when we returned for post-flight. Maybe it hit them that they were not adequately prepared; maybe they were just thinking about mortality; maybe they were afraid of the look on my face. As for me, I was embarrassed that I had not spoken up when I knew we were doing it wrong.”
PRINCIPLES: Life and business truly can and do turn on a dime. Be prepared. Act wisely. Trust your gut. Be grateful for your life, your loved ones, and your experiences. Take care of your people and your responsibilities. Hire slow and fire fast. Be decisive.
What do you actually, truly want? Where are you lacking abundance? Where are you taking joy in abundance?
However we define it, we all want an abundant life. The truth is that abundance is within reach for all of us. That’s what motivates me as a strategist: helping people reach new levels of abundance, however they define it.
Message me for more information on the ways you can work with me to achieve ever higher levels of performance and abundance in your life. Especially check out The Abundance Project Mastermind and upcoming Yacht Retreat below!
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To Your Abundance,
Beth Strange
www.BethStrange.com
 
Qualified Abundance Strategy clients will be joining me for a 4-Day ABUNDANCE-LEVEL INTENSIVE aboard THIS and additional luxury yachts in the Florida Keys this November 1-4!
You DO NOT want to miss this! Message me for details at Beth@BethStrange.com |
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P.S. When you’re ready, below are some ways you can work with me to achieve ever higher levels of abundance. Please complete this Application to request an Initial Abundance Strategy Session
The Abundance Project: If you are an abundance seeker with new heights to achieve, you belong here with other extraordinary, good people in a high-level mastermind setting where you will work with me as your expert Strategist and The Abundance Project mastermind members to assist you as you define, create, and execute the strategic projects that will bring abundance into your business and your life. The Abundance Project is for you if you are ready and committed to exponentially increasing ABUNDANCE in your professional and personal life–abundance of time, money, opportunities, satisfaction, relationships–however you define abundance. Entered by this Application and invitation, The Abundance Project requires a 9-month commitment.
Abundance Performance Strategy: For abundance-seeking professionals, service-based entrepreneurs, and top performers. When you are ready to work with an expert Strategist to make the kind of exponential progress that would satisfy you and bring abundance into your business and your life. LET’S STRATEGIZE. I assist extraordinary professionals, entrepreneurs, and abundance performers like you to think and plan even bigger and overcome roadblocks to abundantly idyllic lives and businesses. I bring the experience, the training, the credentials and certifications, the scientific and strategic processes, and the expertise. You bring your ready willingness to try, to plan, to work, to change, to do, and to dream big, exciting, and fulfilling dreams. You will develop insights, breakthroughs, discoveries, and STRATEGIES. You will experience RESULTS. Together we will powerfully face and tackle your plateaus, your stress, your roadblocks, your overwhelm, your inferiority, your fears, your fatigue, your excuses. Abundance Strategy is NOT for the faint of heart. We will dive DEEP. We will work INTENSELY. We will strategize POWERFULLY. Apply here.
Abundance Level Branding Package: This is an exclusive opportunity for global brand expert, Beth Strange, and her team to assist you with the initial definition of your Brand Identity. Define your brand, develop your logo, design your business cards and letterhead, build your website. All done for you! We make it easy and fast to Red-Carpet-Roll-Out your brand to the world.
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