Is your Airport Duty Manager a leader?

More and more I become aware of the importance of the Airport Duty Managers, in particular regarding Collaborative Decision Making (CDM). 

As the designated moderator of the CDM process he/she must be perceived and accepted by his peers as the informal leader. To achieve this status, however, behavior and especially communication of the Duty Manager are essential, as demeanor, appearance and communication triggers and determines human interaction. This interaction in turn is the key for collaboration. In addition to distinct management and leadership abilities, Duty Managers should have excellent communication skills.

I hope that none of the following issues do apply to your Airport Duty Manager(s):

• Work almost exclusively re-actively. They rarely manage (act proactively) and are therefore not perceived as leader.
• Do not prepare sufficiently for possible irregularity scenarios but leave managing (preparation for possible scenarios) to the “responsible functions” without being part of it.
• Lack additional area of responsibility they have to manage (improvements)
• Do not communicate on a structured, regular basis with their partners inside and outside of the organization.
• Are not perceived as leaders or moderators but as mere supervisors controlling the partners.
• Neither possess the necessary skills nor the authority to lead a group of people not subordinated to them.

Empower your Airport Duty Managers

Most often, operational problems are not caused by the airport infrastructure, but lie in the organization. You may find situations where daily operation is focused on airside and on troubleshooting only. Processes are hardly perceived as such and infrastructure and maintenance deficiences are considered to be issues of specialized services. Work is primarily reactive. Airport Duty Managers wait until a problem is reported and then try to resolve it or refer the caller to another department (maintenance & engineering, IT, cleaning, etc.). They do not feel responsible. The obvious reaction of the affected is to call senior airport executives instead to make things happen.

How can we empower our staff, intensify the dialogue with the airport partners and in particular implement a process focus?

1. Assign responsibility for each core process to an Airport Duty Manager which covers infrastructure and quality of that process.
2. Make sure that process weaknesses and infrastructure issues are continuously addressed in a structured manner.
3. Define, implement and monitor service levels with internal and external partners.
4. Discuss and implement contingency plans together with the partners.
5. Establish a dialogue with partners on each management level with a discussion about quality and performance.
6. Make partners aware of the issues and how you address them.

 And we may achieve

• Better cooperation with partners.
• Mutual understanding about each other's business and its issues.
• Partners become more aware of what the airport actually delivers, day by day.
• Airport users percieve the improvements in quality and performance and the image will improve.
• More airlines are attracted.