The Unique Aspect of Seat 11A in Aviation and Life
While scrolling through LinkedIn, I stumbled upon a post about two air tragedies – one in 1998 and another recently in India – that caught my attention. Remarkably, the sole survivor in both incidents occupied the same seat: 11A. You might have come across this story.
Seat 11A is positioned near the emergency exit, reserved for passengers who acknowledge specific conditions upon boarding. These individuals must possess physical strength, emotional stability, and the readiness to act during critical moments – not just for themselves but also for fellow passengers.
The Analogy to Leadership
This observation led me to ponder the parallels between air travel and life. Just as in an airplane, everyone faces turbulence, but not everyone occupies the same seat. The distinction lies not in the seat number but in our attitudes when confronting crises.
Leadership from the Emergency Exit
Organizations, especially in turbulent times, don’t need leaders merely occupying visible positions. Instead, they require individuals prepared to act in extreme situations, capable of containing, deciding, and supporting others. These leaders, akin to those chosen for seat 11A, understand that being near the exit implies responsibility – opening the door when others cannot.
This encapsulates the true essence of leadership today: not directing when things go well, but guiding through mental, emotional, and strategic fortitude during freefall.
Preparing for the Inevitable
Most professional development plans focus on technical skills, business knowledge, or operational competencies. While crucial, how many of us train our people to handle situations when things go awry?
Cultivating individuals with a “11A” mindset involves more than just training; it’s about building emotional resilience, critical thinking, decision-making under pressure, crisis communication, and most importantly, a sense of purpose.
Clarity about one’s motivations leads to clarity on navigating turbulence. While not all crises can be prevented, we can prepare those who will face them. Robust organizational cultures don’t promise eternal stability but teach navigating instability with courage, incorporating error as learning, and viewing vulnerability and commitment as collective acts.
A truly resilient organization isn’t measured by smooth sailing during calm times but by its ability to withstand turbulence, having many “11A” individuals when the plane starts descending.
Daily Choices and Preparedness
Are you ready to take the 11A seat? Every company collaborator, leader or not, can ask themselves where they stand regarding their professional challenges.
- Passivity or Action? Choose to engage rather than complain.
- Complaint or Solution? Opt for proactive problem-solving.
- Emotional Strength? Cultivate resilience to face the unexpected.
- Turbulence Navigation? Decide to seek the exit rather than freeze during challenges.
Taking the 11A seat is a daily decision. It involves caring for your body, mind, beliefs, and connections. It’s about being strong enough to save yourself and, when necessary, assist others in escaping.
Neither personal nor professional turbulences can be predicted, but we can choose where to confront them. Seating in the 11A isn’t about luck; it’s about preparation.
When everything fails, those who make a difference aren’t asking “Who will rescue us?” but are already beside the exit, possessing the strength and heart to open the door.
