A B E H AV I O R A L A P P R O A C H TO

AVIATION SAFETY
LEADERSHIP

Dan Newby
Jinobi Narain
 2016 The Outcome-Oriented Academy. All rights reserved.
All images featured in this ebook are stock photos used for illustration purposes only.
www.outcomy.com
Email: info@outcomy.com

DISCLAIMER - Outcomy and its employees expressly disclaims all liability to any person or entity, in
respect of anything done or omitted and the consequences of anything done or omitted, by any
such person or entity in reliance on the contents of this publication.
 Contents

A Behavioral Approach to Aviation Safety Leadership

Chapters

1. Introduction 2

2. Safety Management vs. Safety Leadership 4

3. The Role of Emotions in Aviation Safety 7

4. Learning to Trust Oneself and Others 10

5. The Mechanics of Language and Effective Communication 14

6. Learning as the Basis of Safety Leadership 17

7. Safety Coaching to Develop a Just Culture 19

8. Making Effective Safety Declarations 22

9. Safety Leadership from a Business Perspective 24

10. ACTIVE Safety Culture Framework 26

1
 Chapter 1
Introduction
In a recent survey we asked participants how often they have met
aviation professionals who had excellent technical skills but lacked
interpersonal skills. The following is the response from pilots,
maintenance and operations staff, 85% of whom mentioned that
they have very often met such people.

Why this skills gap?

Many habits are developed through immersive
learning, not through studying. If a person had
the good fortune of growing up with people who
had strong communication, listening and
emotional skills, he or she may have learned
these skills by imitating those role models. Those
who did not then would need to choose to learn
those skills and apply themselves, just as they
have committed and allocated resources to
acquiring technical skills. In most cases, such a
lack of interpersonal skills comes from a lack of
awareness.

2
You wont see the human factors if you dont have the
eyes to see them.
It is well-known that approximately 70-80% of aviation accidents are due to human
error. In most cases, these errors occur inadvertently and are simply the result of
interactions between various tangible and intangible systems elements. The
tangible elements include airports, airplanes, pilots and mechanics; the intangible
elements, such as language, emotions and trust, are also deeply involved in
systems interactions. Because all aviation organizations are fundamentally driven
by human interactions, the exclusion of these intangible elements is not possible,
and they should be considered with the same importance as the tangible
elements.

The majority of incidents and accidents in civil aviation are

still caused by human factors such as a lack of interpersonal
skills (e.g., communication, leadership and teamwork),
workload management, situational awareness, and
structured decision making.

Source: IATA Safety Report 2015

3
 Chapter 2
Safety Management vs. Safety Leadership
Safety management can sometimes focus on processes,
procedures and checklists in a mechanical routine, but safety
leadership is about checking the checklist, evaluating oneself and
others, and always asking questions such as What has the team
missed? and What is nonstandard here that is important? with
regard to everyone on the team.

Safety leadership transformation involves developing new habits through practice.

It begins with creating a high level of self-awareness by listening to ones
emotions, language and body. It is about knowing oneself and having the capacity
for choicesuch as request help when he or she is too tired to make wise/sound
decisions. It is also necessary for safety leaders to assess the capacity of the
team in order to make prudent choices.

4
Creating a positive safety culture
Safety culture is how people behave when no one is watching.

Developing safety-leadership skills across your organization is the foundation of a

positive safety culture, which basically refers to the set of enduring values and
attitudes regarding safety issues that every member at every level of an
organization shares. An organization is essentially a group of people working
toward a shared outcome. Prioritizing the development of resilience of people
across the organization will result in enhanced safety.

It is possible to have a good safety culture without a formal safety management

system (SMS), but it is not possible to have an effective SMS without a good safety
culture. Organizations need both SMS and a good safety culture to achieve high
levels of safety performance.

Creating a positive safety culture is much more difficult

than implementing a safety management system (SMS)

5
Going beyond compliance, towards commitment
to safety
Whereas safety management is more focused on reason and logic, safety
leadership brings in emotions as a key component. Fundamentally, safety
management depends on the emotion of compliance (I will do it because I am
obligated to follow the procedure and because there are negative consequences if
I dont, or I will do it for you because you are my boss and you asked me to),
whereas safety leadership depends on the emotion of commitment (I put my
whole self into my work/actions because I choose tobecause I care).

One does not exclude the other. A person can have a safety management and a
safety leadership mind-set at the same time or can switch back and forth from
moment to moment so as to see differently, ask different questions or take
different actions. Both are essential to generating comprehensive safety.

Every employee can

be a safety leader
Safety leadership is
fundamentally about living
safety behavior. A person who is
not in a leadership role can still
become a leader by example
when he or she lives safety
behavior. This is the difference
between the impact a person
generates and that persons
role, which means every
employee can be a safety leader,
regardless of his or her position.

6
 Chapter 3
The Role of Emotions
in Aviation Safety
Transport Canada developed a Dirty Dozen list of 12 common
causes of human errors.

Lack of Complacency Lack of

1 Communication 5 9 Knowledge

Distraction Lack of Fatigue

2 6 Teamwork
10

Lack of Pressure Lack of

3 Resources
7 11 Assertiveness

Lack of
4 Stress 8 Awareness
12 Norms

A deeper look at the Dirty Dozen reveals that these unsafe behaviors are the
result of one or more emotions. Emotions are the most overlooked area in
aviation human factors even though they are one of the most powerful domains
for learning and transforming safety behavior. Emotions cause people to take
action, and every decision a person makes has an emotion driving it. However,
very few safety enhancement initiatives have identified and acknowledged the
role of emotions in accidents and safety incidents.

7
What keeps people from taking a stand?
Consider, as an example, a situation in which a
first officer is not able to challenge the captain,
leading to a fatal crash. Typically, this behavior is
labeled as a lack of assertiveness; the human-
factors or CRM training will advise that people
must be assertive in such situations. How can
someone develop the necessary assertive behavior
if he or she is not naturally like that?
Assertiveness means taking a stand for ones
beliefs. What keeps people from taking a stand?
Fear of consequences and lack of self-confidence
are the two main reasons. Think of the possible
emotions that kept the first officer from being
assertive, such as fears related to retribution,
losing face or causing the captain to lose face
(the underlying emotion could be shame, respect
or concern) or doubts (Im unsure of the
outcome because Ive never done this before).
However, there is always an emotion involved at
the root.

Are emotions good or bad for safety?

Emotions exist to provide information about interactions with the world, and they
are useful tools in safety decision-making. Emotions are not good or bad, nor are
they right or wrong. The purpose of fear is to alert people to a potential danger to
themselves or those they care about. Courage is the emotion that allows people to
act in the presence of fear. When courage is present, fear does not necessarily
make people run away or stop them; courage may come from concern for others
or from other emotions. Although fear can be a major driver of safety, emotions
such as loyalty, love, service and pride can also be useful.

8
Understanding emotions as a source of information
There are hundreds of emotions, and learning to understand and
name each of them is the first step toward emotionally intelligent
behavior.
This is a challenge with emotions because people do not see them directly and
can only know which ones are present by interpreting their own feelings or by
interpreting the actions of others. The philosopher Ludwig Wittgenstein pointed
out this inability to define things exactly a century ago, saying, If it is true that
words have meanings, why dont we throw away words and keep just the
meanings? In other words, humans are always living in interpretations rather
than definitions, and it is those interpretations that are most important. Applying
that to the area of emotions means that it is useful for each person to have an
interpretation of the meaning of the 250 or so emotions that he or she can
experience.

The following are the top five emotions chosen by the global aviation community
when we surveyed them to evaluate the role of emotions in aviation safety.

Emotion Our Interpretation

Something specific in the future is likely to harm me and the predisposition
Fear
is to run away or avoid.

This person/place/thing is of value to me and the predisposition is to

Care
protect.

I believe I am smarter than others and as a result am also better than them.
Arrogance My tendency will be to dismiss their ideas and suggestions as coming from an
inferior being.

I will go along with this initiative because I do not have the freedom to
Compliance
decline and the predisposition is to go through the actions.

I believe I know enough to get by and as a result do not put effort into
Complacency
checking or learning.

9
 Chapter 4
Learning to Trust Oneself and Others
An organization can benefit enormously by creating a shared
interpretation of trust, by articulating it and by learning to teach it
and use it within the organization. This is one of the biggest missing
skills, no matter what type of organization it is or where in the
world it is.
We at Outcomy did an internal survey for one of the airline operators to find out
why its employees were not reporting incidents as expected, even though the
organization had implemented an online reporting portal and distributed hard-
copy forms for employees to fill out and submit. The top reason that the
participants selected was I dont trust that the management will not use it
against me, which is a common concern in many such organizations.

Trust is a part of every thought and action, yet people continually overlook its
importance and, at times, even its existence. Trust exists in all types of
relationships: Employees must trust their leaders; captains must trust their first
officers; ATCs must trust meteorologists; and so on.

10
Is it possible to develop, maintain and repair trust?
The fundamental problem in many aviation organizations is that they do not have
clear conceptions of what trust is and how it is created, maintained or repaired.
Sometimes, they use words such as reliability or confidence, but at the root,
they are talking about trust. When we asked the leaders in these companies what
trust meant in their organizations, the most common responses were Well, we
dont have a specific definition, but we all know what it is and It is difficult to
put into words, but we all know it when we see it. These are simply ways of
saying We dont know. If these leaders dont know what trust is in a way that
they can clearly articulate, how can they be sure that they are living it? How can
they teach it to new employees so that it becomes (and remains) a value that is
practiced in the company?

Generally, people pay attention to

what is important to their success.
Somehow, they have overlooked
the importance of trust and simply
hoped that it would appear.

If these airline operators value on-time

performance, they teach network planning
for ground operations and departure
processes so that their employees are
living punctuality and so that they have a
way to teach new employees what on-time
performance looks like and how to do it. If
employees dont adopt this, they will not
continue to be employees. This is not left
to chance. Why do people pay attention to
on-time performance but not learning trust
as a skill?

11
Comparing the traditional and new interpretations
of trust
Trust has traditionally been thought of as a moral issue. A person who was
trustworthy was thus considered a good person. One who trusted others was
considered open and willing to be vulnerable and thus was also a good person.
Trusting and being trusted were seen as indicating a persons quality. In this
sense, trust was a moral issue; it was about goodness or badness. What is a more
useful way to define trust? One simple, clear way is to think of it as the emotion
that allows people to coordinate actions. Because aviation organizations exist to
produce results by coordinating actions, trust clearly has a central role in making
these organizations work. Another way of thinking about trust is that it is a tool
for gauging the risk of interacting with others (e.g., by accepting promises). In
this revised interpretation of trust, it is a skill that can be learned, practiced and
developed. Being aware of what constitutes trust, choosing to develop the habits
that generate trust and practicing those habits will all result in a higher level of
trust. The emerging trend is to promote a concept called Just Culture, which
can foster fearless reporting. At the core of Just Culture lies the phenomenon of
trust, which allows people to interact with others freely.

"The best way to find out if you can

trust somebody is to trust them"
- E. Hemingway

12
Safety performance comes from team performance
Teamwork can be thought of as
trust in action, which means that
those on a team understand that
they each have blind spots but
TRUST consider it prudent to take the risk
of trusting one another anyway.
Fundamentally, people believe that
others will fulfil their commitments
in their areas of work.

Safety risk and ambiguous decision-making

Every action and process in aviation operations involve some degree of risk; this
will never reach zero. In fact, this risk has helped aviation reach todays level and
will help it continue to evolve. The presence of drones in commercial airspace is
the latest risk that the industry has perceived, but the same drones may
revolutionize the way that aviation companies operate in the future. Being an
aviation safety leader means making choices without every piece of information
(as such an idealized situation does not exist). Developing comfort with decision-
making when the information is ambiguous or the outcome is uncertain requires
trust in ones own ability to make decisions and trust in ones teams ability to
navigate whatever emerges because of those decisions. Trust, then, is a key skill
both for oneself and for others.

13
 Chapter 5
The Mechanics of Language
and Effective Communication
Although language is spoken of as a domain of learning, this idea is
not about any particular language. Instead, it refers to the
phenomenon of languagethe idea of language. This includes not
just the worlds languages (from Russian to Swahili) but other types
of languages (e.g., mathematics and written music) and activities
that language makes possible (thinking, logic, reasoning,
storytelling, etc.).

What is communication? Speaking is one half, and listening for understanding is

the other half. Most people focus on speaking (I told you xyz) rather than on
listening and understanding. However, without understanding, necessary events
wont happen. Understanding can be ensured through effective requests, offers,
promises, assessments, assertions and declarations. These speech acts are the
only linguistic tools that people have.

14
Clarity in communication for safer operations
Take the example of shift-handover communication which is one of the best-
known safety-critical moments. A request is the tool that is used to get something
that someone else can provide; thus, shift handover can be linguistically seen as
the first-shift operator making a request of the second-shift operator. It is the
first-shift operators responsibility to be sure that the second-shift operator is a
committed listener who is capable of accomplishing the requested task. Once the
first-shift operator is certain the second-shift operator is a committed listener,
the success of the communication becomes a shared responsibility of both people.
The main responsibilities that they are sharing are a quality promise and an
agreement on the clear conditions of satisfaction. From that point, carrying out
the request is the responsibility of the second-shift operator, but the first-shift
operator still has accountability for his or her part until the task is complete.
Sometimes, people believe that they are done once they have made a request,
but linguistically, this is not as effective as it could be.

Similarly, an offer is a speech act or tool that the

first-shift operator uses to ensure that the
second-shift operator has all that he or she
needs. An offer works the same way that a
request works. Knowing how to make effective
requests, offers and quality promises is an
essential skill for aviation safety leaders.
Effective information is contrasted with vague
instructions such as
- Provide information as required.
- Deliver information clearly and concisely.
- Provide relevant information without being
asked.

The person making the requests may understand

all these assessments, but they do not produce
effective communication.

15
 The single biggest problem
in communication is the
illusion it has taken place
- George Bernard Shaw

This illusion is a challenge that comes from two

emotions: trust and skepticism
Trust is the emotion that allows people to interact with others, and skepticism is
used to distinguish what is true from what is false. When building a system of
trust, it is necessary to continue to be skeptical. People may trust the system
more than their own doubts or questions, and others may encourage them to do
so. Maintaining a healthy skepticism is critical to a continued questioning of
received information. Skepticism is what makes people compare the information
they receive with what they experience and, if there is a lack of alignment, to
challenge both. Out of that challenge, greater accuracy can result. However,
skepticism must be understood as not being criticism or judgement; it is not a bad
emotion but one that allows certain interactions that, in some cases, are useful.

16
 Chapter 6
Learning as the Basis of Safety Leadership
We have worked with hundreds of aviation organizations, some of which had good
safety records and some of which had poor ones. Each of these organizations has a
certain mood, just as people do. Lets look at how the four key moods can
significantly influence safety leadership.
Facticity Possibility Facticity Possibility
Believe that we Believe that we can Believe that we can Believe that we can
cant improve our improve our safety improve our safety improve our safety
safety performance performance performance performance

Resignation
Resentment
Resentment Resignation Our safety
Our safety

Resist
Resist

Our safety records Our safety records records are bad.

records are bad.
are good. So we are good. There But given our
They shouldnt be
shouldnt have to isnt any way to situation now we
because we work
work on them make them better cant do anything
so hard at them
to change them

Organizations with good safety records. Organizations with poor safety records.

Acceptance Enthusiasm
Enthusiasm
Acceptance Our safety Our safety
Our safety records
Accept
Accept

Our safety records records are what records are bad.

are good. And they are. They And there are
are what they are.
there are lots of may not be good many possibilities
We believe they
ways to make it but they are good to make them
are good enough
better enough better

* Resentment is unlikely to show up in Organizations * Enthusiasm is unlikely to show up in Organizations

with good safety records, which is why they have good with poor safety records, which is why they have poor
safety records. safety records.

Some of the leading airline operators believe that they have the top SMS rating
and hence that they have the safest operations in the world. A few others take
pride that they have received the Safest Airlines Award and thus believe that
they are good enough. There is no doubt that these organizations have the best
safety records in the industry, but these award-winning airlines still have many
incidents and accidents. The main problem is that these organizations are living
with a mood of either acceptance or resignation, as indicated in the diagram
above, so they tend to develop a degree of resistance to learning and change. The
same barriers to learning are present in organizations with poor safety records
when they have a mood of acceptance or resignation.

17
Dangerous moods influencing safety leadership
Irrespective of an organizations accident history and credibility, its prevailing
mood will greatly influence its safety levels. Acceptance and resignation can have
negative effects on safety leadership. Resentment and enthusiasm encourage
learning; these useful moods can be developed to create a positive safety culture
in the organization. It is the safety leaders responsibility to shift moods and
generate the curiosity and rigor necessary to drive continuous learning and
change.

Some of the common enemies of learning found in organizations include these

statements:
We dont know that we dont know.
We already know everything of importance.
We dont have the time to learn.
We are not beginners, so we do not need to learn this.
We are going through difficult times, so we cant focus on learning.
We dont know what we will gain by learning this.

Everyone always lacks knowledge, and curiosity is the key emotion that allows
people to learn. Requesting knowledge is how people activate learning, whether
that learning is from a person or a repair manual. The world is always changing
and providing new things to learn.

18
 Chapter 7
Safety Coaching to Develop a Just Culture
Safety promotion is one of the four pillars of a SMS, and safety-
leadership coaching can be a highly effective approach to
communicating and developing a Just Culture.

Coaching is a method of learning that is focused on developing safety leaders.

Fundamentally, it is a series of conversations that challenges beliefs and
assumptions about work and that offers alternative perspectives. Most people
believe that reality exists out there. Coaching is based on the idea that reality
is a way of seeing and interpreting the world. Thus, a desire to change to improve
safety must come from the inside out. Human behavior is learned, so all behaviors
can be unlearned, with new behaviors learned in their place.

Just Culture is an atmosphere of trust in which people are encouragedeven

rewardedfor providing essential safety-related information. Under Just Culture
conditions, individuals are not blamed for honest errors, but they are held
accountable for willful violations and gross negligence.

19
The 3-step blaming sequence

Expectation
Everyone is constantly imagining what the future will look like.
Often, what people envision is based on history (e.g., Tom is a great
mechanic, and he will carry out this work safely because he has
never made any mistakes) or on others promises (e.g., Tom is a
great mechanic because he says he is aware of all the procedures
and has agreed to follow them), but most of the time, it is based on
what we would like to have happen (e.g., Tom is a great mechanic,
and Im sure that he will follow the procedures and carry out the
work safely). In the latter case, the expectation is that Tom will
know and follow the rules. He may or may not have made that
explicit promise.

Disappointment
Say that Tom makes an error that leads to an incident. The
expectation was not fulfilled (Tom didnt behave in the way I
thought he would). The reality of Toms behavior and the story of
how he was going to behave dont align.

Blame
Because people are strongly attached to their stories, when this
incident happens, they believe the action is wrong and that Tom is
responsible. Their predisposition is to blame Tom. This could involves
saying things like, We thought Tom was aware of the procedures,
and we dont know why he did not follow them, or I cant believe
Tom didnt check that! The biggest idea people miss is that they
usually think they are right and reality is wrong. However, it is the
story that is made up; reality is as it is.

20
Moving from blame to acceptance
If people are not attached to their stories, they will realize their belief that Tom
will always follow procedures is their story and accept that people
unintentionally make errors. This acceptance is the foundation of Just Culture;
from there, solutions such as coaching, systems redesign and process
reengineering can be implemented.

When faced with reckless behavior, the first step is to accept that the person is
reckless because of the way he or she sees the world (at least, as it is understood
from the organizations viewpoint). For example, people who are fearless or who
ignore fear as a warning sign will not see problems that can hurt themselves or
others. This means they do not fit into the necessary system. Instead of punishing
these people, it would be more productive to apply the consequence of change or
leave. As part of safety coaching, coaches can make this a black-and-white choice
for the offender. Safety coaches can also help the offender create a high level of
self-awareness and change the way he or she sees the world through coaching.
Once that person makes a choice and promises new behavior, coaches need to see
it demonstrated to be sure he or she understands what to do. Safety coaches can
build trust by following the offender through small steps to ensure his or her
sincerity, competence and reliability.

21
 Chapter 8
Making Effective Safety Declarations
As part of a highly regulated industry, aviation organizations have no choice other
than to follow authorities mandatory regulations. Have you ever thought about
the nature of these aviation regulations? Linguistically, these hard laws are called
declarations. Thus, they begin, resolve or end something (in this case, they set a
standard).

It is important to understand that a regulation comes about because the person or

organization with authority considered it to be the best solution to a challenge or
problem. New experiences or information may result in authorities changing
regulations by creating new declarations, which is their prerogative and
responsibility. The practical implication of this is that safety leaders should
maintain a healthy skepticism and an awareness that simply because a rule has
been declared by those in authority does not mean it is infallible or even that it
will apply to every situation.

22
Creating a safer future through declarations
A declaration, by nature, has nothing to do with whether something is true or
false. For instance, a judge can declare you guilty of a crime that you did not
commit. His or her declaration doesnt mean that you committed the crime, but it
does begin your time of incarceration. The fact that a decision has been declared
also does not mean that it is good or bad or that it is right or wrong. A declaration
to invest money may result in losing it all. A declaration of war may end with
ones country being destroyed. A declaration of marriage may end in divorce.

Declarations are not the same as intentions, hopes or wishes. A declaration

changes the future in the moment that it is declared. For that future to become a
reality, the declaration must be lived daily and re-declared whenever there is
deviation from that future. Thus, a declaration is not a single event, but it does
put in motion a pattern of behavior that generates a new future. If you declare
that you will not fly when you are too fatigued, you will have created a safer
future that did not exist before. You had the authority to make the declaration
because it was your future. For that future to come to pass, you need to both
keep the declaration as a guide and shape your behaviors so that it becomes your
reality.

23
 Chapter 9
Safety Leadership from a
Business Perspective
What airline operators leave unspoken (because the survival of their businesses
depends on earning profit) is that when they say our top priority is safety, they
mean our top priority is safetyas long as it doesnt threaten our profitability.
Although a for-profit corporation can care deeply about serving its customers, it is
by definition an organization that aims to earn profit through its operations so
that it can survive. A for-profit corporation doesnt have a choice; it must earn
profits if it is to continue to exist. An airline pays attention to safety because, if
there is a perception that its safety standards are low (i.e., mistrust), fewer
people will coordinate actions and will no longer fly with that company, which
endangers its profitability and survival.

Safety is part of making money and that is why safety

leadership is becoming increasingly significant from a
business perspective

24
Quality and productivity through safety leadership
Being a safety leader means being responsible for declaring
enhanced safety levels and enrolling followers to support your
vision.
It also means that actively engaging your whole being in your safety leadership
(i.e., showing commitment) and not just talking about it. Any follower who
contributes to this vision adds value, and those who do not contribute add waste.
Safety is a value that translates into financial benefits in many ways.

Developing safety leaders at all levels of an organization generates commitment

rather than compliance. It also results in enhanced communication and a
smoother flow of information across the organization. Enhanced levels of trust
promote team performance and efficient coordination of actions. Thus, quality
and productivity are byproducts of safety leadership, and all these values act
together to support the organizational vision.

If we want change we need to learn.

If we learn we will change.

25
Chapter 10
The ACTIVE Safety ACTIVE
Coaching Framework
SAFETY
CULTURE
A Awareness
Overcoming the barriers to
Learning

C Communication
Body. emotions and language as
sources of information
Safety Coaching vs.

T
Trust Safety Training
An emotion that lets us
coordinate action The ACTIVE safety-coaching

I
framework is designed to develop

Interpretation safety leaders who can help all

employees see safety differently so
See the world differently to that they can generate different
produce different results
choices and different outcomes.

V
The focus of safety coaching is on
Vision creating a context in which
employees will inevitably learn
Creating a safer future through
declarations about themselves and the
particular ways that they behave in

E
each context. This is different
Engagement from safety training, in which
From compliance to commitment employees receive information
to engage the whole person that is only about safety.

26
 TAKE THIS LEARNING FORWARD
Aviation Safety Leadership Training and Coaching

For Individuals For Organizations

Want to Develop your Want to Develop a

Aviation Safety Positive Safety Culture in
Leadership Skills? your Organization?

Request Info Request Info

Instructor-Led Online Course Senior Executive Briefing

Learn Anywhere, Anytime Safety Leadership Coaching
HD Video Lectures In-house Training
Reflective Activities Internal Coach Development
Interactive Discussions Safety Culture Consulting

I found the course very interesting and constructive in general.

I learned a lot of new things (or sometimes not new, but with a
different approach and interpretation). I am already trying to
apply some of these concepts into my daily functions and
tasks.
Maxime Wauters,
Safety Manager, ASL Private Jet Services, Belgium

For more details, write to info@outcomy.com

About the authors

Dan Newby, Safety and Risk Leadership Coach and Trainer

The Outcome-Oriented Academy

Dan is heading the safety and risk leadership practice at Outcomy and is the lead
facilitator and coach working with leaders and organizations worldwide. His
background in education, 16 years as an ontological coach and 10 years delivering
organizational training and coaching have prepared him for this work. His roles
have included working internationally as COO and CEO of Newfield Network, USA,
considered one of the premier coaching schools globally where he was also a
senior course leader for 8 years. Dan is a Professional Certified Coach (PCC) by
the International Coach Federation (ICF). Dan has taught, presented and coached
with leaders and organizations in the USA, Canada, Europe, South Africa,
Singapore, India, Pakistan, Latin America and Jamaica.

Jinobi Narain, Director, Training and Development

The Outcome-Oriented Academy

Jinobi is a passionate learning and development specialist with over 15 years of

experience in designing and delivering outcome-oriented learning programs in
aviation safety, enterprise risk management (ERM), quality management, supply
management, project management, human resources and leadership
development. For the past 5 years, he is leading a global consortium of aviation
specialists delivering online courses for thousands of learners representing leading
airlines, business jet operators, aircraft manufacturers, civil aviation authorities,
cargo and helicopter operators in more than 100 countries worldwide. He is
currently promoting the ACTIVE Safety Culture Framework to help build
organizational resilience using a coaching based approach.

28
A BEHAVIORAL APPROACH TO AVIATION SAFETY LEADERSHIP

www.outcomy.com

The Outcome-Oriented Academy (Outcomy) is a global centre of excellence,

providing research, educational programs and insights for organizations
worldwide. Outcomys thought leadership is powered by a combination of the
wisdom of crowds and experts. Outcomy identifies key problems faced by
industries using collective intelligence methods and offer custom learning
programs to solve those problems with the involvement of our consortium of
independent experts. This unique approach bridges industry thought leaders and
practitioners through an outcome-oriented problem solving model. Over the past
4 years, 1000 participants representing 300 clients located in 100 countries have
participated in various educational programs developed and presented by
Outcomy.

Email: info@outcomy.com