From navigating challenges to embracing digital transformation, Lee Hayhurst has many stories to tell about his time as editorial director at Aviation Business News. Discover how this journalist-turned-business leader spun his passion for storytelling into a thriving career in travel and retail. Read more: https://lnkd.in/grgpz3cu
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🚀 Doubling Revenue in Aviation: A Strategic Blueprint for Growth 💼✈️ In the world of private aviation, scaling isn't just about adding more jets—it’s about precision execution. A recent case in point: a private air service firm doubled its revenue by mastering a few key strategies. 🔑 Targeted Expansion – Instead of expanding for the sake of growth, they strategically positioned themselves where demand was highest. Smart growth beats fast growth every time. 🎯 Relentless Client Focus – By turning customers into advocates, they didn’t just grow their base—they cultivated loyalty that drove repeat business and referrals. 🤝 Strategic Partnerships – Partnering wisely isn’t just about increasing revenue, it’s about creating synergies that fuel long-term success. The takeaway? Sustainable growth is about engineering smart strategies, not just chasing opportunities. For leaders, this is a powerful reminder that the right moves, executed well, lead to outsized returns. Link to article: https://lnkd.in/gaZfyptb #GrowthStrategy #AviationIndustry #RevenueDoubling #ClientFocus #StrategicPartnerships #BusinessLeadership #SustainableSuccess
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At Southwest, everyone knows: Planes in the air make money. Planes on the ground don't. One day a baggage handler had an idea: What if we loaded bags in a way so that the handles faced out, to make it faster for the handlers to unload the plane on the other side? Across all flights, every day, this idea was worth tens of millions of dollars. It only happened because everyone was equipped with information. "Magic happens where the workforce is." We all want to empower our teams. We talk about autonomy, ownership, and initiative. But sometimes, our actions don't match our words. We hold back information, telling ourselves: ◾ It shields them from noise & complexity ◾ We own the big picture ◾ It'll be a distraction ◾ It's too sensitive But by holding back we’re holding everyone back from: ◾ Faster problem-solving ◾ Higher engagement ◾ Greater innovation ◾ More trust. "Leaders who are unwilling to share information with their people will never have their people as partners in running the company successfully and will never have an empowered organization." - Kenneth Blanchard "Don’t use information to intimidate, control, or manipulate. Use it to teach people how to work together to achieve common goals and thereby gain control over their lives." - Jack Stack Open the floodgates of information. Push yourself to share, to share more, to share all of it: Give your people access to all relevant data and insights. Be transparent about your decision-making process. And encourage questions and feedback. Because knowledge isn't power; Shared knowledge is power. #employeeengagement #leadershipdevelopment #managementdevelopment #frommanagertomotivator #varnagroup
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Relationships. Regulatory types that become too familiar and casual with clients. Does this reliance on 3rd parties devolve into the clients' relaxing' selection criteria for and expectations of senior positions? Seriously. Vertical integration was the norm for a long time; now we have spider web supply chains, obfuscating and creating gaps and blind spots. In this case its Boeing - manufacturing. But we have seen this in other things- think Madoff. Human nature. Pressure from Wall St. Boards and Senior leaders have awesome responsibility and must be held accountable. And relationships, especially long termed ones, may need to be more carefully watched and maybe disrupted more than they are for some.
The Daily - Why Boeing’s Top Airplanes Keep Failing
podcasts.google.com
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What was surprising for Maya Leibman, former CIO and current Senior Advisor for American Airlines, when change hit her organization? Three things. 1. How much you need to communicate. You need to say something 10 times for it to be absorbed, and another 10 or 20 for it to be believed 💬 2. You can’t worry about detractors—bring the willing. Only then can you get things moving 🏃 3. The saying “it’s about the journey, not a destination” is true. There’s no end to transformation; you can always continuously get better 🪜 When she sat down with North Highland for our Talking Transformation Series, Maya shared how to create a true competitive advantage when dealing with the pace of change and transformation. I suggest you watch the full video: https://lnkd.in/dEXCgQbp
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What was surprising for Maya Leibman, former CIO and current Senior Advisor for American Airlines, when change hit her organization? Three things. 1. How much you need to communicate. You need to say something 10 times for it to be absorbed, and another 10 or 20 for it to be believed 💬 2. You can’t worry about detractors—bring the willing. Only then can you get things moving 🏃 3. The saying “it’s about the journey, not a destination” is true. There’s no end to transformation; you can always continuously get better 🪜 When she sat down with North Highland for our Talking Transformation Series, Maya shared how to create a true competitive advantage when dealing with the pace of change and transformation. I suggest you watch the full video: https://lnkd.in/gmrpKknF
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What was surprising for Maya Leibman, former CIO and current Senior Advisor for American Airlines, when change hit her organization? Three things. 1. How much you need to communicate. You need to say something 10 times for it to be absorbed, and another 10 or 20 for it to be believed 💬 2. You can’t worry about detractors—bring the willing. Only then can you get things moving 🏃 3. The saying “it’s about the journey, not a destination” is true. There’s no end to transformation; you can always continuously get better 🪜 When she sat down with North Highland for our Talking Transformation Series, Maya shared how to create a true competitive advantage when dealing with the pace of change and transformation. I suggest you watch the full video:
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What was surprising for Maya Leibman, former CIO and current Senior Advisor for American Airlines, when change hit her organization? Three things. 1. How much you need to communicate. You need to say something 10 times for it to be absorbed, and another 10 or 20 for it to be believed 💬 2. You can’t worry about detractors—bring the willing. Only then can you get things moving 🏃 3. The saying “it’s about the journey, not a destination” is true. There’s no end to transformation; you can always continuously get better 🪜 When she sat down with North Highland for our Talking Transformation Series, Maya shared how to create a true competitive advantage when dealing with the pace of change and transformation. I suggest you watch the full video:
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What was surprising for Maya Leibman, former CIO and current Senior Advisor for American Airlines, when change hit her organization? Three things. 1. How much you need to communicate. You need to say something 10 times for it to be absorbed, and another 10 or 20 for it to be believed 💬 2. You can’t worry about detractors—bring the willing. Only then can you get things moving 🏃 3. The saying “it’s about the journey, not a destination” is true. There’s no end to transformation; you can always continuously get better 🪜 When she sat down with North Highland for our Talking Transformation Series, Maya shared how to create a true competitive advantage when dealing with the pace of change and transformation. I suggest you watch the full video: https://lnkd.in/eNszvbxZ
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CEO & Founder @ Proof Point Communications | Strategic Branding & Communications. Former C-suite Executive and Award-winning Journalist. Talks about leadership, crisis PR, brands and whatever she feels like.
As a journalist, I covered Boeing's merger with McDonnell Douglas and the ethical and legal issues that sent two senior executives to jail and led to hefty government fines. The seeds of the company's problems today were planted -- and nurtured -- over decades. As the company and its board search for a new CEO, read my latest article in Fast Company about what qualities and experience this person needs. Thanks to Bill George, Stephen M. R. Covey, Hubert Joly and others who lent their insights to the story. For sure, this will be the hardest job in business. #aviation #leadership #CEOs
The top qualities Boeing’s next CEO needs most? Courage and humility
fastcompany.com
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Transitioning into the role of a #CEO is a unique journey, filled with intense pressure and excitement. Explore the challenges and realities of the first year in this insightful article. 🌟 https://shorturl.at/6RTYx
Inside the First Year as a CEO
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