The Most Admired Leaders Shaping the Future of the Aviation & Aerospace Industry, 2024.pdf

Flying into the Future
Innova ons Reshaping the
Avia on and Aerospace
Industry
VOL 05 I ISSUE 02 I 2024
Jay Barker
Building Your Wings: Flying High with
in the Aviation Sector
Jay Barker
Jay Barker
Director Global
On-Time Performance
Solu ons
Air Canada
The Most Admired
Leaders
Shaping the Future
of theAviation &
AEROSPACE
Industry, 2024
Naviga ng the Skies
Trends and Challenges
in the Avia on Sector

Trailblazers Leading Aviation &
Aerospace Industry
Prince Boon
he aviation and aerospace industry stands at the
Tprecipice of unprecedented innovation and
transformation, led by a cadre of visionary leaders
who have dedicated themselves to shaping the future of
flight. These admired leaders, whose influence spans the
realms of technology, sustainability, and global
connectivity, embody the spirit of innovation and
excellence that defines the industry.
As we reflect on the remarkable achievements of these
admired leaders, it becomes clear that their contributions
extend far beyond the confines of the boardroom or the
runway. Through their visionary leadership, they are
driving forward groundbreaking advancements in electric
propulsion, autonomous flight, space exploration, and
sustainable aviation, charting a course toward a more
connected, efficient, and environmentally responsible
future.
These admired leaders serve as beacons of inspiration
and mentorship, guiding the next generation of aviation
and aerospace professionals toward new heights of
achievement. Their unwavering commitment to
excellence, coupled with their passion for innovation and
collaboration, sets the standard for leadership in the
industry and inspires others to follow in their footsteps.
In recognition of their tireless dedication and
transformative impact, through the latest edition of The
Most Admired Leaders Shaping the Future of the
Aviation & Aerospace Industry, 2024, we showcase their
vision, integrity, and steadfast commitment to shaping the
future of the aviation and aerospace industry.

Trends and Challenges in the Avia on Sector
Articles
CXO
Innova ons Reshaping the Avia on and Aerospace Industry
How to use Emo onal Intelligence in Leadership
Jay Barker
Jay Barker

May, 2024
Pooja M Bansal
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Brief
Company Name
Mohammed Al-Agbari
Founder, Project Manager
and Business Development
Manager
Mohammed is a hardworking and Experienced in Project
and Program Manager and IT Consultations, working to
enhance Organization through expansion of existing services
and introducing new Tools and Technologies in IT.
Jay Barker
Director Global
On-Time Performance
Solutions
Jay is the Director of Air Canada, providing scheduled
passenger service directly to 51 airports in Canada, 51 in
the United States and 86 internationally.
Air Canada
aircanada.com
TEKNOKEYS
teknokeys.com
Jaslyin Qiyu
Founder
Jasyln has worked from ground up, including being the
first starter on the ground to build marketing teams from
scratch, she has both strategic and operational experience
in marketing and communications across Asia Pacific.
Mad About
Marketing Consulting
madaboutmarketingconsulting.com
Ronan Massez
Professor
Ronan is a passionate and results-oriented Marketing
Manager and Digital Transformation leader with over
15years of experience in the field.
Tecnológico de Monterrey
tec.mx/es
Sneha is a Multi-Award winning HR Professional, a
CIPD qualified associate member working towards
chartership and a graduate of BSc. (honors) in
Psychology with Human Resources Management.
Metropolitan
Premium Properties
metropolitan.realestate
Featured Person
Sneha Banu
HR Professional,
CIPD

Jay Barker
I would say that I have 2
leadership styles that I apply
every day with my role, with my
team and within the organization.
I’m a servant leader and a
transformational leader.
“
Jay Barker

y
r
o
t
S
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e
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Jay Barker
Director Global
On-Time Performance
Solu ons
Air Canada

he relentless pace of the aviation industry
Tdemands high-performing operations. Airlines
must continually optimize their processes to
ensure timely and efficient service. This ensures timely
performance, meeting traveler demands and
maintaining a competitive edge in the robust landscape.
Amidst this challenging environment, individuals like
Jay Barker stand out as leaders in operational
excellence.
As the Director of Global On-Time Performance
Solutions at Air Canada, Jay exemplifies this
commitment to excellence. With a career spanning over
two decades within the aviation sector, Jay has
navigated the complexities of airline operations with
finesse and expertise.
Recognizing the critical importance of punctuality in
the aviation industry, Jay has spearheaded initiatives
aimed at enhancing on-time performance across Air
Canada’s global operations. From developing
innovative strategies to collaborating with cross-
functional teams, he has played a pivotal role in driving
operational efficiency and customer satisfaction.
With a keen understanding of the challenges inherent
in the industry, he remains steadfast in his dedication to
elevating Air Canada’s performance standards. Jay’s
leadership and strategic vision continue to position Air
Canada as a leader in the aviation industry further
setting new benchmarks for excellence in on-time
performance.
Join in as we explore the journey of a leader who embodies
the spirit of innovation and collaboration, driving
continuous improvement in the aviation industry!
A Skyward Ascent
Jay’s journey with Air Canada began 24 years ago when
he stepped into the airline industry with little
knowledge but ample enthusiasm. Starting as a station
attendant, loading and offloading aircraft, he swiftly
developed a passion for aviation. “I very quickly fell in
love with aviation and the industry,” Jay recalls.
Within five months, Jay embraced a new role as a
Baggage Agent, eager to explore different facets of the
industry. However, recognizing the volatility of the

airline sector, he transitioned to the Cargo department
a year later. “I wanted to develop skills that could be
transferable outside of the airline industry,” he explains.
Jay’s career trajectory soared from there. Within
another five months, he ascended to the position of
Customer Service Manager, marking the beginning of a
journey marked by continuous growth and
advancement. Over the span of 14 years, Jay climbed
the corporate ladder, stepping into various managerial
roles across different departments:
Ÿ Manager, Customer Service Call Centers Canada
(Cargo)
Ÿ Manager, Customer Service, Corporate Accounts
Ÿ Manager, Sales & Service, Ottawa
Ÿ Manager, Cargo Services, Eastern Canada &
Northeast U.S.
Ÿ GM, Cargo Services, Latin America & The Caribbean
Ÿ Cargo Services Canada
His tenure as GM for Latin America & The Caribbean
garnered him Air Canada’s highest accolade, the Award
of Excellence. Despite this success, Jay felt compelled to
broaden his horizons, returning to his roots in Airport
Operations. “I accepted a position as the Director, Hub
Development,” he shares, acknowledging the challenge
of stepping out of his comfort zone.
Then came the onset of COVID-19, casting a shadow
over the aviation industry. Jay emphasizes the
company’s focus on employee safety and rebuilding the
airline from scratch amidst the pandemic’s turmoil.
Emerging from this crisis, Jay took on the role of
Director of Station Operations & Hub Advancement,
where he amalgamated two roles into one.
Amidst the accelerated growth post-pandemic, Jay
recognized the crucial link between operational
performance, schedule reliability, profitability, and
customer satisfaction. Hence, he accepted the
challenge of establishing a new department from
scratch to enhance On-Time Performance, a critical
aspect of the airline’s success. “Our growth was starting
to accelerate again, but we lacked experience in the
operation,” he notes.
Today, Jay stands as the Director of Global On-Time
Performance Solutions spearheading initiatives to
address the airline’s greatest challenges and propel it
towards greater success. “Operational performance
drives schedule reliability, profit and customer satisfaction,”
he asserts, highlighting the pivotal role of his
department in Air Canada’s journey forward.
From Wanderer to Aviator
“Like most people, I love to travel and I love to explore many
different countries outside of North America,” Jay reflects,
his passion for exploration evident. “The key component
to getting you from point A to point B is flying on an
aircraft,” he continues, emphasizing the pivotal role of
air travel.
“I was drawn in by the fascination of aircraft and all of the
aspects that go into each individual flight,” Jay recalls,
highlighting his initial attraction to aviation. Amidst the
hustle and bustle of airports, Jay finds solace in
heartwarming moments.
“What I find most rewarding are those moments that you
see in the airport,” he shares. “You’ll see the embrace of
families reuniting with loved ones or families vacationing
for perhaps the first time and the joy that you see on a
child’s face, that is what gets me every time,” Jay reflects,
emphasizing the emotional connections fostered in the
travel experience. It’s the heartwarming experiences
that make this all worthwhile. He underscores the
profound impact of such moments in the realm of
aviation.
Jay’s journey with Air Canada
began 24 years ago when he
stepped into the airline industry
with little knowledge but ample
enthusiasm.
“

Frontline Engagement
Jay’s team is tasked with examining all aspects of the
operation, within every department and finding new
and creative ways to operate better and on time, he
explains, underscoring the team’s multifaceted role in
improving efficiency. “We rely heavily on data to point us
in the right direction,” Jay notes, emphasizing the
importance of data-driven decision-making. “We look at
new technology and processes to make the operation more
seamless,” he continues, highlighting their commitment
to innovation.
Crucially, Jay emphasizes the involvement of frontline
employees in the process. “We involve employees at the
forefront of everything that we do,” he states. “Our
frontline is integral in idea sharing, applying and turning
these changes into a reality,” Jay shares.
Inspiring Leadership
Accentuating his approach to leadership Jay shares, “I
would say that I have 2 leadership styles that I apply every
day with my role, with my team and within the
organization. I’m a servant leader and a transformational
leader.” He highlights the dual facets of his leadership
style.
“As a leader, my role goes beyond the day-to-day activities,”
Jay explains, emphasizing his focus on team
development and succession planning. “I allow my team
the flexibility to be autonomous and creative,” he adds.
“I emphasize outside the box thinking; there are no bad
ideas,” Jay asserts, encouraging a culture of
experimentation and exploration. The only bad idea is
no idea, he quips, stressing the importance of active
participation and idea generation. “I want our team to try
something, anything new that we have not done before,”
Jay expresses, promoting a mindset of continuous
improvement. “And if it does not work, we fail fast and
move on to the next opportunity,” he states, advocating
for a resilient and adaptive approach to challenges.
Coordinated Efforts
“Departing just a single flight at any airline involves
hundreds of different processes and departments, executing
like a symphony, all at the same time, for an on-time
departure,” Jay explains, painting a vivid picture of the
intricate coordination required in aviation operations.
“Inclusion of everyone is key because we are all
interdependent on each other,” he emphasizes,
highlighting the importance of collaboration across
departments.
“Whether we are designing a process or focusing on
execution of that process, we always have cross-functional
and inter-departmental working groups,” Jay states,
underscoring the collaborative approach taken within
the organization. “Having input from everyone is key,” he
continues.
“It also provides our frontline with an understanding of how
each branch operates, which in the long run will help them
in their day-to-day,” Jay adds. Every department needs
to be included as one slight change could have an
impact on another process that on the forefront, one
may not realize.
With these groups, any challenges can be identified at
the beginning and everyone can collaboratively work
through any barriers towards a solution. Jay
emphasizes the proactive and collaborative approach
adopted to address operational challenges.
Innovation Exchange
“We have partner airlines who we collaboratively
benchmark together as we all have different operating
environments and ways of working so we spend time
learning from each other,” Jay explains. “We also
participate in industry events and shows that showcase the
latest in technologies and innovations from various
Once you start learning, don’t
hesitate to reach out and people
such as myself would be happy to
spend the time and invest in your
future.
“

companies and vendors,” he continues, underscoring the
commitment to staying abreast of advancements in the
industry.
“We spend a lot of time learning and understanding their
products and what types of benefits they can provide to Air
Canada,” Jay adds, emphasizing the importance of
exploring new technologies and innovations to enhance
Air Canada’s operations and services.
Open Doors and Bright Ideas
“No idea is a bad idea, and my team is provided with the
flexibility and the ability to dream and come up with new
ways of working, new and innovative solutions,” Jay
asserts, highlighting the culture of creativity and
experimentation within his team. They foster the ‘try
anything and fail fast if it doesn’t work’ mantra,
emphasizing the importance of taking calculated risks
in pursuit of innovation.
“My door is always open and I’m very easy to get in touch
with,” Jay assures, emphasizing accessibility and
approachability. He encourages any employee to reach
out to him and his team if they have any ideas, no
matter what they are, he underscores the value placed
on employee input.
“We add it to our initiative backlog and explore these ideas
when time permits,” Jay explains, outlining the process
for considering employee suggestions. A key is to have a
continuous feedback loop with the employees,
emphasizing the importance of ongoing communication
and engagement.
“We also recognize employees through our Shine platform if
an idea comes to fruition,” Jay concludes, highlighting the
company’s commitment to acknowledging and
rewarding innovative contributions from employees.
Flexibility in Flight
“Work-life balance is so important, especially in an industry
like ours which is always operating and never stopping,” Jay
acknowledges, emphasizing the significance of
balancing professional commitments with personal
well-being. Understanding the demands placed on his
hard-working team, many of whom are frequently on
the road or working remotely, he prioritizes flexibility
to prevent burnout.

Recognizing the diverse needs and priorities of his team
members, particularly those with young families, Jay
allows the flexibility to work from home a couple of
days in a week. This accommodation ensures that his
team can fulfill their professional responsibilities while
also attending to personal obligations.
Despite the demanding nature of their roles, Jay
ensures close collaboration within the team. Should a
team member require time to refresh and regroup,
others are readily available to pick up the slack
ensuring seamless operations and supporting each
other’s well-being.
Leadership Across Borders
The most impactful leadership experience for Jay
occurred in 2015 when he was selected to participate
in the Caribbean Canada Emerging Leaders Dialogues
(CCELD) program. This intensive program brought
together leaders from various sectors including public,
private, not-for-profit, and academia. Over the course
of two weeks, participants traveled between cities in
both Canada and the Caribbean, immersing themselves
in learning from industry-leading companies about
different leadership styles.
While the program was grueling and took a toll on Jay
physically and mentally, he found it to be the most
impactful leadership learning experience he had ever
encountered. The opportunity to engage with diverse
leaders and explore different perspectives deeply
enriched his understanding of effective leadership
practices.
Onward and Upward
Starting with education is crucial, especially
considering the plethora of Aviation Management
courses and degrees available now that didn’t exist in
the past, emphasizing the importance of a strong
educational foundation in the field. Jay highlights the
value of starting at the grassroots level, many people in
senior management roles started right on the front line,
and that is the best place to gain experience and learn
about the airline industry.
“Apply to airlines’ frontline positions, get your feet in the
door and start learning; then the sky’s the limit,” Jay
encourages. “So many in management are happy to
mentor young professionals willing to learn more,” he adds,
underlining the importance of seeking mentorship and
guidance from seasoned professionals.
“Once you start learning, don’t hesitate to reach out and
people such as myself would be happy to spend the time
and invest in your future,” Jay states, extending an
invitation for aspiring professionals to seek guidance
and support as they embark on their journey in the
aviation industry.
Work-life balance is so important,
especially in an industry like ours
which is always operating and
never stopping.
“

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About theAuthor
Jaslyin Qiyu has over 20 years of B2B and B2C brand, marke ng and communica ons
regional experience in various industries, Jaslyin specializes in brand building, client
experience management, content strategy, mul -channel performance marke ng, and
mobile engagement and op miza on strategies. She has managed regional marke ng
teams across Asia Paciﬁc, including Ci bank, EY, JLL, Kantar, Credit Suisse and State Street,
driving marke ng transforma on, building go-to-market strategies and se ng up high
performing marke ng teams from ground-up.
www.ciolook.com | May 2024 |
16

Harnessing the Power of
Social Media for Career Growth
Jaslyin Qiyu, Founder, Mad About Marketing Consulting
he presence of TikTok has given rise to a whole
Tnew platform for social influencers or “KOLs,”
which stands for “Key Opinion Leaders”,
especially in the B2C marketing world.
The concept of KOLs actually started in the B2B
marketing world, where senior business and often c-
suite leaders have their own unique and forward-
looking perspectives and opinions about topics related
to their profession or industry. Content is largely found
on LinkedIn and, increasingly, YouTube as well through
podcasts or vodcasts.
In the B2C world, the content is more entertainment
and, at most, infotainment, thus more of influencing
their followers in terms of lifestyle decisions socially
rather than really breaking new ground in terms of
more macro-level issues. Content is largely found on
TikTok, Instagram, YouTube and sometimes Facebook
reels.
Regardless of B2B or B2C, tapping into social media for
personal and career growth is a long-term play.
Popularity usually doesn’t happen overnight unless
something controversial, usually negative, is shared.
But that is hard to sustain for long, and you have to
keep outdoing your original content to keep yourself on
the radar of the highly watched or followed content
producers out there.
It is also telling if the content produced by the
respective authors are close to their heart or genuinely
what they support or believe in versus if they are purely
doing it for commercial purposes to make a quick buck.
This is especially true of B2C social content influencers.
Although they would pretty much have their lives on
display for all to see, most are part and parcel of their
daily lives, thus presenting a more convincing
disposition for their followers. Some might make
additional effort to plan out their content in a flow over
a period of time to space things out and keep things
fresh, especially if they are under the guidance of a
social influencer agency, which has in itself been a huge
boom in the market.
Often, these influencers have their own day jobs, which
can make them more relatable to the everyday person
on the street but with that additional x-factor to make
them stand out amongst the ‘ordinary’ to reach
‘aspirational’ status.
For B2B influencers, they pretty much are doing this as
a core part of their day job and often, only job as it helps
with getting new clients for their companies, expanding
their company’s existing portfolio of services sold to
clients and getting new job opportunities from head-
hunters.
Traditionally, many folks on LinkedIn see it as a platform
purely for job searching and thus, they often also
commit the mistake of becoming more active on the
platform only when the time comes for them to start
searching.
Everyone needs to know and understand the theory of
“out of sight, out of mind” when it comes to social
content and networking on these platforms, be it
LinkedIn, Tik Tok, IG etc.
Consistency is key to gradually grow your network and
influence with credible content that speaks to your own
unique experience and viewpoints. It is not about
showing off; at least not if you genuinely believe in what
you are putting out there and sharing it for your
network to benefit from it. Sharing is caring.
People don’t just start paying attention to you as well
overnight and don’t just share about what you or your
company are selling. Instead, think about what you are
personally passionate about and start forming opinions
about why it matters. This can be related to your field of
expertise; it can be based on your personal learning
journey at that point of time. It can also be causes that
you care about.
I understand that when it comes to LinkedIn, some
companies can be sticky about employees sharing
CXO
17

opinions about things in general; story
for another day but I would actually
advise companies to empower their
employees in the right way for their
own employer branding.
Some tips for folks who wish to share
but are unsure, especially on LinkedIn
to help with your own career growth,
and expand your network and
opportunities available:
Is this sharing something that will be
helpful for your network and their
network to know?
Will it cause unnecessary pain,
conﬂict or worse, tensions in race,
religion, creed and culture?
Is it harmful to someone’s reputation
if you share it? If so, do you have facts
to back it and how is it helpful for
others to know about this?
Will it inspire others to learn and
beneﬁt from the learning in a positive
way?
Imagine if your parents, siblings, partner or best friend
or someone you profoundly respect and care about
were to read it; would it be something they would be
proud or supportive of?
If you answer “Yes” to 2. and 3., then you should think
twice about what you’re about to share and see if
there’s a way to position it differently if the topic is still
something you care deeply about.
I personally think that while one man’s meat is another
man’s poison, what we put out there in terms of content
should always serve to help others positively and to be
as objective as possible.
If it does more harm than good in putting the content
out there, then you should think twice about the
repercussions on yourself and the people you care
about.
Last but not least, always remember that you have to
enjoy putting out the content and there are many
different ways to do it, especially now on LinkedIn:
Comment on posts others in your network have shared
to demonstrate your own viewpoints and expertise
Contribute to community articles and topics
Share articles or even posts of your own with a
perspective as to why it matters to you
Share about events or programs you have attended or
come across
Share about professional and personal projects you
have contributed to and how they have helped you and
others around you
18

From the Wright Brothers
to Beyond the stars, Aviation
and Aerospace continue
to Redeﬁne what's Possible.

Flying into the Future
20

he aviation and aerospace industry has always
Tbeen at the forefront of innovation, pushing the
boundaries of what is possible and shaping the
way we travel, explore, and connect with the world. In
recent years, a wave of groundbreaking technologies
and trends has been reshaping the industry, ushering in
a new era of aviation that is safer, more efficient, and
more sustainable than ever before. From electric
propulsion and autonomous flight to space tourism and
supersonic travel, the future of aviation is filled with
promise and possibility.
Electric Propulsion
One of the most transformative innovations reshaping
the aviation industry is electric propulsion. Electric
aircraft, powered by batteries or fuel cells, offer the
potential to revolutionize air travel by reducing
emissions, noise, and operating costs. Companies like
Airbus and Boeing, as well as startups like Lilium and
Joby Aviation, are in charge of developing electric
aircraft for a variety of applications, from urban air
mobility to regional transport. With advancements in
battery technology and electric propulsion systems,
electric aircraft are poised to become a mainstream
mode of transportation in the coming years, offering
passengers a cleaner, quieter, and more sustainable way
to fly.
Innovations Reshaping the
and
21

Autonomous Flight
Autonomous flight is another innovation that is
reshaping the aviation industry, promising to make air
travel safer, more efficient, and more accessible.
Autonomous systems, powered by artificial intelligence
and machine learning, have the potential to automate
various aspects of flight operations, from takeoff and
landing to navigation and traffic management.
Companies like Boeing and Airbus, as well as startups
like Skydio and Zipline, are developing autonomous
aircraft and drones for a range of applications, including
cargo delivery, passenger transport, and aerial
surveillance. While fully autonomous passenger flights
may still be several years away, the technology is
rapidly advancing, and the potential benefits are
immense.
Space Tourism
Space tourism is another emerging trend that is
reshaping the aerospace industry, offering civilians the
opportunity to travel beyond Earth's atmosphere and
experience the wonders of space firsthand. Companies
like SpaceX, Blue Origin, and Virgin Galactic are
pioneering the development of space tourism vehicles
and infrastructure, aiming to make space travel
accessible to a wider audience. With advances in
reusable rocket technology and space tourism vehicles,
space tourism is poised to become a reality in the near
future, opening up new opportunities for exploration,
research, and commercialization in space.
Supersonic Travel
Supersonic travel is making a comeback, with
companies like Boom Supersonic and Aerion
Supersonic developing next-generation supersonic
aircraft capable of flying faster than the speed of sound.
These aircraft promise to revolutionize long-haul travel
by significantly reducing flight times and increasing
efficiency. With advancements in aerodynamics,
propulsion, and materials technology, supersonic
aircraft are poised to become a viable option for
commercial air travel in the coming years, offering
passengers a faster, more luxurious, and more
comfortable way to fly.
Sustainable Aviation
Sustainability is a key focus area for the aviation
industry, with companies and governments working
together to reduce the environmental impact of air
travel. From electric propulsion and biofuels to carbon
offsetting and emissions trading, a range of strategies
are being implemented to reduce greenhouse gas
emissions and mitigate the environmental footprint of
aviation. In addition to technological innovations,
operational improvements, such as more efficient flight
planning and air traffic management, are also helping to
reduce fuel consumption and emissions. With a
concerted effort from stakeholders across the industry,
sustainable aviation is within reach, paving the way for
a greener, cleaner future for air travel.
Conclusion
The aviation and aerospace industry is undergoing a
period of rapid transformation driven by a wave of
groundbreaking innovations and technological
advancements. From electric propulsion and
autonomous flight to space tourism and supersonic
travel, the future of aviation is filled with promise and
possibility. By embracing these innovations and
working together to overcome challenges, the industry
is poised to usher in a new era of air travel that is safer,
more efficient, and more sustainable than ever before.
As we fly into the future, the sky is no longer the limit—
it's just the beginning of a new era of exploration and
discovery.
22

"Aviation is proof that given
the will, we have the capacity
to achieve the impossible."
Eddie Rickenbacker

Leaders Navigating the
Complexities of
Project Management
s leaders navigate the complexities of project
Amanagement, they must draw upon a diverse
array of skills, from strategic planning to team
coordination. Let's explore some tips for effective
project management, drawing insights from real-world
experiences and the principles of emotional intelligence
(EI) in leadership.
1. Define Clear Objectives and Scope: Every project
should begin with a clear understanding of its purpose
and scope. Leaders must define concrete objectives,
outline deliverables, and establish measurable success
criteria. By setting clear expectations from the outset,
teams can align their efforts and stay focused on the
desired outcomes.
2. Cultivate Emotional Intelligence in Leadership:
Emotional intelligence plays a vital role in project
management, Leaders must cultivate EI competencies
such as empathy, self-awareness, and relationship
management to navigate challenges and foster
collaboration within project teams. By understanding
the emotions and motivations of team members,
leaders can build trust, resolve conflicts, and inspire
peak performance.
3. Develop a Robust Project Plan: Effective project
management hinges on meticulous planning. Leaders
should develop comprehensive project plans that
outline tasks, dependencies, timelines, and resource
allocations. project plans should be agile and flexible,
allowing for adjustments as circumstances evolve.
4. Communicate Clearly and Consistently:
Communication lies at the heart of successful project
management. Leaders must establish channels for clear
and consistent communication, keeping team members
informed and engaged throughout the project lifecycle.
Regular meetings, status updates, and feedback
sessions facilitate transparency and accountability,
ensuring that everyone is aligned towards common
goals.
5. Empower and Support Your Team: Empowering
team members is a key factor of any project , effective
project management requires leaders to empower and
support their teams, providing them with the tools,
resources, and autonomy they need to excel. By
fostering a culture of trust and empowerment, leaders
can unleash the full potential of their teams and drive
innovation.
6. Monitor Progress and Adapt as Needed: Project
management is an iterative process that requires
constant monitoring and adjustment. Leaders should
track progress against milestones, identify potential
risks and roadblocks, and take proactive measures to
address them
7. Foster Collaboration and Accountability:
Collaboration is instrumental in the success of project
success. It builds relationships with various
stakeholders. Similarly, effective project management
relies on collaboration and accountability. Leaders
should foster a collaborative environment where team
members feel empowered to share ideas, collaborate
on solutions, and hold each other accountable for
results. By fostering a sense of ownership and
collective responsibility, leaders can drive project
success.
8. Leverage Technology and Tools: Technology played a
pivotal role in the success of any project , a project
managers can leverage technology and project
management tools to streamline processes, improve
collaboration, and enhance productivity. From project
management software to communication platforms,
invest in tools that facilitate efficient project execution
and communication among team members.
24

9. Prioritize Stakeholder Engagement: Stakeholder
engagement is crucial to support the project progress.
Likewise, effective project management requires
leaders to prioritize stakeholder engagement and
communication. Identify key stakeholders, understand
their needs and expectations, and keep them informed
and involved throughout the project lifecycle. By
fostering strong relationships with stakeholders,
project managers can garner support, mitigate risks,
and ensure project success.
10. Identify the Right Skill Sets: The ﬁrst step in team
selection is identifying the necessary skill sets and
expertise required to accomplish the project objectives.
Assess the project's scope, deliverables, and
requirements, and then identify the speciﬁc technical,
functional, and interpersonal skills needed to execute
the project successfully. Look for team members who
possess the right blend of skills and experience to
contribute to the project's success. Team chemistry and
cohesion are vital for effective collaboration and
performance. When selecting team members, consider
how well they complement each other's personalities,
work styles, and strengths. Look for individuals who can
work well together, communicate effectively, and
support each other through challenges and triumphs.
Foster a sense of camaraderie and mutual respect
within the team to enhance cohesion and teamwork.
11. Continuously Evaluate and Adjust: Effective team
selection is an ongoing process that requires
continuous evaluation and adjustment. Monitor the
performance and dynamics of the project team closely,
and be prepared to make changes as needed. If certain
team members are struggling or not meeting
expectations, provide support, coaching, or
reassignment as appropriate. Likewise, if new skills or
expertise are required to address evolving project
needs, consider bringing in additional team members or
resources to bolster the team's capabilities.
C X O
25

12. Practice Risk Management: Navigated risks and
challenges amidst conflict and instability, effective
project managers must practice proactive risk
management. Identify potential risks and uncertainties
that could impact project outcomes, assess their
likelihood and impact, and develop mitigation strategies
to minimize their effects. By anticipating and
addressing risks early on, project managers can
safeguard project success and mitigate potential
disruptions.
13. Celebrate Achievements and Learn from Mistakes:
In the journey of any project manager we saw how
perseverance and resilience led to remarkable
achievements despite adversity. Similarly, effective
project managers should celebrate successes and
milestones along the project journey, recognizing and
rewarding team efforts. Additionally, embrace failures
and setbacks as opportunities for learning and growth.
Encourage a culture of reflection and continuous
improvement, where team members feel empowered
to learn from mistakes and apply lessons learned to
future projects.
Conclusion: Effective project management is both an
art and a science, requiring a blend of technical
expertise, strategic foresight, and emotional
intelligence. By following these tips and drawing
inspiration from real-world experiences, leaders can
navigate the complexities of project management with
confidence and achieve success in their endeavours.
About the Author
Mohammed Al-Agbari, Founder of Teknokeys Co, Project
Manager and Business development manager, A
professional in the field of technology and digital
transformation, has demonstrated remarkable
leadership and expertise. With a proven track record of
driving innovation and delivering results. Implemented
successful projects in the field of E-Commerce and
Marketplace in addition to information security and
cybersecurity, showcasing a commitment to excellence
and forward-thinking strategies.
In his current role, he is responsible for overseeing
technical development, fostering collaboration, and
driving digital initiatives to propel organizations
towards success in today's rapidly evolving landscape.
26

"The higher we soar, the smaller we
appear to those who cannot y."
฀ Friedrich Nietzsche

The Role of
Emotional Intelligence
on Leadership and
Organisational Culture
n the fast-paced and commercially driven dynamics
Iof the current market, many leaders often neglect
the role emotional intelligence plays in leadership
success. Most individuals in leadership roles are
exclusively result-oriented and focus on numbers alone;
though a data-driven thought process is an absolute
must for any organisation to succeed and reduce bias, it
is important to factor emotional intelligence into the
organisational culture to stay relevant in today’s self-
motivated landscape. Many tend to view empathy and
emotional intelligence as a subjective factor in decision-
making as opposed to the more objective elements like
data and reports. However, it is important to measure
emotional intelligence and factor it into data to ensure
a 360 viewpoint.
What is Emotional Intelligence?
Emotional Intelligence (EI) or Emotional Quotient (EQ)
depicts one’s aptitude to manage and comprehend the
emotions of oneself and those of the individuals around
them. From an organisational perspective, it
encompasses the ability to view, understand and read
the emotions of team members while ensuring that
their own emotions are regulated in an appropriate
manner. There are five categories of emotional
intelligence to focus on, which include Self-Awareness,
Self-Regulation, Empathy, Motivation and Social Skills.
These categories are often interconnected while
dealing with employees on a regular basis.
Why is it important to promote Emotional
Intelligence?
Post-COVID-19 era: has marked a significant shift in
the mind-set of employees across the globe. Individuals
are no longer happy to aimlessly contribute their
efforts in exchange of pay checks alone. There is a
demand to be associated with an organisation that has
good culture promoting fairness and ethics, safe
environment subsidizing towards better health (both
physical and mental), and to be heard and valued for
their work, experiences and point of views.
Gen Z entering the job market: noteworthy changes
observed in terms of how the new generation views
work and their personal priorities. Organisations can
no longer enforce outdated methods and culture, while
continuing to remain relevant to the dynamics of the
generational shifts brought upon the job market.
Increase in the outflow of talent and diversity in the
job market: with the socio-economic and political
changes across the globe, a surplus of talent in the
market detected. It is important as an employer to
stand out and attract the talent pool. In order to
become the employment destination of choice, every
organisation require building their brand value in order
to entice high potential candidates from the market.
Improving the organisational culture to ensure the
organisation is known for their empathetic viewpoint
and embody the importance of emotional intelligence
in its culture can heavily contribute towards building a
reputation in the market, that attract diverse set of
talent.
Henceforth, to motivate and retain potential talents
and appear relevant in the market it is important for
leaders to invest time and efforts to ensure the
environment focuses on promoting emotional
intelligence.
How to build an Emotionally Intelligent organizational
culture?
There are plenty of ways to ensure the organisational
culture encompass emotional intelligence within its
28

CXO
environment. Some of the imminent ways to
achieve this can be as follows:
Feedback Driven Culture: Understanding the
emotional space of the employees of varying
hierarchy is vital for any organisation that aims to
build a safe culture for its employees. Regular
feedback collection is a healthy way of monitoring
the current state of the organisation and work
towards enhancing the culture. This can be
achieved by various ways, such as pulse/employee
feedback surveys in regular interval, focus group
design thinking workshops, more organised Ask
Me Anything - AMA sessions/platforms.
Reducing the gap between employee and
leadership: In most organisations, there often is a
palpable distance between the senior leadership
and the employees. Employees having lack of
access to their leaders and viewing them like in-
house celebrities contributes towards a culture
that is numbers driven. In such environments,
employees tend to feel disposable and lack a sense
of belonging and motivation. Reducing this gap
between the leadership and employees opens the
door to have emotionally intelligent perspective
and enriches the culture where diverse set of
employees feel heard and valued. The
organisations can take several steps to bridge the
gap; by incorporating Open Door Policy, organised
Town hall/ business sessions followed by open
Q&A forum to allow questions, regular scheduled
casual lunches/tea session with different group of
employees, ensuring more participation of
leadership in the company organised engagement
events and team building activities.
Organising Coaching and Training initiatives to
improve empathetic overview of new leaders: By
designing a program that enables the right behavioural
and thought leadership for new and existing individuals
either already in or those getting groomed for
leadership roles, helps ensure the culture is set at the
mid management and senior leadership levels. More
often, companies do not realise the importance of
people skills and emotional intelligence prevailing at
the mid management levels, as this is the make or break
phase of any organisational operations. It is vital to
design consistent developmental programs that cover
soft and people skills inclusive of emotional intelligence
and empathy.
Promoting a culture of safe communication: Efforts
need to be put together to ensure the organisational
environment is safe for open communication. This can
we achieved through regular feedback collections, open
door policy with leaders and HR, anonymous platforms
to collect feedback, suggestions and concerns including
whistle-blower initiatives. The organisation also
require to ensure the safety and conﬁdentiality of the
individuals who come forward to discuss topics that are
unconventional, engage in well documented
investigations (if required), and incorporate training
initiatives with their leaders and emerging leaders to
ensure they create a safe space within their
environment that allows open communication.
www.ciolook.com | 2024 |
May
29

How can Leaders measure emotional intelligence to
reduce bias?
Measuring emotional intelligence (EI) in an
organizational setting can be challenging due to the
subjectivity and the potential for bias. Some strategies
that can help reduce bias in measuring emotional
intelligence includes:
Multisource Feedback including 360-Degree
Feedback: It is vital to gather feedback from a variety
of sources, including peers, direct reports, supervisors,
and even clients or customers. This approach can help
to provide a more comprehensive view of an
individual's emotional intelligence by gathering insights
from different perspectives.
Behavioural Interviewing: Incorporating a competency
framework while designing questions for interviews, be
it for new hires or internal design thinking sessions,
focusing on past behaviours and situations that
demonstrate emotional intelligence. An example can be
to ask candidates to describe a time when they
successfully managed a conflicting situation or when
they provided support to a team member can reveal
their ability to understand and navigate emotions.
Performance Reviews: Incorporating emotional
intelligence competencies into performance evaluation
criteria to assess how well individuals demonstrate
emotional intelligence skills in their day-to-day tasks,
interactions, and decision-making processes.
Psychometric Assessments: Using validated
assessment tools specifically designed to measure
emotional intelligence. These assessments should focus
on observable behaviours and competencies rather
than subjective impressions. Ensure that the
assessments are culturally and contextually
appropriate for the organization to minimize bias.
These assessments would help while designing
individual development/ leadership development
programs by providing a baseline to build the coaching
program on.
General Observation: General observations and
keeping an eye out for patterns of behavioural
outcomes are often helpful to further base
investigations. Evaluation of behaviours exhibited by
leaders and employees in various situations, looking for
indicators such as empathy, self-awareness,
adaptability, and social skills. This observational
method can provide valuable qualitative data on
emotional intelligence. Provided the risk of subjective
observations with potential for unconscious bias, one
should never only make decisions based on third party
observations and ensure factual evidence is there to
support any action.
Anonymous Reporting: Implementing mechanisms for
anonymous reporting of behaviours related to
emotional intelligence through whistle-blowing policy
and platforms can encourage employees to provide
honest feedback without fear of retaliation or bias.
Continuous Evaluation: Emotional intelligence is not
static and can evolve over time. Thus, it is important to
implement regular evaluations and check-ins to assess
progress and provide feedback for development.
Data Analysis and Benchmarking: regular collection
and analysis of data on emotional intelligence metrics
over time to compare individual and group
performance against benchmarks helps in identifying
areas for improvement and track progress.
By incorporating a combination of these strategies into
the measurement of emotional intelligence in an
organisation, organizations can gain valuable insights
into the emotional intelligence of their workforce and
its impact on leadership effectiveness and
organizational culture. One can help reduce bias and
obtain a more accurate assessment of individuals'
abilities towards the critical area of leadership and
organizational culture. It is essential to approach
measurement with sensitivity and ensure
confidentiality to encourage honest feedback and
participation from employees.
-Sneha Banu, Assoc. CIPD,
About the Author
Sneha is a highly educated and experienced HR
professional with strong interpersonal skills. With a
rich educational background in Psychology with Human
Resources Management and an Associate member of
CIPD. She holds a diverse range of experience across
industries and domains. A versatile, innovative, and
creative leader with notable awards and recognition.
Multi-skilled and committed to staying updated in the
evolving HR landscape.
30

The higher we soar,
the smaller we appear
to those who cannot y.

Navigating the Skies
and
Trends
Challenges
he aviation sector, long characterized by its innovation and adaptability,
Tfaces a myriad of trends and challenges as it navigates through the skies of
the 21st century. From technological advancements and shifting consumer
preferences to regulatory pressures and environmental concerns, stakeholders
across the industry are tasked with addressing a diverse array of issues to ensure
the continued safety, efficiency, and sustainability of air travel.
Technological Advancements
Technological advancements continue to drive innovation in the aviation sector,
revolutionizing everything from aircraft design and manufacturing to air traffic
management and passenger experience. New materials, such as carbon fiber
composites, are making aircraft lighter, more fuel-efficient, and environmentally
friendly. Meanwhile, advancements in avionics, including digital cockpits and fly-
by-wire systems, are enhancing safety and automation in flight operations.
The rise of digitalization and connectivity is also transforming the passenger
experience, with in-flight Wi-Fi, personalized entertainment systems, and mobile
apps becoming standard features on modern aircraft. Furthermore, emerging
technologies like artificial intelligence (AI), virtual reality (VR), and augmented
reality (AR) hold the potential to further revolutionize air travel by improving
efficiency, safety, and passenger comfort.
Shifting Consumer Preferences
Consumer preferences in the aviation sector are evolving, driven by changing
demographics, socioeconomic factors, and technological advancements. Today's
travelers demand greater flexibility, convenience, and personalized experiences
when flying, prompting airlines and other stakeholders to adapt their offerings
accordingly.
The rise of low-cost carriers and budget travel options has democratized air
travel, making it more accessible to a broader range of travelers. Meanwhile, the
demand for premium and luxury services continues to grow among affluent
travelers seeking comfort, exclusivity, and personalized service.
32

May
33

Moreover, environmental sustainability has emerged as
a significant factor influencing consumer preferences,
with an increasing number of travelers prioritizing eco-
friendly airlines and sustainable travel practices.
Airlines are responding by investing in more fuel-
efficient aircraft, adopting sustainable aviation fuels
(SAFs), and implementing carbon offsetting programs
to reduce their environmental footprint.
Ensuring Compliance
The aviation sector operates within a highly regulated
environment, with stringent safety, security, and
operational standards set by national and international
regulatory bodies. Compliance with these regulations is
essential to ensure the safety and integrity of air travel,
but it also presents challenges for airlines,
manufacturers, and other industry stakeholders.
Regulatory pressures in the aviation sector are further
compounded by geopolitical tensions, trade disputes,
and global health crises, which can disrupt supply
chains, impact market access, and introduce additional
compliance requirements. Furthermore, emerging
technologies, such as unmanned aerial vehicles (UAVs)
and urban air mobility (UAM), present regulatory
challenges related to airspace management, safety
certification, and privacy concerns.
Embracing Sustainability
Environmental sustainability has become a pressing
issue in the aviation sector, with growing awareness of
the industry's significant carbon footprint and
environmental impact. Aircraft emissions, noise
pollution, and habitat destruction are among the key
environmental concerns associated with air travel,
prompting calls for greater sustainability and emissions
reduction efforts.
To address these concerns, airlines and aircraft
manufacturers are investing in more fuel-efficient
aircraft, exploring alternative fuels, and implementing
operational measures to reduce emissions and
environmental impact. Additionally, industry
stakeholders are collaborating on initiatives to develop
and implement sustainable aviation fuels (SAFs), which
have the potential to significantly reduce greenhouse
gas emissions from aviation.
Infrastructure Challenges
Meeting the growing demand for air travel presents
significant infrastructure challenges for the aviation
sector. Airports, airspace, and air traffic management
systems are under increasing pressure to accommodate
rising passenger volumes, expand capacity, and improve
efficiency while maintaining safety and security
standards.
Investment in airport infrastructure, including runway
expansions, terminal upgrades, and modernization
projects, is essential to meet growing demand and
enhance the passenger experience. Similarly,
improvements in air traffic management systems,
including the implementation of advanced technologies
such as satellite-based navigation and digital
automation, are needed to increase capacity, reduce
delays, and improve efficiency in congested airspace.
Conclusion
The aviation sector is facing a myriad of trends and
challenges as it navigates through the skies of the 21st
century. From technological advancements and shifting
consumer preferences to regulatory pressures and
environmental concerns, stakeholders across the
industry are tasked with addressing a diverse array of
issues to ensure the continued safety, efficiency, and
sustainability of air travel.
By embracing innovation, investing in infrastructure,
and collaborating on sustainability initiatives, the
aviation sector can overcome these challenges and
continue to thrive in an increasingly interconnected
and dynamic global economy. As we look to the future,
it is essential that stakeholders across the industry
work together to navigate the skies safely, responsibly,
and sustainably, ensuring that air travel remains a vital
and indispensable mode of transportation for
generations to come.
34

To most people, the sky is the limit.
To those who love aviation, the sky is home.”

CXO
36

How to use Emotional Intelligence in Leadership
id you hear once the mantra « leave your
Demotions at the door »?
In a lot of companies, we can still live in a situation
where emotions are not welcome, and we tend to play a
character to secure our positions. Is something wrong
in your family or household? Are you angry because of
the work situation? Don’t mention it at work, you’ll be
perceived as weak…
In the office, we're often expected to mask these
feelings, presenting a stoic, calm front. This demand to
dissociate our emotional selves from our professional
personas not only stifles our authenticity but also
overlooks the profound impact emotions have on
fostering a vibrant, productive, and innovative
workplace culture.
It's high time we shift the narrative, acknowledging the
role of emotions not just as a natural aspect of our
being but as a catalyst for enriching our work
environments. This shift begs a deeper exploration of
how emotional intelligence (EQ) complements and
significantly enhances leadership effectiveness.
Embracing Emotions: A New Paradigm
For decades, emotions were seen as a barrier in the
professional setting—an unwelcome distraction from
rational decision-making. Yet, as we dive deeper into
understanding human behavior, it's clear that emotions
are not just fleeting feelings but pivotal components of
our intelligence system. They guide our decisions, fuel
our motivation, and shape our interactions. They are
just part of who we are!
In embracing emotions at work, we're not advocating
for uncontrolled expression without boundaries.
Instead, it's about acknowledging emotions as a natural
and essential part of the human experience, including
the professional realm. This acceptance fosters an
environment where employees feel seen and valued,
not just for their output but for their holistic selves. It
paves the way for more authentic connections,
encourages empathy, and builds a culture of trust and
support.
The Role of Emotional Intelligence in Leadership
At the heart of this cultural shift is emotional
intelligence—the ability to understand, use, and
manage our own emotions in positive ways to relieve
stress, communicate effectively, empathize with others,
overcome challenges, and defuse conflict. For leaders,
EQ is no longer a nice-to-have; it's a fundamental skill
set that differentiates exceptional leaders from the
merely competent.
Self-awareness and Self-regulation: It is all about
mindfulness. Leaders with high EQ are acutely aware of
their emotions and how they can affect others. They
practice self-regulation, avoiding bad reactions and
demonstrating thoughtful responses to challenges and
stress.
Empathy: Empathy is essential in emotional intelligence
in leadership. It's about understanding and sharing the
feelings of others. Empathetic leaders can put
themselves in their colleagues' shoes, fostering an
inclusive and supportive work environment that values
diversity of thought and experience.
Social Skills: Effective leaders leverage their emotional
intelligence to navigate social complexities, build and
maintain strong relationships, and inspire and influence
others. They are adept at managing teams, resolving
conflicts, and driving collective action towards shared
goals.
How to integrate EQ and Leadership?
How, then, can leaders cultivate and integrate
emotional intelligence into their leadership style? Here
are practical steps to consider:
Reflect and Acknowledge: Regular self-reflection helps
in understanding your emotional triggers and patterns.
May
37

Acknowledge your feelings and the impact they have on
your behavior and decisions. You can have a small
notebook where you truly write what you feel. It will
help you to recognize it but also will support to release
some tensions!
Active Listening: Engage in active listening to truly
understand your team's perspectives. This
demonstrates respect and opens up channels for
genuine dialogue. Don’t listen from your own narrative
but try to put yourself in other’s shoes; you’ll see the
world in a whole different way!
Foster an Emotionally Intelligent Culture: Lead by
example. Encourage your team to express their
emotions in constructive ways and create safe spaces
for sharing and collaboration. You can create some
spaces or start meetings by talking of more personal
stuffs. It will set the mood and people will be prepared
to handle the meetings incorporating personal
situations too.
Continuous Learning: Emotional intelligence is not
static. It requires continuous learning and adaptation.
Seek feedback, be open to change, and invest in
personal and professional development. The work of
self-awareness and EQ is a never-ending path.
The Ripple Effect of Emotionally Intelligent
Leadership
When leaders harness the power of emotional
intelligence, the beneﬁts ripple through the entire
organization. It leads to enhanced employee
engagement, reduced turnover, and a culture that
thrives on mutual respect and collaboration. Moreover,
emotionally intelligent leaders are better equipped to
navigate the complexities of change, driving innovation,
and ensuring resilience in the face of adversity.
Saying "Yes to emotions at work" is not just about
creating a more humane workplace. It's about
recognizing that emotional intelligence is a critical
component of effective leadership.
I, personally think that emotions at work are not a
weakness; they are a profound source of strength and
insight. It is about making the workplace a safe place
where we can be true to ourselves and where
authenticity is encouraged.
Embracing our emotional selves at work is a critical
step toward fostering a culture of inclusivity, empathy,
and resilience. It challenges us to look beyond
traditional metrics of success and to consider the
holistic well-being of our teams.
About the Author
A passionate and results-oriented Marke ng
Manager and Digital Transforma on leader with
over 15 years of experience in the ﬁeld.
Proven track record of success in developing and
execu ng marke ng strategies that drive brand
awareness, growth, and customer engagement.
He is skilled in a variety of marke ng disciplines,
including brand management, product
marke ng, digital marke ng, and innova on.
Wri en by - Ronan Massez
38

Flying is learning how
to throw yourself at the
ground and miss.

The Most Admired Leaders Shaping the Future of the Aviation & Aerospace Industry, 2024.pdf

The Most Admired Leaders Shaping the Future of the Aviation & Aerospace Industry, 2024.pdf

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