Chris Smith has spent years in the world of aviation, but his passion for leadership and helping others grow is what really drives him. As a Senior Lecturer, aviation counsellor, and now author of Leadership at 43,000 Feet, Chris brings a unique mix of experience to the table. In his book, he blends stories from his flying career with practical advice on leadership—whether you’re in the air or on the ground.
We sat down with Chris to chat about what inspired him to write the book, how being a pilot shaped his approach to leadership, and why humility plays such a big role in leading others. His down-to-earth advice has something for everyone, whether you’re managing a team or just trying to navigate life’s challenges.
Chris, your memoir Leadership at 43,000 Feet blends aviation adventure with leadership lessons. What inspired you to write this book, and how do you hope it will resonate with both leaders and those outside the aviation industry?
The most important driver for me to write this book was for my kids, and theirs. I wanted them to learn more about me, my life, experiences I’ve had, good and otherwise, and lessons I’ve learned.
I had no idea what was ahead of me, and learned that that was ultimately a good thing, otherwise we’d just be living a script. And it’s the unknowing, especially the unexpected and difficult that grows us as adults and leaders, no matter the walk of life we follow. It’s critical to pass on experience. We don’t have to learn from our own mistakes and repeat those of others again and again. Learn from others. The next generation can then start from a higher base.
In your experience as a pilot, decisions often carried life-or-death consequences. How did those high-stakes moments shape your approach to leadership, and what can leaders in other fields learn from them?
If we’re striving for more, stretching the boundaries, it’s all about probability and risk, but no risk takes us nowhere; there will be no progress in business, or professionally, or personally. Sometimes serious circumstances will arise unexpectedly and quickly when there is no-one to turn to for a final decision. It’s up to you.
The more we’re exposed to the unexpected, the more we actively challenge ourselves to even potentially be exposed to them, the less daunting they become, but we must have those experiences to build our capability and resilience. Only then will we truly know how we’ll respond to criticality. We learn about ourselves.
Most importantly, we are information-collators. We are not the experts in all areas; our staff (our ‘crew’) are, and we must learn to create the environment for them to open up and trust us totally. The final answers will come from their input. And that can be the difference between success and failure.
You’ve been a strong advocate for peer mental health support in aviation. Can you share how your work in this area began and why it’s such a critical issue in high-pressure industries like aviation?
Having held many roles in the aviation industry, and 20 years in the pilot assessment area in particular, I recognised that people (pilots) were being exposed to unnecessary stress. Once that happens, the assessment becomes a pressure test, not a standards test.
Yes, we need to ensure they can perform under extreme emergency conditions, but this is very different. It’s career threatening. Fail twice and their job is under threat and therefore so is their family.
Moreover, a declaration of any mental health issue results in being grounded from flying, requiring assessment. Clearly this drives the problems underground and that’s the last thing we want – in any critical profession. That’s the real danger – untreated mental health issues.
In your book, you challenge traditional notions of leadership, emphasising the importance of earning respect through genuine connection. How do you see this approach transforming leadership in today’s workplace?
We are witnessing a decline in the desire for purely commercially oriented leadership. Staff (‘aware’ staff) want more, and that’s not too much to ask. ‘Unaware’ staff (those who don’t know anything else) are delightfully excited and motivated when their eyes are opened to what a workplace can be.
Indeed, that’s not true leadership at all, but good commercial management, and while good commercial management can result in increased profits and a higher share price, too often it’s short-lived, and certainly not a good enough guard against inevitable volatility.
We need to recognise that the usually-structured leadership philosophy results in usually-witnessed results, which are all too often usually-good, not great, as they can be.
We need to recognise that the usual leadership structures result in usual results, which are all too often the usual, that is, good, not great, as they should be.
True leaders build for the short and long haul and create the cultural depth to push through no matter what, consequently building iconic organisations and their own legacy, and that takes more than financial management. It takes the following to do that. Without staff, there is no leader.
Great leaders in any walk of life, business included, stand for something that means something to the staff and the population. They come to work for something bigger. People want leaders they aspire to emulate. Only through genuine, earned respect, can this be done. Put the staff at the centre. Generate respect and watch the results.
You’ve navigated many crises in your career, both in the cockpit and in leadership roles. What are some key strategies you’ve learned for staying calm under pressure and making impactful decisions?
The first thing – do nothing. Think. This is critical. If you want to go ‘faster’, it’s imperative to deliberately slow down. You’ll achieve much more, take others with you, and exponentially reduce your chances of making a mistake.
When under enormous personal pressure, keep your timeframes short. Think in the present. ‘We have this issue under control right at this minute’. Thinking too far ahead can induce catastrophising and a sense of being overwhelmed. This increases the risk of error. As immediate, urgent pressures are worked through, then increase the timeframes. It’s about taking and keeping control.
Remember, under normal operating conditions, normal hierarchy reins. Under emergency circumstances, specialist knowledge or skills take precedence. We don’t have all the answers – our staff do. Be humble, ask, ask again, then decide. That’s control.
As someone who has transitioned from aviation to leadership consulting, how do you manage the shift in pace and responsibilities? Are there any daily routines or practices that help you maintain your focus and well-being?
Preparation has been key (an essential aviation lesson). Aviation is fast paced, fully shift work oriented, and stressed. Every action taken and word uttered in the flight deck is recorded; decisions dissected; standards relentlessly tested. The commitment is total, and leaving can be a difficult transition. Being mentally prepared is crucial and to have fulfilled one’s career aspirations is fundamental.
Much of my apprehension was also placated as I had preplanned to transition from one career I’ve loved to another, and to have incorporated ‘first career’ lessons into the ‘second’ assisted to alleviate concerns also. Indeed I had commenced the second before finishing the first. I ensured therefore there wasn’t a complete severing of the tie. And I was ready.
While the pace is deliberately reduced, self-awareness is important. I know what works for me. Key is to ensure I have productive goals set – interviews, presentations, written articles and so on – which keeps me forward-looking and optimistic, and I set time each day for preparation.
This is balanced with regular exercise that I enjoy – in my case, cycling on a trainer. It needs to be enjoyable, so I couple it with music.
Spending time developing our historical house provides a great sense of tangible achievement as well. And of course, making time each day for my wife and family.
Looking back at your decades-long career, what is the most valuable leadership lesson you’ve learned, and how do you hope to pass that on to future leaders through your book and consulting work?
Of all lessons learned, it’s this. The leadership superpower is humility, genuine humility.
Humility is potency without limit. If we have it, people will open up to us and tell us the truth, both professionally and personally. They will demonstrate their trust in you. It will earn you the respect of the masses. It will give you something much more powerful than power or authority itself, and that’s influence.
Power ceases when we leave a role. Influence is permanent. That’s leadership, and true leadership means not having to use that power – because we have that influence. And it all starts with humility. That is why the subtitle of my book is, ‘Real leaders don’t need a title’. How do we demonstrate it? Ask and ask again, then decide, and be with them on the front line whenever you can.
This and subsequent books (underwriting now), and consulting work all incorporate this essential core. It sends the message that great leaders are great people first.
