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    Early Leadership: Direction Alignment Commitment

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    莊益汉
    The document discusses the DAC (Direction, Alignment, Commitment) framework for leadership. It provides definitions for each component: Direction as shared vision and goals; Alignment as effective coordination of work; and Commitment as prioritizing collective success. The framework shifts focus from leaders acting on followers to a group's production of outcomes through shared leadership and collaboration. Evidence of the DAC components happening includes agreement on priorities, clear roles and coordination of work for Alignment, and extra effort and passion for the group's success under Commitment. The document applies the DAC model to leadership by second officers and cadets at Singapore Airlines, focusing on safety, efficiency, excellence and developing as top professionals.

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    Early Leadership: Direction Alignment Commitment

    Uploaded by

    莊益汉
    65 views6 pages
    The document discusses the DAC (Direction, Alignment, Commitment) framework for leadership. It provides definitions for each component: Direction as shared vision and goals; Alignment as effective coordination of work; and Commitment as prioritizing collective success. The framework shifts focus from leaders acting on followers to a group's production of outcomes through shared leadership and collaboration. Evidence of the DAC components happening includes agreement on priorities, clear roles and coordination of work for Alignment, and extra effort and passion for the group's success under Commitment. The document applies the DAC model to leadership by second officers and cadets at Singapore Airlines, focusing on safety, efficiency, excellence and developing as top professionals.

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    Leadership paper used in Singapore Airlines First Officer Training

    Original Title

    Early Leadership

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    The document discusses the DAC (Direction, Alignment, Commitment) framework for leadership. It provides definitions for each component: Direction as shared vision and goals; Alignment as effective coordination of work; and Commitment as prioritizing collective success. The framework shifts focus from leaders acting on followers to a group's production of outcomes through shared leadership and collaboration. Evidence of the DAC components happening includes agreement on priorities, clear roles and coordination of work for Alignment, and extra effort and passion for the group's success under Commitment. The document applies the DAC model to leadership by second officers and cadets at Singapore Airlines, focusing on safety, efficiency, excellence and developing as top professionals.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    65 views6 pages

    Early Leadership: Direction Alignment Commitment

    Uploaded by

    莊益汉
    The document discusses the DAC (Direction, Alignment, Commitment) framework for leadership. It provides definitions for each component: Direction as shared vision and goals; Alignment as effective coordination of work; and Commitment as prioritizing collective success. The framework shifts focus from leaders acting on followers to a group's production of outcomes through shared leadership and collaboration. Evidence of the DAC components happening includes agreement on priorities, clear roles and coordination of work for Alignment, and extra effort and passion for the group's success under Commitment. The document applies the DAC model to leadership by second officers and cadets at Singapore Airlines, focusing on safety, efficiency, excellence and developing as top professionals.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    Early Leadership

    Direction Alignment Commitment

    by Second Officers and Cadets of 2014 in conjunction with Pilot Development Unit

    We will realize it sooner rather than later, that Singapore Airlines places tremendous emphasis on leadership.
    Leadership makes things happen. It allows us to scale greater heights. Leadership creates possibilities.
    When it comes to things leadership, where do we stand as Second Officers?
    What do we do?
    How do we lead?
    It is a complex subject. For a start, we wish to reduce that complexity to a model that is easily understood. And as
    far as the definition of early leadership is concerned, we will not see it as being confined strictly to Second Officers.
    It also applies to Cadets and First Officers, whom all are in their junior capacities as flight crew.
    We find the mission statements of Flight Operations and Singapore Airlines to be of valuable guide and resource.
    The DAC model (Drath et al., 2008) provides a basis where we can start to practice leadership.
    This leadership module was featured in Second Officer Development Program (SODEP) Symposium 17 October
    2014.

    The DAC Model

    Direction

    Agreement on shared vision and goals

    Alignment

    Effective coordination and integration of the different aspects of the work so


    that it fits together in service of the shared direction

    Commitment

    People who make collective success (not just their success) a personal priority

    DirectionAlignmentCommitment (DAC for short) provides a framework to drive success and gives people a
    sense of direction. There is no specific content, no investment in how it is being used. It is all about the functionality
    of finding the best way to fulfil a purpose.
    The DAC framework shifts the focus on leaders acting on followers to a groups production of collective outcomes.
    It maximises the efforts of others towards achievement of a goal. In essence, this is shared leadership and collective
    efforts for collaboration. The framework also does not mention personality traits, attributes or even a title. It is a
    process of social influence.

    PDU EARLY LEADERSHIP 2014

    How was DIRECTION created?


    Taking pride as aviation professionals
    Familiarizing and believing in flight operations and company mission statements (shared purpose and
    goals, and making priorities)
    Ensuring financial viability of Singapore Airlines
    The mission statement of Flight Operations Division resides in the Flight Operations Quality Manual.
    It states: Fly our aircraft safely and efficiently for the satisfaction of our customers, shareholders and staff.
    We must protect our hard-earned reputation for high standards and flight safety. The demands are indeed very
    high to achieve mastery in our professional competencies. We want to be counted on.
    Singapore Airlines mission states: Singapore Airlines is a global company dedicated to providing air
    transportation services of the highest quality and to maximising returns for the benefit of its shareholders and
    employees.
    SQ is a valuable brand. SQ is world class. We are propelled to compete internationally. We seek quality in
    everything that we provide. We want to be great.
    Direction is essentially the congruity of the team's objective; a
    common set of goals which every team member wishes to achieve. In
    the context of our operations, flight safety is one such example
    A periodical reminder of company mission statements, shared vision
    and goals while taking pride as aviation professionals encompasses
    the direction component
    Personal success might be important. But achieving the goals
    collectively as a team should be the goal of a leader
    Being a junior member of the company, I think that would entail
    understanding the vision and goals of the company and division, and
    making it the pillar of our decision-making and actions. Topping the
    list and the two which I find most critical would be safety and
    efficiency. The need for safety cannot be over-emphasized and it is
    achieved through hard work
    Safety takes precedence
    Uphold high standards of operation to attain excellence

    PDU EARLY LEADERSHIP 2014

    How was ALIGNMENT created?

    Focusing correctly on training programs


    Building on technical and professional competencies and excellence
    Focus on professionalism and discipline
    Focus on safety
    Through awareness of cross-team collaboration benefits
    Opportunities to extend leadership
    Understanding of business environment
    Understanding optimum structures that bring benefits to the organization
    Collective effort from all members (cabin crew, engineers, traffic staff, etc.) synergizing towards a common
    goal
    Adapting continuously
    .

    How was COMMITMENT created?

    Keeping conscious about self-development to be a top aviation professional


    By staying with a group if committed, and leaving when one isnt
    By having an opportunity to influence the outcome
    Not accepting poor quality outcomes
    Through a contagious effect: Seeing others commitment increases ones own commitment
    To create the commitment component, a leader must take charge
    of his development towards becoming a true aviation professional,
    and be knowledgeable to positively influence the groups outcome
    and reject poor decisions along the way
    Thirst and passion for knowledge play a big factor in effective
    leadership. One must recognize that to be a good leader and aviator,
    one can never stop learning
    Commitment would entail willing to do over and above
    Slackening should be eliminated. A pursuit for continual
    improvement, be it individually or as a group, ensures a mindset that
    positively influences those around us

    DIRECTION: The DAC framework allows us to slot in our agreement on shared vision and goals.
    ALIGNMENT: It highlights the vital need to organize our resources. At flight operations and company levels, we
    need financial means, effective practices, appropriate technology, and people with the right technical knowledge
    and skills. Look around us in STC and elsewhere in the world, and ask if all our people, including external hires, are
    moving about in alignment.
    COMMITMENT: Personal success is essential and important. We also make collective success a personal
    commitment.

    PDU EARLY LEADERSHIP 2014

    Evidence of DAC
    HAPPENING

    NOT HAPPENING

    DIRECTION

    There is a vision, or a set of goals that


    everyone buys into
    Members of the collective easily
    articulate how and what they are
    trying to achieve together is
    worthwhile
    People agree on what collective
    success looks like

    There is a lack of agreement on


    priorities
    People feel as if they are being
    pulled in different directions
    Theres inertia; people seem to
    be running in circles

    ALIGNMENT

    Everyone is clear about each others


    roles & responsibilities
    --technical roles
    --as ambassadors for the company, our
    roles include going beyond flying
    duties
    The work of each individual/group fits
    well with the work of others
    Theres a sense of organization,
    coordination & synchronization
    Keeping in touch aka professional
    initiative (fleet meetings, town halls,
    company events, symposiums, fuel
    awareness workshop, long service
    awards)

    Things are in disarray: deadlines


    are missed, rework is required,
    theres duplication of effort
    Failing to make adjustments
    People feel isolated from one
    another
    Groups compete with one
    another

    COMMITMENT

    PDU EARLY LEADERSHIP 2014

    People give extra effort for group to


    succeed
    Theres a sense of trust & mutual
    responsibility for the work
    Hungry for knowledge even after
    checkout
    Setting good examples
    Strive to be exemplary professionals
    Members of flight ops community
    expresses considerable passion &
    motivation

    Only the easy things get done


    Everyone asking, Whats in it
    for me?
    People are not walking the talk
    People dont see it
    People dont participate

    Each individual is required to be conscious about selfdevelopment to be on top of their game


    We take personal ownership in our training, to increase our
    competencies and knowledge
    We need to constantly review and strengthen our commitment
    in order to preserve and to cultivate leadership
    Commitment is the desire of team members to do well within
    their individual realm of responsibilities. It is the passion and
    pride exuded sometimes beyond professionalism. An example
    would be for us as pilots to possess the thirst for knowledge,
    beyond our manuals and derived from self-motivation. Such
    commitment can be infectious within the organisation and
    influence those around to achieve beyond mediocrity
    One of the most important point I picked up is social influence.
    When one is clear of his duties and eager to learn, the individual
    can easily motivate the rest in the group to do the same
    Only a concerted effort from all members of the SIA group will
    bring the Company to its ultimate goal and fulfil its mission
    statement
    We have to share knowledge and experiences

    There are many styles and routes to effective leadership. The DAC approach is different in that it does not
    depend on the single-leader influence. In the future, the leader-influence group will have to rely again on the
    vision-influence approach (which may or may not work again depending on the quality of the vision and the
    openness to influence of his charges). However it would be sensible to deduce that DAC does not invalidate the
    single-leader influence. Leadership happens in many ways. In this regard, the DAC approach is rather
    sustainable.
    The three outcomesdirection, alignment, and commitmentmake it possible for individuals to work
    together willingly and effectively. When leadership is happening, direction, alignment, and commitment must
    surely happen, and vice versa. Although the DAC does not specifically mention personality traits or attributes,
    positive qualities will inevitably manifest themselves when leadership outcomes are good.

    singapore airlines

    14,160

    sia engineering group

    6,432

    silkair

    1,462

    sia cargo

    914

    others

    832
    31 march 2014
    23,800

    PDU EARLY LEADERSHIP 2014

    The company staff strength is 14,160 as at 31 March 2014. The pilot community represents approximately 15%
    of the total count. The opportunities to lead and to influence are abundant. As we move forward in our career,
    we can positively influence both our junior colleagues, and up (managers). We can also influence other
    colleagues in the SIA group, and customers. Leadership isnt about position. When we become role models, our
    actions will rub off on all who are around us its social influence. Ideally, there is DAC at all levels of pilot
    ranks, and at all levels in the organization.
    I performed my work as a Second Officer, dutifully transferring
    load figures onto CFP as part of my cockpit pre-flight
    preparations. Additionally, my Captain felt a sense of
    disappointment when the passenger loads are average. Now I
    understand that it is just more than just a figure in the
    procedural sense. I feel that my Captain displayed an admirable
    sense of commitment to his profession and the organization
    SIA is a global brand that is well known and respected. It is one
    that we as members must protect and seek to enhance. As
    second officers, we can achieve that by developing leadership
    skills early
    Striving to be the best professional we can be. It sets the
    foundation for all further development. I view this as personal
    leadership taking onus of ones own development in order to
    serve the larger community
    At Cadet level, my interpretation of leadership will be the ability
    to follow and to have the courage to lead when the occasion
    arises

    Leadership is shared taskultimately, you can only make it happen with others. In flight operations, we have
    the gift of shared passion and belief that together, we can achieve plenty. Leadership isnt a starting point, a
    moment in time, or a one-off event. We have to start to exemplify leadership because leadership is
    incremental and continuous. We have to pay attention to leadership and make it happen.

    Second Officers & Cadets of 2014


    Pilot Development Unit
    2014 Flight Crew Training | Singapore Airlines
    [email protected]
    www W@VES

    PDU EARLY LEADERSHIP 2014

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