Team DyNAmics: Lessons From The Diamond Nine: #3 of 16: Process

by | Nov 10, 2015 | Creating High-Performing Teams | 0 comments

This is the 3rd article in a series of 16, in which, I will share facts with you about the world-famous RAF Red Arrows Display Team aka The Reds, regarded as one, if not the world’s premier aerobatic display teams, applying what they successfully do to the highly-effective and acclaimed Team DyNAmics© model and programme that I have created and run with leadership, operational and project teams to help them transform and achieve even greater success.
Hopefully, you will learn some fascinating facts about the Red Arrows and be provided with hints and tips from my Team DyNAmics© model and programme.


Red Arrows Fact: The 9 pilots in the display team, are supported by approximately 130 other team members, including support and logistics crews, as well as highly-trained engineers. The Red Arrows have always flown whichever aircraft is in service as the Royal Air Force’s advanced fast jet trainer; currently the BAE SYSTEMS Hawk T1The Hawk aircraft flown by the Team and most of its components are all British made. During international tours the Red Arrows demonstrate both British skill and British technology to millions of people.
The engineers are affectionately known as “The Circus”. It is their job to ensure that the planes are “display” ready at all times. During displays, the planes are travelling at over 400mph, with distances of sometimes only 6ft between them. It is of paramount importance that the engineers are at the top of their game. When the engineers work on a plane, there is a detailed procedure list and tick sheet that they each have to complete. Each tool used on the plane has to be signed out and checked back in. Just think of the consequences of a misplaced spanner falling onto a pilot’s helmet, whilst they were completing a role at 1,500ft above the ground, experiencing over 2G gravity on them! If a tool is misplaced, the plane is grounded until it is found.

Team DyNAmics©

If you or a member of your team, called in long-term sick, would you or your team members know what to do to cover their job? Do you have written processes and procedures that can be easily used to ensure jobs can be completed by any member of the team, if the need arises?
I’d imagine that the majority of people reading this will probably be saying no. Apart from those jobs that have a high-degree of risk or need to show compliance to a particular standard or for legal reasons, most teams do not have written procedures and processes.
Whilst the job of documenting these is an onerous and time-consuming one, there are a number of benefits, below are just a few:

  1. Risk-reduction. As mentioned, if anyone in your team goes off long-term sick, or indeed decides to leave for another job, documented procedures can help a new team member complete their job and ensure operational stability.
  2. Documenting processes can help efficiency. When documenting the processes, challenge them. Are they needed? Are there any steps that are redundant? Is their new tools or technology that would increase effectiveness of the process?
  3. Compliance. Having written procedures that are signed-off, will demonstrate compliance. Extremely important if an issue arises.

If you haven’t got clearly defined and documented processes and procedures, maybe it would be a good idea to discuss this at your next team meeting.
The first article in the series can be found using this link: Leadership Lessons From The Diamond Nine: #1 of 16: Transformation
The second article in the series can be found using this link: Leadership Lessons From The Diamond Nine: #2 of 16: Purpose
Nick Fewings Ngagementworks Formation 4 Smoke
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Yours behaviourally, Nick
Engaging individuals, Motivating teams, helping them Transform and achieve even greater Success.

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