I dislike flying immensely. I’ve lost count of the number of times I’ve flown, and it is still one of my least favourite things to do. The feeling of dread as the aircraft aligns on the runway, ready to take off, being pinned to the seat as the jet engines roar, the lift-off, the climb, and then the levelling out. The mere thought sends shivers down my spine.
Unfortunately, air travel is a necessary evil for modern humans and mostly unavoidable. I had always calmed myself by remembering the words of seasoned air travellers: “Flying is one of the safest ways to travel.” “Aircraft mechanics are some of the best-trained professionals in the world.” “The quality of aircraft engineering is second to none.”
It’s the latter sentiment that resonated with me most. I’ve always had an interest in how things work. Most anything electrical or mechanical I could lay my hands on growing up soon found itself taken apart, and when I should have been out and about playing some sport or another, I was usually stuck in the crank casing of my father’s latest engine repair. There’s no doubt that my apprehension towards flying was compounded (and maybe even incited) by my acute awareness of the ramifications of subpar engineering and maintenance. That’s one of the reasons why I’ve closely followed the crisis surrounding Boeing.
The problems at Boeing don’t stem from the ability or professionalism of the people building the planes. It’s not like they all arrived at work one day and forgot how to build great, reliable, and safe planes. There are many factors at play and terrible mistakes made throughout the story including bad processes with no built-in contingencies. But, at its core, the problem at Boeing can be distilled down to terrible leadership, from the board to C-level right through to management.
We don’t care, get it in the air
In 2018, Ed Pierson, a former senior manager within Boeing’s 737 MAX program, decided that he could no longer work within the confines of what he witnessed. Pierson’s firsthand account sheds light on a systemic failure within Boeing’s leadership, where pressure to meet production targets overshadowed concerns about quality and safety. Despite raising concerns internally, Pierson witnessed a disregard for safety and quality standards, culminating in tragic MAX 8 crashes in 2018 and 2019.
Pierson’s testimony before Congress and subsequent advocacy for aviation safety shed light on a disturbing trend where employees’ voices were stifled, and warnings went unheeded until tragedy struck.
Boeing’s response, while acknowledging the need for change, has been met with scepticism. While the company claims to have made substantial changes to its organisation, including investing in more engineers and manufacturers, establishing mechanisms for employees to raise concerns, and increasing aerospace and safety expertise on its board of directors, doubts linger about the effectiveness of these measures.
Recent incidents, such as the door plug blowing off a 737 MAX 9 during an Alaska Airlines flight, highlight the ongoing concerns about safety. Despite regulatory approval for the MAX to return to service, Pierson remains sceptical, refusing to fly on MAX aircraft himself. His stance reflects broader doubts about the adequacy of Boeing’s response to the crisis.
The root of Boeing’s problems lies in its leadership culture, which prioritised production targets over safety and quality. Pierson’s account paints a picture of a company where employees were overworked, procedures were disregarded, and warnings were ignored. Such a toxic environment not only jeopardises the safety of aircraft but also erodes trust in the company’s leadership.
Moving forward, Boeing must undertake comprehensive reforms to restore confidence in its products and leadership. This entails not only addressing technical deficiencies but also fostering a culture of transparency, accountability, and respect for employee voices.
The lessons from Boeing’s crisis extend beyond the aerospace industry. They serve as a reminder of the critical importance of effective leadership and management in any organisation. Leaders should listen to their employees, uphold ethical standards at all levels of an organisation and possess a keen understanding of the ramifications of persistently favouring short-term gains over quality.
Don’t get your leaders wrong. The consequences can be disastrous, not only for the company but for all those who depend on its products and services.
Further reading on the Boeing crisis.
A note on John Barnett
While the complete truth won’t be clear until the conclusion of the police investigation, it appears quite evident that Boeing is not accountable for John Barnett’s death. John was not providing testimony against Boeing concerning their aircraft; he had already done so publicly since 2019. The deposition in question pertained to his personal civil defamation lawsuit against Boeing. Therefore, Boeing had no reason to feel threatened by his testimony. Even in the event of losing the case or reaching a settlement, any repercussions would pale in comparison to the damage he had already inflicted upon them, alongside their existing legal challenges. John’s family had noted a significant escalation in stress leading up to his departure from the company and thereafter.
“He was suffering from PTSD and anxiety attacks as a result of being subjected to the hostile work environment at Boeing which we believe led to his death,” relatives said.
However, Boeing is far from innocent in John’s death. Their safety protocols were evidently lacking, and they treated him with disdain, effectively ostracising him, and likely exerting significant legal pressure. However, to suggest they orchestrated an attack is highly unlikely. Although I would currently refrain from flying on a Max aircraft and have minimal trust in Boeing, I certainly don’t believe they killed John Barnett.