D Kirk Shaffer, PLLC

When you eliminate the checks and balances between the executive and legislative branches of government in the appointment process for those charged with running substantial governmental entities, you’re undermining the foundations on which American governance was built.

When you take the next step and eliminate all due process in the removal of eminently qualified experts charged with running a business-based entity essential to the public good and a large sector of the economy, indeed authorize removal without cause, there’s no other conclusion than that you’re transparently changing that high-performing entity into nothing more than a political football.

When you’re given repeated opportunities yet can’t name one thing the high-performing entity ever did except in an exemplary manner yet you forge ahead to dramatically lessen local control over the entity, your motives are obvious and you’re headed down the path to conflict, instability, and loss of focus, while wasting lots of time, effort, and money.

Nashville airport board bill marches on, despite concern from former FAA official A key House panel continued to advance a bill giving the governor and House and Senate speakers appointment power over the Nashville airport board.

First the disclaimer. I do not know Oscar Munoz, the CEO of United Airlines, but after reading this interview, I certainly would like to. I have done very substantial work for United over the years and am always happy to represent that great airline.

That said, read this interview with Munoz. The word "leader" does not appear anywhere in it, but the article is an outstanding tutorial on one of the fundamentals of leadership: communication. And Oscar Munoz's leadership comes through line after line.

In order to lead, you have to know your people. You have to spend time with them. You have to know their value to the organization. What are their strengths and weaknesses? What are their dreams and fears? Where would they like to see the organization go if they got to make the call? How did they come to the company in the first place? What's their background? Where are they from? What was their childhood like? How about their spouse and family? What do they like to do with their spare time? Where would they like to be in 5 or 10 years? What's their dream job? Where are we making mistakes? What opportunities are we missing? What should I be doing that I'm not doing now? What am I doing now that I need to stop doing?

In order to know your people, you have to communicate, especially the listening part. If you're running your own mouth, you're not learning anything, but if you show genuine one-on-one interest in your teammates, you will discover everything you need to know to lead the organization to a higher level of performance. You will discover, as the old saying goes, that people truly are your greatest asset, and once you've communicated to them by word and deed that you're actually listening to them, that you are invested in their future right along side the future of the organization, that you have a clearly communicated vision of success in which they play an integral part, and that you are really only the CEO in order to serve them and provide them with all the tools and opportunities necessary for them to excel, then you will be their leader and they will do more, perform better, rise higher than you ever imagined possible.

United Airlines CEO explains how 'raw and visceral' employee feedback helped turn his company around - and the case for 'basic economy' AP United Airlines CEO Oscar Munoz.

Safety in the air and on the ground is the FAA's highest priority every minute of every day. But to publish this article with multiple pictures of air traffic controllers could give the false impression that airfield safety is primarily their responsibility. It's not.

Safety is the responsibility of every aviation stakeholder in equal shares. One tiny mistake, one lapse in vigilance by a pilot, a ground vehicle driver, a ground guide, an airport maintenance worker, an airline or airport operations worker, an airport concessionaire or supplier, or any of the many other folks on and around our airports can have disastrous consequences in an instant.

That fact is certainly not to diminish the stellar performance of our air traffic controllers and the critical role they play in insuring the safety of the traveling public. Indeed, as this article correctly points out, the number of errors made by air traffic controllers has long been so tiny that a statistician will tell you that it is almost beyond our ability to measure.

But we can never relax or stop trying to do better to improve safety. Thus, the peaks and valleys in runway incursions detailed here is a matter of great concern. It tells us, once again, that there can never be too much emphasis, too much training, too much forward thinking about safety. In order for safety to truly be Number One, we all have to work at it every single day, regardless of all the other important matters competing for time and resources, and never let distractions creep in.

Here's an example. During my tenure as Associate Administrator for Airports, the industry was able to reduce runway incursions by vehicles and pedestrians by over 16 percent in one year. We did it through the expedited deployment of Enhanced Taxiway Centerline Markings paid for through the AIP Program, a cheap, quick visual aid involving nothing more than paint to warn pilots and drivers of their proximity to airfield intersections.

Yet, as I constantly traveled throughout the system, I lost count of the number of airports where the director or the operations deputy would say, "Really? I haven't heard about that." That's when the tour of the terminal or the new fuel farm or the new consolidated rental car center would stop and the safety talk would begin. I'm not sure how we could have publicized the centerline markings more, but the point is that each and every one of us must be focused on safety at all times.

Safety is everyone's business every minute of every day. People's lives are depending on it.

Close Calls on U.S. Airport Runways Rise Sharply Hazardous runway incidents at U.S. airports in fiscal 2016 increased for the third year in a row, significantly exceeding federal safety targets over five months and climbing 25% overall from the previous year.

Congratulations to Secretary Designate Elaine Chao on her selection to run the US Department of Transportation in the Trump Administration. Secretary Chao brings aboard a deep understanding of the challenges facing our transportation systems, along with a record of public service which is unmatched. Her selection also demonstrates the wisdom of President Elect Trump in surrounding himself with subject matter experts who have lengthy records of success and getting the job done.

Trump Picks Elaine Chao for Transportation Secretary