Editorial

There were many, many reasons why it seemed advantageous to accept the coming changes a few years ago. On the face of it, a private corporation could offer far more in terms of flexibility than the government ever could. Faster access to new technology and improvements, elimination of public sector wage freezes, ability to foster change quickly in order to be more adaptable to a changing world, and the potential for employee advancement and growth were just a few of the potential gains that we, as Air Traffic Controllers, could expect.
Of course, we didn’t expect the world overnight. The ANS is a massive organization, and it’s obvious to everyone that a turnaround would require some considerable length of time; perhaps even five to ten years to actually become the type of organization that we expected and desired.
But after 2+ years on this long road, it has become increasingly apparent that we are headed in the wrong direction! We’re moving to Orwell’s “Animal Farm” where every communique from above is designed not to inform, but to placate; where every action is based on the expediency of the moment, not on some well thought out strategy designed to better the welfare of all.
What does it mean when our CEO says he recognizes that we have been under a wage freeze for many years, and then offer 2-2-1.7 unless we are willing to make major concessions for the sake of efficiency? What exactly is being recognized? I recognize you’re drowning. Damned if I’ll do anything about it, but I sure recognize it. Bye!
What does it mean when upper management claims that they recognize that our job is “highly complicated and exacting. It demands competent and practical men and women with special characteristics?” Why have we, then, adopted the attitude that we can “train ‘til checkout?” What are the special characteristics of which they speak? The ability to breathe?
What does it mean when management claims that they are “flattening out” the management structure, and then begin adding new management positions with ridiculous titles. “Shift Optimization Manager” indeed! What’s next? Washroom monitor? Ministry of Propoganda? Pen Supervisor?
So, how far have we come in two years? We have a top level of management who truly believe that the management of the ATS is the same as the management of the Post Office is the same as the management of Walmart is the same as...
We have an undertrained level of middle management, primarily made up of ex-operational personnel who generally don’t have a second career to fall back on, and are therefore extremely vulnerable to threats of job losses, who have to resort to becoming either “yes-men” or petty tyrants in order to hold on to some measure of job security, and the potential for bonus.
And we have an aging workforce, pissed off because they are underpaid, undervalued, and overworked and who have to live by the silly rules created by the middle managers in an attempt to impress those above
them!
Next Issue: How to fix the whole damn mess in three easy steps.

Opinion by Richard Nye

I was recently asked to define “Leadership”. I said it was “To know and train your people so well, that they will follow you in battle”. As a definition it is a bit extreme (outside of the military establishment) but the sentiment is in the right place.
As I read and listen to what NAV CANADA has to say I’m struck by the similarity to the political rhetoric I recently witnessed in the municipal and Quebec elections. The words seem flat, insincere and lack the ring of truth or conviction. It is as though political correctness has been taken to such lengths that nothing bad can be said and everything has to be put in neutral but upbeat terms. It all comes out with the feel and flavour of overcooked porridge, bland bland bland; blah blah blah.
Not to say that the message is not important. Closing of offices means peoples jobs, we have all seen what can happen with ill-considered actions and mismanaged plans. But can’t we have straight information for once? We are adults and we know the world is not always Champaign and roses, just tell us the truth.
I would have a lot more faith and confidence in a leader who said; “It will be ten years before we fix the staffing problem, but until we get there ensuring two days off in a row for operational personnel is the primary task of managers”. Rather than the smoke and mirrors of; " We are aiming for 105% staff in three years. Leadership is also about fairness and equity, which does not mean we are all the same. However it would mean scrutinising management and administration with the same intensity as the operational house. Why isn’t the ACC operated in accordance with the regulatory req Why aren’t we paid overtime on time?
Have you read the new ATSAMM? I wonder if it was proof read, it has so many errors. Leadership also means having a backbone. Yes that means not shirking the need to deal with unruly subordinates, but it also means having the strength to say “No, I will not do that to my people” and accept that might mean your neck. People will go a mighty long way for someone who sticks his neck out on their behalf.
Finally, leadership means fixing some real-time day to day problems, with something more than alcohol wipes, before ever allowing someone hired as a “Shift Optimisation Manager” anywhere near the entrance to the building.
That would be a great start to improving things; finding a decent leader.