I recently asked Shaesta Waiz what the most effective thing an instructor did for her was. In 2017, Waiz piloted a Beechcraft Bonanza A36 around the world by herself, earning the title of the youngest woman ever to complete that feat. I was caught off guard by what she offered in response, because it wasn’t anything technical.
Instead, she said that leading up to her record-breaking flight, the instructor who helped her prepare the best “treated her like a professional.”
Waiz explained that it was clear that it was her vision to complete that arduous task, so instead of the instructor being the one to dominate the tone of training, he empowered her by letting her have a say in the priorities of training each day, which he followed with objective feedback after each flight.
They agreed that he wouldn’t try to hand-hold her during the training, because, ultimately, he wouldn’t be present as she embarked on her trip. So, it was especially important that he allowed her to figure things out when she made some errors in flight.
“You’re the pilot in command. If you make an error, I’m going to wait a bit to let you figure it out, because I know you know what to do,” Waiz said her instructor told her.
So, therein lies the universal truth to take away, regardless of the learner’s status or the lesson’s flight profile. //
To make it all cohesive, I provided students with the necessary notes and training aids for the entire course in the first lesson. It allowed me to hold them accountable for our goals. The ultimate principle I shared with each student was that the course was a gradual transfer of flight controls. I’d say, “At the start, I’ll be doing all the talking; at the end, you’ll be doing all the talking.”
Instructors can cultivate trust and a safe learning environment by setting the tone from the start. If students are aware of what is expected of them, they will more likely meet expectations, and complete training efficiently. Direction on what to study is a bonus too. At the end of the day, the main job instructors have is to cultivate decision-makers.
