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After a decade in the people business, I've noticed a pattern: most people don't suddenly leave. They leave quietly and thoughtfully, often after months (or years!) of feeling unseen.
That's what happened to one of our Part 91 clients. A well-respected team member gave notice. No conflict, no red flags, just a clean resignation. He had no interest in an exit interview because he'd already checked out.
"We didn't see it coming," the aviation leader told me. But when I probed further for details, the signs were obvious as an outsider.
The employee had started using PTO more frequently and stopped speaking up in planning meetings. He quit the polite banter with the team and stepped away from the projects he had once championed.
It wasn't burnout. It was disconnection, which doesn't happen overnight.
In business aviation—especially in small, Part 91 operations—teams are lean and operational needs are constant. With the focus on trips, maintenance and safety, it's easy to miss what's happening beneath the surface.
But here's the truth: you don't lose people at the resignation. You lose them when you stop paying attention.
So how do you read the early signs? Start small, stay curious and listen closely—not just to what's said, but to what's not.
Culture isn't a one-time fix. It's an ongoing conversation that evolves. It starts with real questions and intentional listening.
Six Questions to Ask Before It's Too Late
If you lead a flight department, your biggest responsibility is to lead people, even if that's not what brought you into aviation.
Many of us rise through the ranks without formal training in leadership or communication. It's not always second nature. Being a great people leader is a skill that takes practice. The most effective leaders stay proactive in their communication. They ask questions. They lean in.Here's a simple place to start: Choose one or two questions, and ask them during your next coffee run, debrief or hangar walk. Then listen. Take notes. Don't rush to solve or defend. Just make space.
When someone shares, resist the urge to fix or explain. Instead, respond with gratitude. A simple, "Thanks for sharing that with me," goes a long way. Later, circle back and demonstrate that you heard them. You can do that through a follow-up conversation or a small action that reinforces their input mattered.
You might be surprised at the shift in demeanor, or the re-engagement that follows.
Consider using these as conversation starters. Keep in mind, this is not a checklist to run through in a one-on-one. The goal isn't interrogation and you're not conducting an interview. You're building connection.
1. What part of your job do you enjoy the most?
2. Is anything about the schedule that's starting to feel like too much?
3. Anything you need from me or the team to better support you?
4. Is there something you've been wanting to work on but haven't had the chance?
5. Do you feel like what you're doing connects to the bigger picture here?
6. When's the last time you felt especially proud of your work?
How to Introduce These Conversations Without Creating SuspicionIf this type of communication is new for you, it may feel awkward. Your team might wonder what's going on.
That's normal. When leaders shift their style, it can feel abrupt. But that doesn't mean you shouldn't try.
The key is to name the shift. Be human and honest. Let your team know that you want to connect more. A simple acknowledgment can build trust and ease anxiety.
You might say something like:
"I've been thinking more about how we work together, and I want to be more intentional about checking in. Not just about the operation, but about how you're doing. Everyone's motivation and needs are different. So I want to understand what helps you feel supported and engaged. If it hasn't always felt like my door was open, I want to change that."
That kind of clarity opens the door to honest conversation. It shows that you care without creating confusion.
Start small. Ask one question during a quiet moment. Let the conversation unfold naturally. Don't rush it.
When people see you consistently listening and showing up, they're more likely to speak honestly.
What the Numbers Tell Us
If you're noticing signs of detachment in some of your team members, you're not alone. According to a recent Gallup article, employee engagement remains stagnant. Four key gaps are driving this disconnect:• Lack of culture: 32% say their workplace feels isolated or impersonal, especially Gen Z and remote workers.
• Poor communication from leadership: 29% cite a lack of transparency, visibility and trust from leaders.
• Underinvestment in people and tools: 25% say they lack adequate pay, staffing and tools to succeed.
• Weak performance management: 14% report too little feedback, recognition or growth opportunities.
These findings point to a deeper issue. Leadership can no longer be transactional or occasional. It must be consistent, clear and rooted in connection.
As Gallup puts it, "The No. 1 thing employees want from leaders is hope—a clear vision of the future and their role in it."
That vision doesn't come from an annual review. It comes from showing up often, offering real-time support and building trust.
Last Words
People don't leave because of one bad day. They leave after too many days of feeling like they don't matter. That's why connection matters. Communication is one of the most effective retention tools you have as a leader.The good news? It doesn't require an overhaul. It starts with one question. One moment. One shift in tone.
Leadership isn't about having all the answers. It's about staying curious, showing you care and creating space for people to be seen. Because when you do, you're far less likely to say: "I didn't see it coming."Jennifer E. Pickerel is President of Aviation Personnel International, the longest-running business aviation recruitment and HR consulting firm. Active in aviation leadership groups, she frequently speaks and writes on hiring trends, culture, inclusion and employee retention.