But it is an ongoing challenge to effectively communicate with a large, diverse and dispersed workforce. It is definitely not a perfect system so that’s something we continue to work on. It’s doubly important to have effective communication and I’m focused on it every day. Our workforce does not sit at a desk, so we face the unique challenges of reaching our employees in new and different ways. We do send out routine email messages, but also distribute videotape messages and establish local communications channels to reach frontline employees. The videotaped messages are used to inform officers of a policy change, like our recently implemented changes for screening passengers 12 and under, and they are delivered to all the security officers before they start their shift to make sure we brief everybody.
What tools or techniques do you use to make sure employees bring ideas and problems to your attention?
One is called the “Idea Factory,” which is a web-based tool where employees can offer suggestions to leadership. It was founded by my predecessor. Employees with suggestions or ideas on how to do things better are encouraged to submit those, and many of those ideas have gone on to become policies. We also have a local and a national advisory council. I meet with the national advisory council several times a year and we go over things they’re hearing at their local airports and issues they’re dealing with. I get their feedback and run ideas past them. I also meet periodically with the federal security directors in charge of the airports. I recognize the importance of being collaborative and getting input, but also being clear when making a decision. I want to be sure there’s a sense of urgency, because terrorists try to come up with new and creative ways to harm us and we focus on preventing that.
What critical event led to you becoming the leader you are today?
There have been two defining moments. As a high school senior I was in a serious car accident and had a broken neck. I had an opportunity to think a lot. After a spinal fusion, and months in a body cast and a neck brace, I got back some physical strength and felt I was given a second chance. I wanted to make sure I was doing everything I could for good. I wake up every day being thankful for being alive and able to give something back.
The second one was several months after 9/11. The FBI director asked me to help run the recently expanded counterterrorism program. I was unsure given my background was not in counterterrorism, but he had confidence in me and others I worked for, so I was thrown into a new milieu of national security counterterrorism work. That helped equip me for running TSA. It was really sink or swim, but, again, thanks to some great coworkers and mentors, I was able not only to survive but thrive.
Loading...
Comments