Home' Trinidad and Tobago Guardian : July 29th 2014 Contents B17
Tuesday, July 29, 2014 www.guardian.co.tt Guardian
NATIONAL HELICOPTER SERVICES LIMITED
National Helicopter Services Limited, a leading provider of helicopter transport and related
services to the energy and state sectors, is seeking to recruit a suitably qualified professional
to fill the following position:
The Quality Manager is responsible for planning, organizing and directing the quality assurance support pro-
vided to NHSL's Engineering Department as well as representing NHSL before the Civil Aviation Authority
on matters relating to quality. Duties include the development and implementation of comprehensive quali-
ty programs, initiating and managing root cause analyses and corrective actions (at the engineering level),
and supporting both internal and external customer quality assurance audits
o Maintain and administer the existing quality system as well as develop new systems, procedures and work
instructions (in conjunction with the Director of Maintenance).
o Determine and implement specific quality goals and objectives which support the organization's strategy
and its fiscal and operational goals
o Ability to establish and maintain effective working relationships, with service companies, representatives
from Civil Aviation and other regulatory bodies, and other departmental managers within the Company
o Monitor compliance with, and adequacy of, the procedures required to ensure safe operational practices
and airworthy aircraft at the organization.
o At least 5 years aircraft maintenance experience with at least 3 years at a managerial level.
o Aircraft Maintenance Engineer's Licence.
o Three (3) years experience in maintaining the same A/C Category and A/C Class used by the
organization including one (1) year in the capacity of returning aircraft to service.
o Considerable knowledge of the TTCAA laws and regulations.
o Strong Interpersonal and Communication Skills with an ability to influence key stakeholders towards
achieving NHSL's objectives.
o Excellent Analytical Skills.
As soon as you are promoted, get
on the calendar of each of your
direct reports to have an
individual meeting that is all
about them. Find out during that
meeting what motivates them,
what they like about their work,
how they like to be led and what
questions they have. Then talk
about your vision for the group
and how they can be a part of it.
When you start to figure out how
to influence and communicate
and motivate people in a
way they care about -- not just the
way that is easy for you -- you ll
start to be more effective as a
MENTOR OTHERS FOR A
Mentoring has its benefits,
usually for the one being
mentored. But Center for
Creative Leadership research has
shown that mentoring can
also benefit the manager who
does the mentoring.
Managers who provide career-
related mentoring to their direct
reports by providing sponsorship,
coaching and challenge are
actually rated as better
performers in their job by their
Refer back to the "It s not me, it s
you" approach and have regular
check-in meetings with all of
your direct reports every month
or two. Give regular feedback --
both positive and constructive.
Mentoring others helps you
become more effective and
efficient in your own job. You
gain information and support,
expand your power base and
reputation, strengthen your
credibility and earn respect.
YOU ARE 100% THE BOSS,
ONLY 50% OF THE
When you are the boss, you are
always 100 percent the boss.
People s eyes are always on you,
whether you know it or not. They
are looking at what you are doing
and what you are not doing. They
are interpreting what they see
Are you inadvertently giving your
friends on the team more time
and energy than others? Are you
unclear about your expectations
around the work -- or
inconsistent about them? Do you
struggle to set boundaries? Any
of these actions send the message
that either you don t know what
you re doing -- or that you are
intentionally supporting some
people more than others.
But even though you are the boss
100 percent of the time, a
relationship between two people
takes, yes, two people. You bring
50 percent to it, and the other
person brings 50 percent. Too
many first-time leaders think
they are responsible for the entire
100 percent -- in every work
relationship. And it can t be
You can do everything you can to
be the best boss, but some people
will still not be satisfied. You
cannot "make" people act a
certain way or insist that they
agree with or like your decisions.
You have no control over what
others feel about you. All you
really have control over are your
own thoughts, ideas, behaviours
and actions. Your job is to make
sure your 50 percent is right --
and let the rest go.
Article courtesy Forbes.com
Continued from Page 16
Links Archive July 28th 2014 July 30th 2014 Navigation Previous Page Next Page