AIN Contributor

Sheryl Barden

If you lead a small flight department, I see you. You’re working long hours, wearing too many hats, and holding the operation together with sheer grit. Maybe your team is just two or three people. Maybe you’re also the scheduler, the safety officer, and the HR department. You do it because you care and because you’re proud of the work. But I also know it can come at a cost.
<h3>The Reality Behind the Flight</h3>
From the outside, it might look like you have downtime between trips. But we both know that “downtime” usually means being on call. You’re either waiting for a mission or watching your calendar fill and refill. That pressure adds up.
It’s especially hard when you, your copilot, or a family member has a medical emergency. Larger departments can absorb the hit. Yours can’t. A single head cold can derail the whole week.
That’s why work-life balance isn’t just a nice-to-have—it’s essential. Crews need protected time off, which includes both vacation and sick leave.&nbsp;We have to respect it, not just offer it.
One solution I’ve seen work well is building a list of contract pilots. Charter pilots, in particular, can be great partners. Many know their open dates in advance and can commit to covering a trip.
<h3>Owners Need To Understand the Demands</h3>
Often, the responsibility falls on you—the pilot in charge—to educate your aircraft owner or company leadership. That’s not easy, but it’s necessary.
Many owners assume that if the jet hasn’t flown, the crew’s been off. But we know better. You’re on standby, managing logistics, handling maintenance, prepping trips, ordering catering, and tracking budgets. And, if you’re lucky, getting a few minutes to breathe.
There’s an old saying I hear often in small departments: “You don’t pay me to fly. You pay me to be available.” It still rings true. We need owners and execs to see the full picture. A rested, prepared crew doesn’t happen by accident. It requires resources—and respect.
<h3>Professional Development Isn’t Optional</h3>
Here’s the other challenge: development. You want to grow your skills, and hopefully your team. You want to attend events like NBAA-BACE, take training courses, or work toward leadership roles. But how do you justify time away when no one’s left to fly the airplane?
We have to make space for growth. In many departments, the SIC could be one promotion away from running the show. That kind of responsibility demands preparation. And without it, the costs of a misstep can far exceed the price of proper training.
Make professional training a dedicated line item in your budget. If your company won’t fund it, look into scholarships. And look for training in more flexible formats, including virtual courses, on-demand content, and bite-sized learning.
<h3>How the Industry Can Step Up</h3>
According to NBAA, more than 80% of member flight departments are small. That’s the majority of our industry. Yet most training programs still cater to the few—those with larger teams and deeper pockets.
Gone are the days when you could rotate crews through weeklong courses. Today’s flight departments need flexible, cost-effective options.
That’s where we, as an industry, must do better.
We would all benefit from more virtual learning that individuals can access on their own time—on a trip or at home.
We also could use more leadership roundtables, more mentorship circles, and more recognition for departments that are getting it right. And these can be virtual. I challenge you to start one!
Recruiters and consultants have a role to play, too. When advising owners, we must challenge the idea that “less is more.” After all, thin staffing compromises safety, drains morale, and drives turnover. Let’s build a system that actually supports the majority.
<h3>From Survival to Sustainability</h3>
Small flight departments are the backbone of business aviation. You support high-level executives. You fly complex missions. You uphold the highest standards with the fewest people.
But you shouldn’t have to burn out to succeed.
Let’s build a future where your team has the tools to thrive. That means education, support, training, and time.
It’s not just about keeping the airplane in the air. It’s about keeping your team strong, healthy, and ready for whatever comes next.

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