By: Cicospace
In 1998, Jason O. Harris, now a sought-after leadership speaker and former United States Air Force officer, took part in a transformative program at the United States Air Force Academy. The program, called Airmanship 490, was not your typical leadership seminar. It aimed to help cadets not only learn the theoretical aspects of leadership but also put those lessons to the test in a high-stakes environment: skydiving solo from 4,000 feet.
This extraordinary program was about much more than adrenaline or physical courage—it served as a crucible for trust, preparation, and resilience. Harris’ journey through Airmanship 490 provides valuable insights into leadership and the systems that make extraordinary feats possible.
The Leap into Leadership
Harris vividly recounts the moment he climbed into the airplane, parachute strapped on, surrounded by his fellow cadets. As the aircraft ascended to 4,000 feet, the majesty of the Rocky Mountains filled his view. But when it was time to jump, fear took hold.
When the instructor gave the command to leap, Harris hesitated. “I said, ‘No,'” he recalls with candor. On the second command—and with some assistance—he found himself tumbling out of the aircraft.
The freefall was chaotic, with Harris spinning uncontrollably, experiencing what he describes as “ground-sky, ground-sky.” The speed was terrifying, but in this critical moment, his training took over. “You don’t rise to the occasion; you fall to the level of your training,” Harris observes—a principle he regards as essential.
Straightening his body mid-air, Harris stabilized himself and deployed his parachute. Relief washed over him as he looked up to see a fully inflated canopy. For the next moments, he floated safely toward the earth, the result of disciplined preparation and a systematic approach to trust-building.
The Framework of Trust
The central theme of Harris’ story is trust—a word that transcends the immediate experience of skydiving and resonates in leadership, organizational culture, and personal growth. The Air Force Academy entrusted young cadets, many not yet old enough to rent a car, with a life-threatening challenge. How did they foster the conditions for success in such a perilous endeavor?
Harris identifies three critical components:
Trusted Training Programs
The cadets didn’t jump out of airplanes on a whim. They underwent rigorous training that systematically prepared them for every contingency. From Monday to Thursday, they learned the technical and mental skills required to handle skydiving’s inherent dangers. By Friday, their training had been tested and carefully evaluated.
Validated Processes
The academy’s leadership demonstrated confidence in the systems they had developed. These processes had been proven effective through repetition, assessment, and refinement. Every step of the program was designed to help cadets replicate the required actions under pressure.
Empowered Individuals
Finally, the academy empowered cadets to take the leap—literally and figuratively. By trusting the training and processes, they placed their faith in the individuals to execute the mission. Harris suggests this empowerment is vital in building effective teams and organizations.
Leadership Through Empowerment
Harris emphasizes that trust is not just a feeling but an actionable framework. Whether in the military or the corporate world, leaders can cultivate trust through preparation, validation, and empowerment. This approach creates a ripple effect: when individuals feel trusted, they often rise to the occasion and may even exceed expectations.
“The Air Force Academy trusted us because they had a system in place,” Harris explains. “They trained us, validated the training, and then empowered us to execute.” This philosophy has relevance in boardrooms and startups as much as it does in aviation.
Applying the Lesson
Jason O. Harris now brings these lessons to organizations worldwide through his leadership consulting and speaking engagements. His keynote presentations challenge conventional thinking about leadership, urging leaders to foster cultures where trust is not only earned but also operationalized.
Harris’ story of falling from 4,000 feet—and rising to the occasion through preparation and trust—serves as inspiration and a potential blueprint for building resilient, high-performing teams. By investing in training, validating processes, and empowering individuals, leaders can strive for extraordinary results, even when faced with daunting challenges.
For more insights from Jason O. Harris, visit his website at jasonoharris.com.
Published by Mark V.