Airports are living things. They must be cared for and fed regularly with policy, funding, patience, and the occasional capital improvement project. Ignore any of these aspects for too long and airports develop mysterious noises, unexpected maintenance issues, and strong opinions from the community.
I once heard someone say, “Running an airport teaches you humility. You’re responsible for everything but in control of almost nothing.” That has always stuck with me. Airports are complex systems with airlines, passengers, air traffic control, tenants, pilots, and infrastructure—all expected to function together seamlessly.
And on top of that, airport managers operate within a public governance structure. In my 27 years in public service, I’ve found that successful, enjoyable airport leadership depends on how effectively you serve and collaborate with your elected and appointed officials. Here are six lessons I learned through my journey in municipal and airport leadership that have guided me in managing this key responsibility:
Lesson 1. Understand Your Role
Airport boards, councils, and commissions set policy. Staff advise and implement it. That line is simple, but it’s one of the hardest for leaders to fully accept. As airport professionals, we bring expertise, recommendations, and perspectives, but we do not set policy decisions. It’s often challenging to set aside personal biases and implement the vision established by elected and appointed officials.
To succeed in the role of Airport Executive, you need to be a good public administrator. Many may not start out with that role in mind, but since 97% of airports in the U.S. are owned by public entities, being a public administrator is part of the profession. Sooner or later, just about everyone in airport management ends up in front of a Board of Directors or Airport Commission, navigating public policy and speaking before the board and their constituents.
As an Airport Manager, your responsibility is to provide thoughtful recommendations and guidance, and then support decisions once they are made, as long as they are legal, ethical, and safe. When staff and leadership operate from the same starting place facing in the same direction, outcomes improve and friction lessens because how you work with your board can ultimately define your success in the role.
Lesson 2. Build Trust Through Clear, Proactive Communication
If there is one key principle to remember from this article, it is the importance of avoiding surprises.
Board members should hear directly from you about both successes and challenges—not from the media, a pilot, or their neighbor. Whether it’s an aircraft incident, a cost overrun, or good news worth celebrating, timely communication builds credibility. Trust is earned over time through consistency and transparency. Being open about a situation, even when the message is tough to deliver, strengthens relationships and reinforces confidence in your leadership.
Lesson 3. Understand What Motivates Your Board Members
Every board member brings their own priorities, perspectives, and reasons for serving. Learn what each member of your board is passionate about. Why did they run for office or accept an appointment to your board? What do they want to accomplish in their tenure? How can you help them achieve their vision?
Some are focused on economic development. Others care about noise, sustainability, or community impact. Taking the time to understand what matters to each person helps you communicate more effectively and align your work with their goals. When you support their success, you build trust. That trust creates rapport, and that personal capital can help you in accomplishing your goals and ideas in return. Building genuine rapport with your elected and appointed officials fosters trust and teamwork, making everyone feel valued and eager to pursue shared goals together.
Lesson 4. Support the Process with Fairness and Consistency
Airport executives don’t set policy—we advise and recommend. My suggestion is to keep party affiliations private. Treat all candidates equally, whether they are incumbents or new. If approached by candidates, offer the same information, airport tours, and materials to all candidates. Avoid conversations with the media on election issues or candidate perceptions, as these interactions are always “on the record.”
Airports serve the entire community. Taking sides can damage trust with elected officials, stakeholders, and the public. Your credibility depends on being seen as a fair, reliable resource, not a political voice.
Lesson 5. Put Structure in Place to Support Good Governance
Clear governance policy and expectations make everyone’s job clearer and more transparent.
Adopting some simple policies and practices can prevent confusion and reduce conflict:
- Create a formal onboarding process for new board members so they understand roles, responsibilities, airport-specific requirements, and public agency governance requirements.
- Establish communication guidelines, including expectations around public records, use of email, and digital communication. Everything is on the record!
- Consider a strategic plan to align priorities and guide decision-making.
- Maintain a clear agenda policy so agenda item cadence stays transparent and organized.
These structures don’t need to be complicated, but they do need to stay consistent. Clear expectations help staff, board members, and stakeholders build trust in the process and feel more invested in Airport Board decisions.
Lesson 6. Get Hands-On and Show Them Around
Make time to bring your elected and appointed officials out to the airport. Show them what’s happening inside the fence. Walk them through construction projects, introduce them to tenants, and spend time in terminals, FBOs, and hangars. Even a casual walk down the hangar rows can turn into meaningful conversations. When a hangar door is open, stop in and say hi. That’s how relationships are built, and how credibility grows.
If they’re not pilots, give them the chance to see the airport from the air. Experiencing it from the flight deck—watching procedures, tower operations, and runway activity from a pilot’s perspective—brings everything to life in a way no briefing ever could. It’s insightful and memorable. And it’s fun!
Closing Thought
Airports are public assets. While it’s easy for Airport Managers to think of it as “my airport,” we are actually stewards. Our mission should be to ensure the airport mirrors and enhances the community it serves.
Success requires strong alignment and open communication with policymakers and those closest to the constituents. Ultimately, our greatest responsibility is to foster and uphold trust, both with our elected officials and the public, so that our airports can thrive. Safe, secure, and efficient airports work best in this type of environment. If we master the necessary skills to serve and support our policymakers, we can do it with a smile, a little less stress, and have some fun while we are at it.
