Opinion: What I learned on leadership by surviving a plane crash

I’m not supposed to be alive, according to the Federal Aviation Administration. On the afternoon of Dec. 12, 2014, I was flying a private plane back to Springfield from Kansas City for a group of home health executives. We set off on our initial climb and got above the clouds just in time to see the most beautiful sunset.

However, on our descent, we clipped a lightning rod sticking out of a cellphone tower. It hit right on the propeller, knocking 6 inches off. What we didn’t know at the time was that impact also put a 2-foot gouge in the left wing, which released all the fuel out of that side.

The engine was running rough, but I could see the airport. I remember thinking, “OK, we’re going to make it.” Then the engine died. Instead of nose diving, we hit the ground in a vacant lot at a glancing blow.

I was rushed to the hospital where I spent Christmas that year. I needed three surgeries to heal nine fractures and six months of therapy, which meant I was out of work for a while. I went back to work on a walker determined to recover. I’d been down this road before, because it wasn’t my first brush with death. About 20 years before the plane crash, I battled cancer complete with nine months of chemotherapy, radiation and, ultimately, remission.

I am often asked how I survived these major challenges. I find myself reflecting on survival mode with executive coaching clients in my new role leading a Vistage CEO peer advisory group. I believe it takes the same chops to survive a plane crash as it does to run a business.

I owned an advertising agency for more than 30 years and understand the challenges executives face: the doubts, struggles and fear of failure; the motivation to attempt the seemingly impossible; and the guts to venture outside your comfort zone and lead during difficult times, such as a global pandemic. Even though we’re all tired of hearing about COVID-19, it’s still driving much of the conversation among CEOs.

I attribute my survival to not facing challenges alone.

During the plane crash, I had the help of a control tower, my passengers and first responders.

With cancer, I relied on faith, family and friends.

I’m someone with only a rural high school education, who became the general manager of a radio station at 25 years old. I’ve had the great fortune of working with hundreds of mentors, companies and clients, who gave me the courage to keep opening doors.

It is often difficult to admit you need assistance and accept help, especially in a professional setting. The CEO is typically the one serving others, doing the problem solving, and putting on the Band-Aid. Yet, all of us go through tough times, especially now. The challenges I’m hearing from those I coach include finding quality people or having to let the ones they have go – a few are worried about paying bills. These are huge lifeblood issues, as opposed to fears around beating competitors, squeezing out a little more profit or finding a different vendor.

I’m grateful to be at a point in my career with more to give than ever before.

I’m proud of the Vistage group of noncompeting CEO peers that I’m assembling in Springfield for the sole purpose of lifting each other up as we climb. Would you rather face every challenge alone or have 15 diverse perspectives to help you achieve more and make the best decisions possible?

Success comes from giving. It’s the reciprocal nature that makes sharing most effective. You might be the leader uplifting others one week and the one reaching out for a hand another. I don’t recommend a plane crash to teach this lesson. I’m grateful to still be around to share it with you instead.

Bill Perkin is a 30-year marketing veteran and an executive business coach. He serves as chair locally for Vistage Worldwide Inc., a peer advisory group for CEOs, business owners and senior executives. He can be reached 
at bill.perkin@vistagechair.com.