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INDUSTRY OUTLOOK 36 AUGUST/SEPTEMBER 2016 AIRCRAFT MAINTENANCE TECHNOLOGY mendous headway with our managers and leaders, and with our overall culture." He's quick to caution that there's no magic bullet, "no one training sessions that's going to be the be-all, end-all … There are many things we are doing to create leaders within our organization." Over at ATS, Henrichsen says they've worked with outside consultants to mold their leadership training as well as developed their own. "Our phi- losophy is that our leaders will be provided lead- ership development training at least one time per year. We want to make sure that each leader has the opportunity to continue to develop." Not every MRO has got the girth to establish for- mal leadership training efforts. But that doesn't nec- essarily mean an absence of leadership mentoring. The whole of Meridian, a well-respected aviation player, has some 250 employees. Per Karlsson says about a dozen of them work for him as technicians in the Jet Center's repair station. "You should always have some sort of [leadership] training. But we don't have the formal training that some of these corporations have." Instead, Karlsson keeps a keen eye out for talent. That means, "We start to try to groom them right away to become inspectors." Again, the preference at most MRO shops, be they global or family run, is to promote from within, to marinate the employee from the get-go in company culture. "Everybody thinks they can go out and hire a good manager" from outside the company, says Jamroz. "They're not as readily available as you might think." That's why "we've developed our lead- ers internally, so that we can promote from within. It's taken several years to do that." Nothing is instant in MRO, especially developing the folks in whose hands you entrust the company's fortunes. A AR MRO facility in Duluth, MN. A AR CORP.