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Your flights will probably get noticeably bumpier over the next few years, according to new research on how climate change is affecting turbulence. Paul Williams is a professor of atmospheric science at the University of Reading in England who has researched turbulence for more than a decade. In a presentation at the European Geosciences Union conference last week, Williams shared his research showing how global warming is likely leading to an uptick in something called clear-air turbulence, or turbulence that cant be seen on an airplane monitor or from the cockpit. Based on Williamss research, severe clear-air turbulence has increased by 55% since the 1970s, and its only going up. Over the next few decades, Williams told Inside Climate News, turbulence is expected to quadruple along some busy routes, presenting potentially dangerous conditions for aviation. What is clear-air turbulence? Clear-air turbulence, in simple terms, is turbulence that’s not caused by clouds or stormsmeaning that, for flight crews, it can essentially appear out of the blue. Whereas the more common turbulence happens due to weather, clear-air turbulence is most often due to jet streams in the atmosphere. Jet streams are strong, river-like air patterns, about 6 to 8 miles above the Earth, that contain many layers of air blowing at different speeds. These streams, which travel west to east, appear when warm air runs into much colder air. As the Earth is heated unevenly (with more sun in the tropics and less in the poles), warm air expands and rises up, and cold air rushes in to take its place, creating a moving current. There are multiple jet streams around the globe, and their strengths change throughout the year based on how hot and cold the converging currents are at a given time. In an interview with CBS News, Daniel Adjekum, a pilot and aircraft safety consultant, explained that the differing air masses inside a jet stream can cause a lot of friction, and, in turn, turbulence. The major issue with this is that normally pilots can predict convective turbulence based on moisture content in the air. Because clear-air turbulence isn’t caused by moisture patterns, it doesn’t show up to the naked eye or on flight instruments. Hassan Shahidi, president and CEO of the Flight Safety Foundation, told CBS that clear-air turbulence is typically very violent. Some experts believe that it was responsible for extreme turbulence on a Singapore Airlines flight last year, causing the aircraft to drop thousands of feet in just a few minutes. The incident killed one person and injured more than 70 others. In recent months, unexpected severe turbulence has also led to multiple injuries on two separate United Airlines flights. How is global warming making clear-air turbulence worse? Williams coauthored a paper in 2023 demonstrating that clear-air turbulence has been on the rise over the past several decades. Now he’s uncovering how global warming is driving that pattern. The main piece of the puzzle, he explained in his presentation last week, is something called vertical wind shear. Inside jet streams, vertical wind shear is a phenomenon that occurs when two air currents close to each other move at different speeds. If the variation is wide enough, the atmosphere breaks into unusual, bumpy patterns, resulting in a turbulent flight experience. A growing body of research demonstrates that climate change is disrupting jet streams and, in turn, worsening vertical wind shear. Studies show that faster rates of global warming at the poles can twist jet streams into unusual patterns, creating “rough patches” with high wind shearssome of which are expected to worsen near busy transatlantic flight paths. Based on Williamss research, vertical wind shear has already increased by around 15% over the past 40 years. If rapid warming continues on its current trajectory, his models show that vertical wind shear inside jet streams could increase another 29% by 2100. This, of course, means a lot more turbulence in not that many years from now, he concluded at last weeks presentation. Flying is still considered to be a very safe form of travel. However, when problems do arise, theyre often caused by turbulence: Data from the National Transportation Safety Board shows that more than one-third of all airline incidents in the U.S. from 2009 through 2018 were related to turbulence, and most of them resulted in one or more serious injuries, though no damage to the plane. Now, Williams’s research shows, flight safety agencies may need to find new ways to monitor ever-bumpier skies.
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E-Commerce
Effective leadership isnt a one-size-fits-all endeavor. It requires adaptability, self-awareness, and a deep understanding of when to step in and when to step back. Leaders often struggle to find the right balance between empowering their teams and maintaining strategic oversight. But theres a way that you can do both. By adopting the practical 2×2 leadership framework that Ill get into in this article, leaders can assess their approach based on two critical dimensions: Degree of Empowerment and Degree of Strategic Altitude. The leadership quadrants When you map out leadership approaches across these two dimensions, four distinct quadrants emerge. Each quadrant represents a different leadership style, and understanding when and how to apply each can help leaders optimize their impact. Control hub (operational overreach) This quadrant is appropriate when employees lack the necessary skills, experience, or confidence to perform tasks independently. Its crucial in high-stakes situations that require precision and compliance, like crisis management or regulatory adherence. Leaders should adopt this approach when theyre training new employees or when they need to take immediate corrective action to prevent costly mistakes. Potential pitfalls Overindulgence in this quadrant can lead to micromanagement, which stifles employee creativity and autonomy. When leaders insist on controlling every aspect of a task, employees may feel disengaged and undervalued, leading to high turnover rates and low morale. However, avoiding this quadrant when you genuinely need it can result in poor quality control, increased errors, and project derailment due to a lack of oversight. Maria, a project manager at a fast-growing tech company Ive consulted with, is leading the rollout of a new software update for a major client. Given the complexity of the project and the tight deadlines, she feels the need to oversee every aspect, from development timelines to QA testing. Despite having a capable team, Maria conducts frequent check-ins, requests detailed reports, and personally reviews code before deployment. Initially, Maria’s approach ensures that the project stays on track and meets the client’s stringent quality standards. But as the project progresses, her team begins to feel micromanaged, leading to frustration and burnout. Experienced developers feel undervalued, and morale begins to decline. Maria realizes that while tight oversight was necessary at the project’s start, gradually transitioning to a more empowering leadership style could have built trust and improved team morale. She implements a phased approach, which allows senior developers to take ownership of specific modules while she shifts focus to higher-level strategic issues. Guided autonomy (empowered operators) This quadrant works best when employees have a solid foundation of skills but still require occasional guidance to refine their capabilities. Its effective for developing talent and allows employees to build confidence while benefiting from the leaders strategic input. Leaders should apply this approach when the team needs to complete moderately complex tasks that require periodic support. Potential pitfalls Overindulging in this quadrant can potentially make employees overly dependent on the leader, which slows down their growth and initiative. Leaders might also avoid this quadrant due to discomfort with providing critical feedback, which can allow performance issues to go unchecked. Jason, a sales director, is coaching a group of midlevel sales managers tasked with expanding into a new market. They have a good grasp of sales fundamentals but lack experience in handling high-stakes negotiations with enterprise clients. Jason decides to provide them with structured mentorship, offering periodic guidance while still giving them room to develop their negotiation skills. He schedules biweekly coaching sessions, where he reviews their progress, provides feedback on their approach, and shares best practices. However, Jason struggles to provide direct corrective feedback because he fears it might demotivate them. As a result, some managers continue to struggle with closing deals, leading to missed targets. Jason realizes that empowerment doesn’t mean avoiding difficult conversations. By balancing encouragement with constructive feedback, he can help his team refine their skills without undermining their confidence. He starts incorporating role-playing exercises and clear, actionable feedback into his coaching sessions. Strategic steering (visionary control) This approach is ideal when the organization or team needs clear strategic direction while requiring oversight to ensure alignment with long-term goals. Its particularly useful during times of change, such as mergers, expansions, or new strategic initiatives. Leaders should engage in strategic steering when they need to provide vision while maintaining control over key decision-making areas. Potential pitfalls Overindulgence in strategic thinking might disconnect leaders from ground-level realities, which leaves employees without practical guidance. Avoiding this quadrant may result in a lack of long-term vision, which leads to shortsighted operational decisions. Emily, the founder of a successful e-commerce startup Ive coached, wants to expand to international markets. She dedicates most of her time to crafting the company’s long-term strategy and forming partnerships with global distributors. However, in doing so, she becomes detached from day-to-day operations, assuming her management team can handle internal processes. Over time, operational inefficiencies emerge, with increasing customer complaints about delivry times and product quality. Employees feel directionless as their efforts are not aligned with the founder’s ambitious vision. Emily realizes the importance of balancing strategic oversight with operational involvement. She implements regular strategy check-ins with her leadership team to ensure alignment between the company’s long-term goals and daily operations, bridging the gap between vision and execution. Strategic empowerment (empowered governance) This quadrant works best for high-performing teams that demonstrate consistent results and align well with the organizations strategic goals. Leaders should utilize this approach when their primary focus is on shaping organizational culture and long-term planning while trusting their teams to handle daily operations effectively. This quadrant is particularly valuable for fostering innovation and employee ownership. Overreliance on delegation can lead to a lack of awareness of operational challenges, potentially causing misalignment with organizational goals. However, avoiding full delegation altogether might stifle innovation and growth. Alex, a regional President at a multinational corporation with whom Ive worked, has built a highly capable leadership team. Trusting their expertise, he adopts a hands-off approach, allowing them full autonomy over department operations. He shifts his focus to high-level industry trends and shapes the organizations long-term vision. Initially, this approach fosters a sense of ownership among his managers, and innovation flourishes. However, over time, small inefficiencies begin to accumulate. Without periodic oversight, teams start to work in silos, and communication gaps result in misalignment with company objectives. Alex learns that he needs to accompany empowerment with structured accountability. He starts to introduce quarterly strategic alignment meetings to ensure all departments remain connected to the broader organizational goals, while maintaining the autonomy that drives innovation. Great leadership requires a dynamic balance of empowerment and strategic altitude. By understanding and applying this quadrant framework, leaders can better align their leadership style to their teams needs, which drives both individual and organizational success. Whether on the dance floor or the balcony, the key is to know when to step in and when to step back.
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E-Commerce
Many leaders view employee activism as a disruption or threat. They see it as something to contain, avoid, or manage behind closed doors. This perception isnt surprising because activism challenges established hierarchies, questions the status quo, and introduces unpredictability into organizational life. Yet a 2007 study has shown that employees who feel heard are more engaged, innovative, and committed to their organizations success. In contrast, when employees feel ignored or dismissed, trust and morale decline, and disengagement is likely to set in. Activism is one form of voice, and is often the last resort when other channels have failed. The business case for listening The rise of social media has heightened concerns. Employees can bypass internal channels and take their concerns public, often in real-time. This new visibility amplifies reputational risk and fuels executive fears of losing control over the narrative. Leaders worry about backlash from customers, investors, and regulators or the derailment of strategic priorities. What executives need to consider is that activism can actually be an early warning of cultural misalignment or emerging ethical tension. When leaders reframe activism as a potential strategic insight rather than a threat, they can uncover the opportunities it offers. For example, McKinsey’s research notes that organizations with high psychological safety, where people feel safe speaking up, are more likely to innovate, adapt to change, and outperform peers. How to avoid common pitfalls Leaders often make the mistake of trying to silence or sideline dissent. This can take the form of tightening communication protocols, minimizing concerns, or casting vocal employees as disloyal or disruptive. These tactics might quiet the noise temporarily, but they rarely address the underlying issues. More often, they damage credibility, erode psychological safety, and drive dissent undergroundonly for it to reemerge later (likely louder and more polarized). Another common misstep is failing to address the gap between stated values and lived experience. Activism often arises when employees perceive an inconsistency. This is when what the organization claims to stand for doesn’t match what it does in practice. To maintain credibility, leaders need to assess how policies, behaviors, and decisions align with the organizations purpose on a regular basis. From dissent to dialogue: constructive responses To harness the insight, leaders need to respond thoughtfully and proactively. This begins by shifting from a defensive stance to one of curiosity and engagement. The following strategies can help: 1. Create safe, structured channels for discussion Before concerns surface on social media or in the press, employees should have clear, accessible ways to raise them internally. For example, town halls, anonymous feedback tools, or dedicated dialogue sessions. What matters most is that these forums are genuine, not tick-box exercises. When employees see that companies listen to their input, trust grows. 2. Lead with curiosity, not defensiveness When dissent arises, leaders often default to protecting the status quo or minimizing the issue. This instinct can escalate the conflict. Instead, leaders should ask: What are they really saying? Why now? What values or expectations are at stake? Constructive conversations start with a willingness to listen and understandeven when the message is uncomfortable to hear. 3. Cocreate solutions Where appropriate, involve employees in shaping the response. This collaborative approach builds shared ownership, improves solution quality, and signals a more inclusive, modern leadership style. It also helps move the conversation from complaint to commitment. Build leadership capability Engaging constructively with activism requires skill. Many leaders arent trained to manage dissent. Emotional intelligence, empathy, and influence are criticalbut often underdevelopedcompetencies. Investing in leadership development that strengthens these skills can help managers respond with confidence and care rather than fear or force. As Daniel Goleman advises, emotionally intelligent leaders can better navigate tension, build trust, and foster inclusive cultures. They recognize the value of differing perspectives and can engage in difficult conversations without becoming defensive. From risk to resilience In today’s complex and connected workplace, silence isnt a sign of harmonyit may be a sign of disengagement. Vocal employees, by contrast, are often deeply committed to the organizations mission and future. They speak up because they care. Leaders who recognize this have an opportunity to lead differentlymore openly, courageously, and effectively. Reframing activism as a source of insight rather than a reputational risk allows leaders to strengthen not just company culture but strategy. Listening well, responding transparently, and acting with integrity are the pathways to progress. When organizations respond to dissent with defensiveness, they fuel division. When they respond with curiosity and courage, they build the foundations for long-term trust, innovation, and shared success.
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E-Commerce
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