This two-day session, structured by experts from AIDRH Consulting, immersed directors and deputy directors in a doctrinal study of modern leadership. Far from disembodied theories, practical workshops recalled a cardinal truth: the success of an organization like the CCAA rests on pillars capable of inspiring, influencing, and motivating. For the aeronautical authority, this year’s manager must be a human strategist, fit to plan and supervise resources with irreproachable ethics. The emphasis was placed on "leadership by example"—one who accepts responsibility and embodies the values of the institution, thereby strengthening the trust and commitment of collaborators within an increasingly demanding work environment.

The debates particularly insisted on the dangers of eroding authority. A loss of credibility in a leader can rapidly lead to staff demotivation and a decline in productivity, or even engender detrimental internal conflicts. To avoid these pitfalls, directors were invited to practice proximity management based on justice and equity. The new managerial paradigm at the CCAA requires combining firmness with flexibility, while guaranteeing absolute rigor in the administration of public assets and expenditures. Knowing how to say "no" with authority, while knowing how to promote and reward merit, thus becomes the compass of this new governance.

To engrave this change in stone, participants sealed their commitment by signing an ethical and honor-bound pledge. This moral contract is the guarantee of a desire to break with past practices. This transformation dynamic will not stop at the top of the pyramid; it is destined to extend progressively down to office heads, in order to harmonize the corporate culture at all echelons.

CK