The Discipline of the Checklist

If you fly gliders, you live by the checklist—quite literally.

Before every takeoff, a fixed sequence of critical items must be addressed and key decisions made. In gliding, we use a simple mnemonic: ABCCCDDE.

Altimeter.
Belts.
Controls.
Cable.
Canopy.
Dive brakes.
Direction of wind.
Emergency.

The first six items focus on equipment. The final two are about decisions.

That distinction matters.

Checking these items and committing to decisions before the glider ever leaves the ground has prevented accidents again and again. When the checklist is rushed, interrupted, or ignored, the margin for error narrows quickly—and negative outcomes follow.

Consider the wind. Based on its direction and strength, I decide in advance what I should expect on takeoff and tow, and how I will adapt. In a crosswind, I’ll use rudder input on the runway to stay aligned behind the towplane. Once airborne and high enough, I’ll crab the glider into the wind, flying at an angle relative to my ground track.

None of this is improvised in the moment. It’s decided ahead of time.

The same is true for emergencies. Before the tow begins, I say out loud exactly what I will do if something goes wrong. If the rope breaks or the tow fails, I already know my abort plan:

Abort to the runway.
To the cut.
To the trees.
To the nearby field.
Above 200 feet, turn into the wind and return for a downwind landing.

As the glider climbs, I repeat these decisions as each reference point is passed. I’m not anxious—I’m prepared. My left hand stays ready on the release. I’m spring-loaded for failure, paradoxically allowing me to relax as altitude increases. Once I reach a thousand feet or more, returning is simply another landing.

Leadership in high-stakes environments requires the same discipline.

Running an organization, stepping into a new role, or making consequential decisions without a checklist invites unnecessary risk. Leaders benefit from slowing down long enough to ask structured questions before momentum takes over:

• What is the mission?

• Do I actually have the facts I need?

• Are we aligned on the objective?

• Have I considered second-order consequences?

• Am I reacting—or responding?

• How will we know if we’ve succeeded?

• What would cause me to turn back?

• What would Plan B look like?

These questions aren’t about control; they’re about clarity. They reduce cognitive load under pressure, create shared understanding, and allow teams to respond effectively when conditions change.

You don’t need to be in a cockpit to benefit from disciplined, pre-committed thinking. You simply need the humility to check your assumptions—and the willingness to slow down before taking off.

Every leader has a checklist, whether they name it or not. The question is whether yours is intentional.