Meritocracy in Leadership Appointments.

The recent appointment of a former Sri Lanka Air Force chief as the Chairman of Airport and Aviation Services (Sri Lanka) (Private) Limited, the state-run airport management company, has been the subject of much debate.

While it may seem like a newsworthy event, in reality, it follows a long-established pattern of selecting top military personnel for civilian roles.

This practice, however, raises several questions.

First, the company is registered as a "Private" entity, yet government influence over decision-making appears as strong as ever.

How private can it truly be when the government retains control over its leadership appointments?

More troubling is the broader implication of bringing in an outsider, someone who, while distinguished in his chosen field, is not very familiar with the intricacies of managing a specialized organization like Airport and Aviation Services.

Why isn't there a system in place to groom leaders from within the company?

Many successful private sector companies invest in the training and professional development of their employees, ensuring that when a top position becomes vacant, there are capable candidates ready to step in.

This not only maintains continuity but boosts morale and productivity by demonstrating a clear path to career progression.

When employees know that their hard work and commitment can lead to leadership roles, it creates a sense of motivation and loyalty.

On the other hand, if the top positions are seen as reserved for outsiders, often with political connections, any sense of fairness and meritocracy within the organization is lost, and morale inevitably suffers.

So, why hasn’t such a career development program been implemented in these state-linked enterprises?

One possibility is that these leadership roles are intentionally kept available for political appointees, ensuring a means of rewarding loyalists and “back-scratchers.”

Another possibility is that even within the organization, political influence has played a role in staffing, leading to a workforce that may not have the skills or merit to rise through the ranks.

Regardless of the reason, the end result is the same: inefficiency and frustration among capable individuals within the organization.

If the goal is to truly manage this company like a private enterprise, it’s time to abandon the old patterns of political patronage and establish a genuine system of career development and progression.

This would not only empower employees but also help the organization thrive in a competitive, global aviation industry.