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Interview Project

Kirk Baringer

Southwestern College

Dr. Jeni McRay

LEAD505 Organizational Leadership and Ethics

October 30, 2011

Interview Project 1

Table of Contents

Abstract……………………..………………………..……………………………………………..……... 2

Introduction…………………………………………………………………………………………..……. 3

Leadership to Me……….……..………………………………………………………………………..…. 4

The First Sergeant…………..………………………………………………………………………….….. 6

The 4th Operations Group..………………...………………………………………….…………………... 8

My Choice for the Interview………………..……………………………...……………………………… 9

Results of the Interview………………………..…………………..…………………………………..… 10

My Reactions and Lessons Learned.…………...……………….……………………………...………… 12

Conclusion……………………………………....……………………………………………………….. 13

References……………………..………………………………………………………………….....…… 14

AppendicesAppendix A: Biography for Master Sergeant Paul M. Money…...………….……………...….. 15Appendix B-I: 4th Operations Group Factsheet (Pages 1-7)….....………….………………….. 16Appendix J: Interview Questions……………………………….………………………….…… 23Appendix K: Interview Answers………………………………….…………………….……… 24

Interview Project 2

Abstract

The United States Air Force is a unique organization with a mission that is just as unique. The

challenges the members in the Air Force face requires a special type of leadership. The purpose of this

paper is to interview somebody in a leadership position in an attempt to see if there are any lessons that

can be learned and used in one’s own career. So, how would one define leadership? Who was the one

person I chose to interview as part of this project? Why would one say this person can be deemed a

leader? What can one take from this whole experience of sitting down and discussing leadership and its

challenges?

Interview Project 3

Introduction

Today’s United States Air Force is perhaps the strongest and most capable air force in military

history. Its mission is to fly, fight, and win. Such a mission demands a special type of leader who can

lead no matter what the job calls for. Today more and more Airman are deploying in support of the

Global War on Terrorism. With the fight overseas and the need to defend our own homeland against

possible terrorist attacks the challenges faced by today’s Airmen are unlike those ever experienced by Air

Force members in the past.

The Air Force is the youngest of the American military service departments being established in

September 1947. However, the lessons learned from past military leaders of all branches are still used

today. The Air Force goes to great lengths to develop its leaders, because the Air Force is well aware of

the challenges they face. The Air Force utilizes a system known as Professional Military Education

(PME) to help provide the right tools people will need to lead Airmen. In addition to the ongoing war

against terrorism the Air Force is faced with ever growing number of congressionally mandated force

reductions. This places a great strain on the leadership abilities of Air Force leaders.

Air Force leaders are faced with not only taking on the day to day challenges but also having the

task to develop future leaders. Leaders use mentoring as a way of identifying those individuals who

demonstrate the ability to lead and to pass on the lessons they have learned as leaders. The Air Force

provides plenty of opportunities for people to develop professionally.

Though this project was not part of my daily duties in the Air Force it provided me another

opportunity to sit down and discuss leadership with a person who leads on a daily basis in one of the

highest tasked organizations in the Air Force. Certainly the challenges faced within my organization call

for a special type of leadership and truly dedicated and capable leaders. The chance to interview such a

person gave me the opportunity to see the unique challenges he faces as a leader which I might not have

Interview Project 4

otherwise been able to see. Still, what was my thought process in choosing the leader I wanted to

interview?

Leadership to Me

Leadership in the Air Force is often defined by the position a person holds within an organization.

However, holding a formal leadership position does not always mean the person performs their duties in a

leadership capacity (Ciulla, 2004). A person can perform the role of a leader without occupying a formal

leadership position. In fact the military provides Airmen a chance to lead in a variety of ways and group

settings. So, simply filling a leadership position within an organization does not make you a leader.

To define what a leader is and what leadership means to me I would have to borrow definitions

from published sources on the subject. Joanne Ciulla states a leader must see their position as a social

responsibility, a trust, and a duty (Ciulla, 2004). She goes on to say that “leadership is an emotional

relationship of trust” (Ciulla, 2004). It is this trust rather than “mere power” that makes a person a true

leader to me (Ciulla, 2004). There are plenty of people today that work in leadership positions who never

really demonstrate true leadership. It could be that lack of trust or some other characteristic or trait that

keeps them from being viewed as a true leader by their people.

People like me want a leader to perform their duties in a certain way. We expect them to have

vision, fortitude, passion, sensitivity, commitment, insight, intelligence, ethical standards, charisma,

courage, tenacity, and humility (Teal, 1998). Though some of these characteristics are tough to define

and are too great in detail to discuss in this paper ethical standards stand out as the number one thing I

look to in a leader in addition to trust. So, what defines ethical standards for those serving as leaders in

the military?

The military has several published directives that explain our ethical responsibilities in executing

our daily duties. These published directives apply to all members of the military. Still, directives simply

are not enough to help military members perform their duties in an ethical manner given the challenges

Interview Project 5

we face in the Air Force. It is the Air Force Core Values that exist for all to read, understand, to live by,

and to cherish (AETC, 1997).

The Air Force Core Values of Integrity First, Service before self, and Excellence in all we do help

us to know what it will take to accomplish the Air Force mission of fly, fight, and win (AETC, 1997).

These core values inspire all of us, including leaders, to do our very best everyday and are the common

bond and glue that help pull the entire Air Force together to accomplish its mission (AETC, 1997). Core

values allow us to dig deep and refocus on our purpose (Badaracco Jr., 1998). Leaders embody the Air

Force Core Values in all they do.

The most important core value a leader can demonstrates is integrity. Integrity is the willingness

to do what is right even when no one is looking (AETC, 1997). It is this “moral compass” which not only

helps guide Air Force members and leaders in accomplishing the mission, but it also serves as the basis of

trust imperative in today’s Air Force (AETC, 1997). Integrity involves so many of the traits that are

essential in leadership and service in the military. These include courage, honesty, responsibility,

accountability, justice, openness, self-respect, and humility. These same leadership characteristics are

common with those expressed by Thomas Teal and Joanne Ciulla in their published works. Joanne Ciulla

sums it up best when she stated true leaders act in the following way (Ciulla, 2004).

- They are honest in performing their duties

- They are true to their word

- They would listen to, and even welcome, reasoned disagreement and good advice

- They would treat people justly

- They would take pride in the success of their organization

For me leadership is the combination of all the characteristics mentioned in this section. So, a

true leader to me embodies all these characteristics in everything they do. Their leadership comes not

from their position but from their deeds. For anybody in a leadership position can perform with authority,

Interview Project 6

but they may not perform with true leadership. The leadership role of an individual may vary based on

their position within an organization, but they must embody the characteristics and the Air Force Core

Values to be deemed a true leader by their followers.

The First Sergeant

The First Sergeant (First Sgt) is a person whose leadership is critical in any military organization.

The exact history of the First Sgt cannot be traced with any accuracy, but it holds deep roots in military

history and heritage. For most of American military history the First Sgt was a rank within a military

organization. As individuals progress within the rank structure their authority increases along with their

potential for leadership opportunities. The rank of First Sgt is one of the highest enlisted ranks within the

military. As with any rank within the military it comes with it the role of leadership within their

respective military units.

When the Air Force was created in September 1947 the First Sgt became a position rather than

simply a rank. The role and authority of the Air Force First Sgt is defined by Air Force directives. The

position of the First Sgt can be filled by any individual in the top three enlisted ranks in the Air Force.

These Senior Noncommissioned Officers (SNCO) perform an essential leadership roles within their units.

SNCOs like any Noncommissioned Officer (NCO) have the authority to issue lawful orders and

serve as leaders within the enlisted corps. The First Sgt derives their authority from their unit

commanders who they serve as a liaison with the enlisted force within an organization. The First Sgt

advises commanders, command Chief Master Sergeants (CMSgt), and other enlisted Airman on morale,

discipline, mentoring, well-being, recognition, and the professional development of enlisted Airmen

(AF/A1D, 2009). These a very important duties as a leader, and the First Sgt performs many of the

leadership roles essential for leading and developing the enlisted force.

The First Sgt is the single point of contact within an organization for readiness, health, morale,

welfare, and quality of life issues (AF/A1D, 2009). They also ensure their commander’s policies, goals,

Interview Project 7

and objectives are clearly communicated throughout their organizations (AF/A1D, 2009). These types of

roles are critical in maintaining the readiness of an organization. Air Force units must remain ready for

deployment at a moment’s notice when duty calls, and the role of the First Sgt is key to this readiness.

The First Sgt is also key to the morale and welfare of their organizations. The First Sgt is

charged with making sure support agencies are responsive to Airmen’s needs (AF/A1D, 2009). One of

the best ways they perform this task is through networking with other SNCOs, supervisors, and First

Sergeants from other organizations on base. John Kotter referred to this concept of networking as the

network of relationships that are acquired within and outside an organization (Kotter, 1998). This type of

network helps to share the knowledge of the entire network among network members. This helps them to

take this knowledge back to their sections and organizations and pass on what they have learned. These

networks are a critical part in not only ensuring the needs of Airmen are met but their development as

well.

The one duty that First Sergeants are most known for is discipline. The First Sgt serves as a key

advisor to their commanders on discipline matters within a military unit. The military demands the

highest standards and when these standards are not met discipline is involved. This discipline is only

effective if it is viewed as fair and equitable.

However, the First Sgt provides another vital duty that helps to maintain the morale and welfare

of their organizations. The First Sgt is also a counselor when their Airmen are facing difficult times in

their military or personal lives. The First Sgt can use their networking skills to help Airmen solve their

personal matters through referral to support agencies. The role as counselor is a tricky one for First

Sergeants, because so many Airmen only view First Sergeants from a discipline standpoint.

Trust between the First Sgt and Airmen is critical for the First Sgt to serve the role of counselor.

The Airmen must trust it that the First Sgt has their needs in mind when offering advice and offering

referral services. Trust and integrity are also important for the role of discipline. The Airmen must have

Interview Project 8

the trust that the First Sgt will be fair and equitable in applying discipline within the organization. To

sum it up best it is the credibility of the First Sgt that helps them perform their jobs in an effective

manner. John Kotter mentions the fact that the person’s track record, reputation, integrity,

trustworthiness, and consistency help to contribute to the credibility of a leader (Kotter, 1998).

Without credibility a leader is only a person filling a leadership position within an organization,

and it does not matter what level of authority they exercise. Airmen will come to respect their leader, no

matter what position they fill, if they demonstrate true leadership in everything they do. Credibility along

with authority make the position of the First Sgt a true leader within their organization.

The 4th Operations Group

The organization in which I am assigned, the 333rd Fighter Squadron (333 FS), falls under the

4th Operations Group (4 OG). The 4 OG is the flying component of the 4th Fighter Wing (4 FW) and

performs the primary mission of the entire base. The 4 OG consists of four flying squadrons and two

support squadrons.

Two of the four flying squadrons, the 335th and 336th Fighter Squadrons, are charged with

providing combatant commanders with precision strike, all-weather capable fighter aircraft and aircrew

wherever and whenever called upon. These squadrons have deployed to the Persian Gulf region every

year since the start of the first Gulf War. In addition to serving in the Gulf they provide combat air

patrols in support of Operation Noble Eagle, the defense of the American homeland against future

terrorist attacks. The other two flying squadrons, the 333rd and 334th Fighter Squadrons, are charged

with providing fully trained F-15E Strike Eagle pilots and weapon system officers (WSO) to combat

ready squadrons around the Air Force. The two support squadrons, the 4th Operations Support and 4th

Training Squadrons, are charged with providing airfield, weather, life support equipment, intelligence,

and student training support to the four flying squadrons. The different missions of the squadrons within

the 4 OG definitely make it a unique organization within the Air Force.

Interview Project 9

The other thing that makes the 4 OG a unique organization is its mixture of both officer and

enlisted personnel. The Air Force, as a whole, has a force strength of 329,638 military personnel.

Around 80% of the total military force is enlisted. Most organizations have a higher ratio of enlisted

personnel to officer. The 4 OG has a pretty balanced percentage of enlisted and officer personnel. This

requires a unique form of leadership to be able to lead both enlisted and officer personnel in an effective

manner.

My Choice for the Interview

Given the information I have provided thus far in this report it is no surprise I chose the 4 OG

First Sgt as my choice for the interview. Master Sergeant (MSgt) Paul M. Money was the perfect choice

as the subject for my interview project. MSgt Money has served in a wide variety of organizations

throughout his 21 year career in the Air Force. The breadth of knowledge and experience he brings to his

position made him an outstanding candidate for this project.

Still, the fact MSgt Money is the group First Sgt is not reason enough for him to be referred to as

a leader. MSgt Money started his Air Force career working in an organization mostly comprised of

enlisted personnel. Throughout his career he attended several PME schools all designed to develop an

Airman’s leadership skills. Prior to serving as a First Sgt he served as squadron superintendent in a Civil

Engineering Squadron. A squadron superintendent is the senior ranking enlisted leader of the squadron

(AF/A1D, 2009). While serving as a CES superintendent he was recognized with the Chief Master

Sergeant Larry R. Daniels Award for military superintendent of the year in a Civil Engineering Squadron.

He further widened his knowledge and experience by serving as a First Sgt in several technical

training squadrons. He has served on several combat deployment providing a well rounded breadth of

experience in leadership. Still, we only have covered the fact he has been assigned to leadership

positions, and leadership is not just a position it is a whole person concept as the Air Force calls it. What

Interview Project 10

specific characteristics does MSgt Money have that sets him apart as a leader and not just a person filling

a leadership position?

My professional relationship with MSgt Money started two years ago, and since we have dealt

with many of the challenges that face us as leaders. We have dealt with everything from personal matters

to professional matters affecting the people we lead. I have served with plenty of First Sergeants

throughout my career, and the service of a First Sgt is not an easy one.

First Sergeants are pretty much on the call around the clock to deal with any sort of situation

concerning the personnel under their charge. It is often a thankless job, and sometimes serving as a First

Sgt makes you a feared person who needs to be avoided at all costs. This is the result of people

associating First Sergeants only with discipline. There are First Sergeants who only love the discipline

aspect of their job as First Sgt, but there are First Sergeants like MSgt Money who genuinely care about

the people they lead.

The role of the First Sgt requires a great deal of passion and commitment. It also requires some

courage, because not too many people would ever volunteer to serve as a First Sgt. The very position of a

First Sgt demands responsibility and accountability, because First Sergeants are partly charged with

enforcing standards. Still, the counselor side of a First Sgt calls for sensitivity, humility, honesty, and

above all trust. MSgt Money has all these characteristics, and I have witnessed these in action. MSgt

Money truly demonstrates the Air Force Core Values in everything he does, and he performs his role as

First Sgt with the greatest amount of integrity.

Results of the Interview

The questions I chose for the interview were gathered from my working experience with MSgt

Money and my understanding of the role of the First Sgt. The common theme that seemed to be part of

every answer during the interview was leadership would not exist without trust between the leader and

follower. This has been a point that has been made throughout this course and in our readings.


MSgt Money expressed the importance of leading by example. In fact this subject came up just

about as much as the subject of trust. It sounds like such a simple concept, but so many leaders fail to do

such a simple thing. He mentions that people “want to believe that they can trust” their leaders (Money,

2011). He says that leading by example provides a “sense of buy-in” where people know the leaders are

going to hold themselves to the same standards as the ones they lead. He mentions it is tough for people

to jump on board with standards or “buy-in” if the leaders themselves are not leading by example. This

“buy-in” is the foundation for the forming of a trusting relationship between leader and follower. He goes

on to say that people will trust their leader until the trust is broken. The greatest reference he made to

trust was his statement that “as a 1st Sgt, there is no greater responsibility than trust” (Money, 2011). The

American people trust us with defending their lives and freedoms, and Airmen in squadrons throughout

the Air Force put a great deal of trust in their leaders to steer them in the right direction.

Integrity is the “moral compass” (AETC, 1997) that helps every individual including leaders to

guide their followers in the right direction. MSgt Money mentioned that when a leader’s integrity comes

into question it “leads to untrustworthiness and can quickly diminish not only that person’s credibility but

also that section or unit’s credibility” (Money, 2011). A leader cannot just rest on their authority to lead,

but they must have the credibility as a leader if they are to ensure their followers trust them to lead in a

fair and equitable manner. Basically, followers want leaders to demonstrate integrity in everything they

do.

It was mentioned earlier that the 4 OG was unique in that it had a pretty equal number of enlisted

and officer personnel. One of the unique challenges for a First Sgt in this type of situation is ensuring the

fair enforcement of standards. In this type of situation MSgt Money says the First Sgt, group Chief

Master Sergeant, and the group commander work “diligently together to ensure a fair playing field”

(Money, 2011). In the matter of discipline the squadron commanders usually deal with the discipline of

the officers, but the overall subject of discipline comes up at their Status of Discipline meetings to ensure

fairness.


My Reactions and Lessons Learned

The subject of fairness was one of the more important subjects I wanted to cover in the interview.

The squadron I am assigned has more officers than enlisted. In fact only 4% of the entire squadron

consist of enlisted personnel, and they all work in the shop I am in charge of. If I expect to lead my

section in a fair and equitable manner I would expect the entire squadron to be lead in the same manner.

It is nice to know the First Sgt and other group leadership is concerned with the fair treatment of all

personnel within the 4 OG.

As a leader I am always looking to improve my leadership abilities, so I took the time to ask

questions that would uncover another leader’s view on certain subjects. One of the most difficult things

you have to do as a leader is to not let your own personal beliefs influence certain decisions. It was nice

to know that a leader I respect faces a similar challenge on a daily basis, because it made me feel like I

was not the only one having to deal with the challenge.

Another challenge we face as leaders is helping to develop future leaders through mentoring. So,

I wanted to get MSgt Money’s take on the issue of mentoring in the Air Force. If it is tough to keep your

own personal beliefs from influencing your decisions then it must be equally tough not to try to turn

somebody into a person more like yourself. I found it very interesting that he mentioned how the Air

Force is not looking for a “specific personality” (Money, 2011). He simply stated as long as you help a

person to “see their own potential that is grounded by our core values” you cannot steer them wrong

(Money, 2011). This is one of the biggest things I admire about MSgt Money is the fact his leadership is

grounded by the Air Force Core Values.


Conclusion

A true leader in the Air Force demonstrates the Core Values of Integrity First, Service before self,

and Excellence in all we do. A true leader not only expects their people to live by these core values, but

they themselves embody these values in everything they do. Leading by example is critical in earning the

trust of people you have been chosen to lead. The person chosen as the main subject of this interview

project does just that and inspires others around them to do the same. This project certainly has given me

insight into what it takes to be a true leader. Just as I have learned from leaders like MSgt Money, so has

he learned from leaders who he has served with. The challenges we face in the military require leaders to

band together and share their knowledge to ensure the future of the Air Force will be in the hands of

capable leaders.

They will be deemed leaders not just by the position they occupy or by the authority they are

vested by virtue of their rank. They will be deemed leaders, because their integrity and trustworthiness

will earn them credibility to help lead their people no matter the challenge or situation (Kotter, 1998).

The ongoing war against terrorism and force reductions certainly are the biggest challenges today’s

leaders in the Air Force face. In these times of uncertainty and high operations tempo Airmen will turn to

their leaders to steer them in the right direction. Using integrity as a “moral compass” (AETC, 1997) a

leader will lead their people through the tough times and ensure the Air Force has future leaders waiting

in the wings to make sure the Air Force can continue to fly, fight, and win.


ReferencesAETC. (1997, January 1). United States Air Force Core Values.

AF/A1D. (2009, February 27). Air Force Instruction 36-2618, The Enlisted Force Structure. Retrieved October 27, 2011, from Air Force E-Publishing: http://www.e-publishing.af.mil/

Badaracco Jr., J. L. (1998). The Discipline of Building Character. Harvard Business Review on Leadership , pp. 89-113.

Ciulla, J. B. (2004). Ethics, the Heart of Leadership. Westport: Praeger Publishers.

Farkas, C. M., & Wetlaufer, S. (1998). The Ways Chief Executive Officers Lead. Harvard Business Review on Leadership , pp. 115-146.

Kotter, J. P. (1998). What Leaders Really Do. Harvard Business Review on Leadership , pp. 37-60.

Money, P. M. (2011, October 21). (K. D. Baringer, Interviewer)

Teal, T. (1998). The Human Side of Management. Harvard Business Review on Leadership , pp. 147-169.


Appendix A: Biography for Master Sergeant Paul M. Money

MASTER SERGEANT PAUL M. MONEY

AFSC: 8F000, First Sergeant

Master Sergeant Paul M. Money is the First Sergeant assigned to the 4th Operations Group, Seymour Johnson AFB, North Carolina. He is 43 years old. Master Sergeant Money was born in New Albany, Indiana and graduated in 1986 from Jeffersonville High School, Jeffersonville, Indiana. He attended Indiana University Southeast before attending basic military training in the summer of 1990. He was assigned to Ft. Leonardwood, Missouri for technical training as a Heavy Equipment Operator. He has held several key positions during his career to include Chief of Heavy Repair for Civil Engineers, Superintendent of Readiness and as a First Sergeant for several technical training squadrons. His assignments include bases in Arkansas, Texas, Montana, and North Carolina, as well as Korea. He has deployed to Southwest Asia in support of operations Provide Comfort, Southern Watch and Enduring Freedom. His military awards include the Meritorious Service Medal, Commendation Medal, Meritorious Unit Award, Air Force Outstanding Unit Award as well as the CMSgt Larry R. Daniels Award.


Appendix B: 4th Operations Group Factsheet (Page 1 of 7)


Appendix C: 4th Operations Group Factsheet (Page 2 of 7)


Appendix D: 4th Operations Group Factsheet (Page 3 of 7)


Appendix E: 4th Operations Group Factsheet (Page 4 of 7)


Appendix F: 4th Operations Group Factsheet (Page 5 of 7)


Appendix G: 4th Operations Group Factsheet (Page 6 of 7)


Appendix I: 4th Operations Group Factsheet (Page 7 of 7)


Appendix J: Interview Questions

Interview Questions

1. What is the biggest factor that influences who and when you delegate authority?

2. As a representative of the enlisted force what is your primary role in managing change?

3. What has been your best approach to handling resistance to change?

4. As a senior enlisted leader what has been one of the biggest things you have seen that can kill the trust you have with others you lead?

5. What has been some of your biggest challenges when dealing with managing conflict?

6. How can leaders build a sense of authenticity and trust among people they lead?

7. As the First Sergeant what set of things must be handled carefully given the authority you exercise?

8. Every person has their own set of beliefs. How do you keep from influencing the beliefs of the people you lead?

9. As a First Sergeant have you seen that charismatic commanders make some of the most effective leaders?

10. Those who exercise great authority usually have a set of checks and balances. Does a First Sergeant have a system of checks and balances?

11. How do you prevent your own personal feelings from influencing any advice you provide to commanders and supervisors?

12. The Air Force is always dealing with the challenges of force cuts. How much influence if any do you have in expressing concerns that these force cuts have caused?

13. Mentoring is something you hear allot in the Air Force. How can you keep from mentoring someone to be more like you and more of what the Air Force wants them to be?

14. As a First Sergeant in the Operations Group how do you perform your duties and ensure there is a sense of fairness in how the officer and enlisted forces are treated?

15. Ethics is something people believe only is an issue that applies to leaders such as Commanders. Given the unique mission and nature of the military at what levels do you think ethics apply?


Appendix K: Interview Answers

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