USAF Leadership Manual by PUSHKAL

8/4/2019 USAF Leadership Manual by PUSHKAL

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Sharing SuccessOwning Failure

Preparing to Command inthe Twenty-First Century

Air Force

DAVID

L. GOLDFEIN

Colonel, USAF

Air University Press

Maxwell Air Force Base, Alabama

October 2001


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Disclaimer

Opinions, conclusions, and recommendations expressed or impliedwithin are solely those of the author and do not necessarily repre-sent the views of Air University, the United States Air Force, theDepartment of Defense, or any other US government agency.Cleared for public release: distribution unlimited.

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Contents

Chapter Page

DISCLAIMER . . . . . . . . . . . . . . . . . ii

CONTENTS . . . . . . . . . . . . . . . . . . iii

FOREWORD . . . . . . . . . . . . . . . . . v

ABOUT THE AUTHOR . . . . . . . . . . vi i

PREFACE . . . . . . . . . . . . . . . . . . . ix

ACKNOWLEDGMENTS . . . . . . . . . . xi

ABSTRACT . . . . . . . . . . . . . . . . . . xv

1 EXPECTATIONS OF COMMAND . . . 1What Does the Boss Expect? . . . 2What Do the Troops Expect? . . . 9What Do You Expect? . . . . . . . . . 18Notes . . . . . . . . . . . . . . . . . . . . 22

2 VISION AND ENVIRONMENT . . . . . 23

Developing and CommunicatingYour Vision . . . . . . . . . . . . . . 24

Building the Environment . . . . . 30Notes . . . . . . . . . . . . . . . . . . . . 49

3 WALKING THE WALK . . . . . . . . . . . 51Notes . . . . . . . . . . . . . . . . . . . . 72

4 HANDLING JUSTICE . . . . . . . . . . . 73

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Chapter Page

5 GREAT IDEAS . . . . . . . . . . . . . . . . 95Take Responsibility for Fun . . . . 95Sponsor Program . . . . . . . . . . . . 100Celebrate HeroesNot

Machines . . . . . . . . . . . . . . . . 103Mentoring Program . . . . . . . . . . 104

Notes . . . . . . . . . . . . . . . . . . . . 107CONCLUSION . . . . . . . . . . . . . . . . 109

BIBLIOGRAPHY . . . . . . . . . . . . . . . 111

INDEX . . . . . . . . . . . . . . . . . . . . . 113

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Foreword

Command is the ultimate service. It is atime when we have the singular responsibil-ity to create and lead strong Air Force units.A time when our passion for our Air Forceand our vision for its future must be over-whelmingly clear.

Early in the Developing Aerospace Lead-ers initiative, we began to focus on the wayin which the institution teaches leadershipand prepares airmen for command. What we

found was a wide range of practices and awide range of expectationsa complicatingfactor in todays Expeditionary AerospaceForce.

We realize that preparing our officers tocommand effective, mission-oriented unitsmust be a deliberate process. It must

develop our unique airman perspective, cre-ating commanders who are able to commu-nicate the vision, have credibility in the mis-sion area, and can lead our people withinspiration and heart.

The foundation of our institutions effec-tiveness has always been its leaders. Colonel

Goldfeins work provides valuable lessonslearned and serves as a worthwhile tool tooptimize your effectiveness as a squadroncommander.

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This book is a mustread, not only for

those selected to command a squadron butfor all our young officers, helping themunderstand what the requirements ofsquadron command will be. Remember,command is a unique privilegea demand-ing and crucial position in our Air Force.

Sharing SuccessOwning Failure takes

you a step closer to successfully meetingthat challenge.

Charles D. Link

Major General, USAF, Retired

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Colonel Dave Fingers Goldfein enteredactive duty in 1983 following graduation fromthe USAF Academy. He has completed a Mas-ters in Business Administration, SquadronOfficer School, Air Command and Staff Col-lege, Air War College, and the State Depart-ment Senior Seminar.

Fingers earned his pilot wings at Shep-pard AFB, Texas, in 1984 and remainedthere as a first assignment instructor pilot(FAIP) in the Euro-NATO Joint Jet PilotTraining Program. Following Sheppard, hechecked out in the F-16 Fighting Falcon and

joined the 17th Tactical Fighter Squadron atShaw AFB, South Carolina. During thistour, the squadron deployed to Abu Dhabi,United Arab Emirates, where Fingers led his

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Colonel Goldfein with his fellow Aviano warriors during

Operation Allied Force

A bout the A uthor


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flight on 40 combat missions over Iraq dur-

ing Operation Desert Storm.Upon returning from the United Arab Emi-

rates, Fingers was selected for WeaponsSchool and reassigned as initial cadre to buildthe composite wing at Mountain Home AFB,Idaho. Flying with the 389th T-Bolts, ColonelGoldfein served as squadron weapons officer

and then chief of wing weapons, tactics, andintelligence.

Following Air Command and Staff College inresidence, Fingers served as Aide de Camp tothe Commander of AIRSOUTH in Naples, Italy,and then as Executive Officer to the USAFECommander at Ramstein AFB, Germany.

In 1997, Colonel Goldfein re-qualified in theF-16 and returned to Europe as OperationsOfficer and then Commander of the 555thTriple Nickel Fighter Squadron at Aviano AB,Italy. As commander, Fingers led his squad-ron on combat missions over Serbia, Kosovo,and Bosnia-Herzegovina during Operation

Allied Force. He is a command pilot with over3,500 flying hours. His decorations include theDistinguished Flying Cross (1 OLC), DefenseMeritorious Service Medal, Meritorious Ser-vice Medal (1 OLC), and Air Medal (5 OLC).

For 18 years and 13 moves, Fingers hasbeen married to Dawn (Thumbs). They are

the proud parents of two daughters,Danielle and Diana. He currently serves asdeputy chief of Combat Forces Division atHeadquarters USAF, Pentagon.

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Preface

Congratulations on your selection for themost challenging and rewarding job in theAir Forcesquadron command. The intent

of this paper is to help you prepare mentallyfor the task ahead by discussing a fewthemes central to a successful commandtour. It will not answer all of your questionsabout how to command; nor will it breakany radically new ground in the art of leader-

ship. Rather, the ideas expressed here are

intended to spark your imagination as youbegin preparing now for how you want tocommandyoursquadron.

These thoughts are not mine alone. Inresearching this project, I asked officers fromacross the Air Force, recently from command,to share stories of the greatest challenges theyfaced. What was the environment? How didthey react? Why did they choose a particularpath? Most importantlywhat did they learnfrom the experience? Many of the stories Iincluded in this paper involve situations inwhich the individual failed. Why? Because itis from studying our failures that we learn,grow, and improve as officers and leaders.

As a commander, you will be privileged toshare in many successes of your organization;however, you will personally own every fail-ure. In the end, this is the true loneliness of

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command. Failure comes with risk and both

are integral to a successful command tour.So read over the ideas presented here with

a critical eye and think now about how youwill react given similar circumstances. Askimportant questions such as: What are myexpectations of command? What do thetroops expect of me? What will be my vision?

How will I create an environment thatensures mission success? How will I buildmy team? How will I handle justice? Who isultimately responsible for fun in mysquadron? By thinking critically about thesequestions now, you will be better preparedto lead successfully in the greatest job you

will ever have.Good luck commander!

Dave Fingers Goldfein

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A ck nowledg ments

I am greatly indebted to the officers whoparticipated in this project. Sharingsuccessis relatively easy. Owning failure, however,

and then sharing the story of that failure ina published paper takes courage and a com-mitment to helping you succeed. Addition-ally, this project was significantly improvedby the keen insight and editing skill of MajGen Perry Smith, USAF, retired. His book,Rules and Tools for Leaders , remains among

the most practical guides on command andleadership written.

Maj Gen L. D. Johnston Maj Gen (retired) Perry M.Smith

Maj Gen (retired) Chuck Link Maj Gen (retired) BobTaylor

Brig Gen Dan Fig Leaf Brig Gen (sel) SteveGoldy Goldfein

Col Daniel Doc Zoerb Col Terry Hubba New Col Jim Rev Jones Col Charlie Clyon LyonCol Judy Fedder Col Brian Bbop BishopCol Dave Face Nichols Col Anthony Tony

RebelloCol Lansen Conley Col Mike Boe Boera Col Jeff Weird Harrell Lt Col Jeff Butkus

LofgrenLt Col Bill Bigfoot Eliason Lt Col Ragman HarveyLt Col Theresa Junior Giorlando Lt Col Steve LaushineMaj Duane Imus Creamer SMSgt John LongSMSgt Michael Brake SMSgt Beverly HillSMSgt Christopher Schloemer MSgt Larry Johnson

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Sharing SuccessOwning Failure: Prepar-ing to Command in the Twenty-First Centurywas originally written as a research report forthe National Foreign Affairs Training Center,Arlington, Virginia.

The photographs in this volume portrayAllied Forces personnel at Aviano Air Base,Italy, during Colonel Goldfeins tour of dutyas squadron commander, 555th FighterSquadron. All are USAF photographs.

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A bs tr act

The single most important element of suc-cess in war is leadership. Leaders inspireothers to achieve above and beyond. Theexpectations of both leader and follower playkey roles in the development of leadership,as do the leaders vision, the working envi-ronment, and the example established bythe leader. The squadron commander isessential to accomplishing the mission ofthe United States Air Force. He or she mustensure that justice prevails among andbetween those commanded, and he or shemust establish programs that promotehealth and happiness among the familieswithin the command.

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Chapter 1

Expectations of Command

E xcellent leaders stand for absoluteintegrity, absolute honesty. They

preach the concept of honesty in theorganization. Excellent leaders prac-tice integrity in thought, word, anddeed. And they ins is t upon integrity

and honesty on the part of their sub-ordinates.

Gen W. L. Creech, USAF, Retired

Any dialogue on preparation for com-mand must begin with a discussion on

expectations. No doubt you clearlyremember the day you were informedthat you had been chosen for command.Anticipation mixed with pride and a fairamount of uncertainty and fearsoundfamiliar? This section will discuss somekey issues associated with what yourboss expects, what your troops expect,and, perhaps most important, what youcan expect.

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What Does the Boss Expect?

As a wing commander, the mostimportant personnel decision I evermade was the selection of my

squadron commanders . No otherofficer would have a greater pos itiveor negative effect on our ability toaccomplish the mission.

Brig Gen Dan Leaf31st Fighter Wing Commander

Leaders who hire subordinate com-manders have a responsibility to clearly

lay out their expectations for success.Too often, command in the Air Force isviewed as a test of the individual forfuture service rather than an opportu-nity for the organization to succeed andthrive under proven leadership. This

over-arching focus on testing the indi-vidual rather than the success of theunithas resulted over time in a corre-spondingly shallow program to formallyprepare you for command.

A Navy officer who is chosen for a 36-month command tour will spend the first18 months as executive officer (focused onlearning the art of command) in the veryunit he or she will eventually lead. An

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Army or Marine officer will attend several

long training courses focused on com-mand and leadership prior to acceptingthe colors of his or her first unit. In con-trast, Air Force officers selected for com-mand are currently required to attend aone-week major command (MAJCOM)

squadron commanders course focusedlargely on staying out of jail rather thanleading and managing effectively. Thislack of emphasis on thoroughly preparingan individual to succeed in command sug-gests an even greater need for you andyour new boss to establish mutuallyunderstood expectations for success.

As you begin the transition process,set up an appointment with your com-mander. Ask about his or her expecta-tions and indicate that you are open toany adviceyour commander has likely

been in your position. Do not arrivewithout pen and pad in hand. One offi-cer I know showed up for an interviewwith his numbered Air Force com-mander and was tossed out of the officeto find writing toolsdefinitely not theway you want to begin your tour! Thebottom line: Do not leave the interviewuntil you understand clearly what isexpected of you.

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Sometimes, a face-to-face meeting is

not possible prior to a command change.In these cases, send a note to your newboss and request his or her thoughts onsuccess. Col William Lord, who served ascommunications director for Headquar-ters Air Mobility Command (HQ AMC),

outlined his expectations in a letter tohis new commanders. It helps themchart their own course for success:

Congratulations on being namedsquadron commanderit is the bestjob in the Air Force, and the tough-est. To help you get off on the rightfoot, Id like to offer some words tohelp with your mental preparation.

To start with, you need a commandphilosophy and initial focus. Three

reasons: (1) you only have onechance at a first impression, (2) formuch of what you actually accom-plish in your 2-year command tour,you must first establish a focus inyour initial 6 months, and (3) yourfirst few weeks will haunt you if youarent prepared. Those entrusted toyour charge want and need to be ledfrom day 1 of your command tour.

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Get to know and network with your

fellow commandersirrespective ofcareer field, MAJCOM, or specialty.If you succeed, you will become sen-ior officers together before you knowit. You will need one another. If youregard each other as competitors,

you will hurt yourselves, your com-mand chain, and our Air Force.Dont get lost in the glamour ofbeing the boss. Youll find the expe-rience produces many rewards (notawards) along with a good measure

of hard work and disappointments.Now is a good time to send a shortthank you to family members andany mentors that helped you duringyour career. Dont substitute withemail [s ic]the personal touch and

a hand-written [s ic] note show goodbreeding. If you havent sent a noteto your new boss and wing king, dosothey selected you.

Take time to scrutinize your per-sonal affairs. From relationships tomoney matters, you need to besqueaky clean. As a commander,you will sit in judgment of others,

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and you cannot afford to surrender

the moral high groundever! Youare expected to be above reproach.Your personal life wont get you pro-moted, but it can rapidly do you in.

Study up on your officers and senior

NCOs before you take commandmy office can help with personnelbriefs and RIPs. These are yourchargesworry about them, guidethem, and develop them to becomeyour replacement, or at least some-

one youd be proud to have associ-ated with your name. These troopsshouldnt be worrying about theirnext assignmentthats your job.

Plan out your first 30 days now andhave in mind what you want to

accomplish. Some hints:

Publish your command philos-ophy.

Meet with your Top 3 (or 4) thefirst day.

Visit every work center andevery shift. Keep these visitsregular.

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Determine the areas you are

least comfortable with andfocus on these. Dont be afraidto ask questionsthe troopswill respect your interest

Meet all of your fellow com-manders on their turf.

Call on the Wing SEA, MPFFlight Commander, Chaplain,and all other agencies thatprovide service to your unit.

Inspect the dorm and eat in

the dining facility. Write job descriptions of each

of your key subordinates andgive them out one on one.

Schedule a commanders callwithin the first month.

Take ownership of every part of yourorganization and teach this to subor-dinate leaders. Once youve walkedpast trash on the ground, a wall thatneeds paint, or a broken door, youvejust blessed itand youll continue tooverlook it every day after thatuntilit gets pointed out by your boss.

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Establish immediately that your

signed signature is your bond. Itshard to get credibility back once yourname becomes meaningless. Alwaysinsist on putting the actual date ofsignature on everything you sign.

Spouse involvement in unit andbase activitiesthere arent anyabsolutes. The only wrong answersare zero and everything. If yourspouse is a joiner and a doer,encourage it. If notdont force it.Just remember that taking care ofthe families in your unit is an impor-tant part of the jobwe recruit indi-viduals, but we retain families. Howyou go about this will vary but theresponsibility will always exist. If notyour spouse, find someone who will

help you lead in this area.

Finally, be an officer and an airmanfirsta communicator last. Aero-space power is our businesscom-mand information is our contribu-tion. Make a concerted effort to staycurrent on operational issues anddoctrine. If you dont understandaerospace power application, its

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nearly impossible to effectively sup-

port the business.

Again, congratulations on your selec-tion for command. I look forward toworking with you to accomplish ourmission.1

Are there any questions as to what thisleader expects of his new commanders?With a few personal touches, this lettercan serve as an excellent start for your let-ter to subordinate leaders and supervi-sors. Remember, establishing clear and

mutually understood expectations withyour flight commanders and flight chiefswill be your responsibility as commander.

What Do the Troops Expect?

Good leaders are people who have apass ion to succeed . . . To becomesuccess ful leaders , we must firs tlearn that no matter how good thetechnology or how shiny the equip-ment, people-to-people relations getthings done in our organizations.People are the assets that determineour success or failure.

Gen Ronald R. Fogleman, USAF, Retired

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or weekend shift. Shouldnt be a

surpriseshould be expected. Noother way for the commander to getthe true pulse of their personnel.

2. Leaders make mistakesandgrow through the opportunity.Dont be afraid to make them andfess up when you dosubordi-nates will know you are real. Atthe same time, understand thatsubordinates also make mistakesand need the same opportunity togrow as a result. Accountability

yes, perfectionimpossible.

3. Communication is vitalgoeswith number 1. Unless it is detri-mental to the organization, shareinformation. The result will beinclusion and fewer rumors,

thereby making everyone feel sig-nificant.

4. Empower personnel. Former ChiefMaster Sergeant of the Air ForceSam Parrish said it best: If whatthey want to do is (a) good for theAir Force; (b) good for the individ-ual; and (c) doesnt hurt anyonewhy stop them?

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5. Live by the core values. Live by the

core values. Live by the core val-ues.2

Here is another entry from SMSgt Bev-erly Hill, also a flight chief at the SeniorNCO Academy and former commandsystems manager at Robins AFB, Geor-gia, who explains her expectations of anew commander as follows:

1. In the commander, I am lookingfor someone who lives the core val-ues every day. If you are wrong,

admit it up front. Have thecourage to stand up, without evercompromising personal beliefs, forwhat is right and fair. Dont sayone thing and do anotherwe seewhat is done, not what issaid.

2. I define a successful commanderas one who supports, and in somecases stands up, for his or herpeople when they are right. Addi-tionally, I look for someone whotreats everyone fairly and is inclu-sive (decision makers shouldinclude male, female, minorities,enlisted). Finally, a successfulcommander has high standards

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and demands that his/her officers

also reflect and live the core val-ues.

3. What I dont want to see is a com-mander who is partial to certainindividuals; one who wont sup-port you as a professional; or onewho doesnt have the courage tosupport tough, unpopular deci-sions up the chain of command.Clearly, I dont want a commanderwho is dishonest.3

The final entry comes from SMSgtChristopher Schloemer, former first ser-geant and now an instructor at theSenior NCO Academy:

1. Listen. I have a lot of experience tooffer. Nothing puts me off more

than a new commander thatknows it all already. Obviously,you have new ideas and a newperspective, but hopefully, also anopen mind.

2. Be decisive. A wishy-washy com-mander is death for an organiza-tion. Make informed decisions asmuch as possible. See #1 above.

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3. Be consistent. As with anyone,

you will have both good days andbad. However, if the troops comein and ask the secretary whatkind of mood is he/she in today,your organization will not be aseffective.

4. Be visible. The troops need to seeyou. I used to put walk aroundtime on my commanders sched-ule. Nothing raises morale morethan knowing the commandercares enough to visit them in their

work areas.

5. Dont micromanage. You donthave time to handle every detail.Thats why you have so many peo-ple in your squadron.

6. Have high expectations of yoursenior NCOs. Hold their feet to thefire and ensure they are earningthe title senior NCO every day byupholding high standards andleading troops.

7. Integrate the core values into yoursquadron every day. If you expectyour troops to live by these, you

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must live by them. I once had a

commander who made referenceto the core values in every correc-tive action he tookit was veryeffective.4

If there is a central theme in all of theessays I received, it is the expectationthat commanders live the core valuesevery day. While accomplishing thismight appear simple, it takes continu-ous effort to ensure you never make adecision or take action that might givethe impression (even unintentionally)

that you are compromising these corevalues.

As an example, here is a story of a baddecision I made while commander of the555th Fighter Squadron. It taught me agreat deal about unintentional conse-

quences.The time and place: July 1999 atAviano Air Base (AB), Italy

We had recently ended OperationALLIED FORCE, the air campaignover Serbia and Kosovo. I received acall from aviation artist Robert Tay-lor, among the most respected andwell-known painters of military air-

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craft in the world, asking for assis-

tance. He was working on a paintingof the F-16 entitled Viper Venomand asked for help by providingunclassified information on oursquadron aircraft. Talking on thephone to the artist, we worked

together to ensure he had the exactdetails in order to recreate the F-16to his impeccable standards. Shortlyafter the painting was completed, Ireceived a call from his staff askingif I would agree to sign the print as a

commander and combat veteran (allof his aircraft paintings are signed).I was both honored and humbled bythe request. After some thought anddiscussion with the JAG to ensurethere was no ethical or legaldilemma, I agreed to sign the print.

Additionally, I shared the story of aparticular mission that highlightedthe international NATO team effortof ALLIED FORCE. So why was thisa failure?

Firstas a commander, I failed toput my troops first. Remember whatColonel Lord said in his letter? Thereare rewards that come with com-

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mandnot awards. By allowing

myself to be singled out, I failed torepresent my people, who con-tributed more than I ever did. Acommander should be out front andin the lead in all but one circum-stancewhen there are accolades to

be received or success to be shared.

SecondI failed my fellow com-manders who fought side by sidewith me. A commander has loyaltyto three groupshis commandchain, his fellow commanders, andthose he is privileged to lead. By notinsisting that my fellow commandersbe represented on the print, I failedto fight for their interests and theinterest of their squadrons.

Finally, and most important for thisdiscussion: when I had time to pon-der this decision in the weeks andmonths that followed, I had to admitthat I had not put service before self.In Senator John McCains book,Faith of My Fathers , he states, gloryand honor are achieved only whenone serves something greater thanhimself. The very best commanders

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are truly selfless in all things and at

all times.

This was a great lesson on makingdecisions with our USAF core values infocus. While your initial intentions mayvery well be honorable, you must thinkthrough your decisions and actions toensure our Air Force core values are atthe heart of your existence every hour ofevery day.

What Do You Expect?

A good leader sets goals , measuresprogres s , and rewards perform-ance. He or she tries to give every-one a stake in the mission of theorganization and its outcome. Thatsthe role of leadership.

Gen John M. Loh, USAF, Retired

To complete our discussion on expec-tations, we must explore perhaps themost difficult question to answerwhatshould you expect from the commandexperience? A squadron command touris equal parts inspiration and aggrava-tiontimes of exhilaration and times ofdepression. It is all-encompassing, and

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it becomes pervasive in every aspect of

your life. Decisions will often be gut-wrenching and unclear. Your people will,at times, both inspire you and disap-point you. It will be, for many, the firsttime you are responsible for areas youdont truly understand; that is, outside

your technical stovepipe and/or comfortzone. The larger and more diverse theorganization under your command, thegreater this discomfort will be.

As a new commander, you might behesitant to ask questions of subordi-

nates for fear of appearing uninformedand losing respect. Remember, however,that you have been chosen for commandbecause of your demonstrated leader-ship abilities. You will garner far morerespect from your airmen if you take the

time early in your tour to understandtheir part in achieving your vision. Canyou think of a single instance duringyour career when a commander askedyou to explain what you do or how youdo it and you were bothered by theintrusion? Chances are, you appreciatedthe fact that he or she took the time toask your opinion. Your airmen will be nodifferent. They dont expect immediate

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tactical or technical expertise in every

area. However, they do expect you tounderstand how they fit into the big pic-ture so you can be a credible advocate.

Maj Gen John G. Meyer, USA, wrotean outstanding book titled CompanyCommand: The Bottom Line. (You need a

copy!) General Meyer asks the followingkey questions, aptly describing the com-mand experience:

1. Are you willing to dedicate your-self 24 hours a day, seven days aweek, if necessary, for your unit

and your troops?

2. Is your family willing to bear thesacrifices?

3. Are you willing to lead by examplein everything you doto live in a

fish bowl with your personal andprofessional life open to view?

4. Do you understand that loyalty isa two-way street?

5. Can you challenge your troops togo the extra mile, knowing thechallenges may increase eventhough the rewards remain thesame?

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6. Are you willing to put your neck

on the line and take risks whennecessary?

7. Are you willing to make the toughdecisions, regardless of the conse-quences?

8. Are you willing to take responsibil-ity for everything that happens, ordoesnt happen, in your unit?

9. Are you willing to support yourboss completely and wholeheart-edly, even if he or she is not a per-

son you like?

10. Are you willing to sacrifice yourcareer to protect and preserve thedignity of your troops?5

If your answer to each of these ques-

tions is yes, then you can expect toenjoy the single most difficult, mostchallenging, and most rewarding profes-sional experience of your career.

In the next chapter, I will offer somethoughts on the commanders vision andshare a few stories intended to help youdevelop and communicate your ownvision. I will then offer some ideas onbuilding an environment for success.

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Chapter 2

Vision and Environment

In the end, commanders do only twothingsprovide the vision and setthe environment. Almost everything

you do for the organization falls intoone of these categories. You will betempted to focus elsewhere. If youdo so, i t is lik ely you are performing

someone elses job and they neitherwant nor need your help.

Col Steve Goldfein1st Fighter Wing Commander

You were not hired to tread water in

command. Rather, you are expected tomove your squadron in a direction thatmore effectively accomplishes the unitsmission. This is true regardless of whetheryou are taking charge of a top-notchsquadron or one thats on its back. Eventhe very best organizations can and willimprove under the leadership of an inspi-rational commander. Developing a clearvision and then communicating that

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vision effectively are essential elements of

successful command.

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Developing and Communicating

Your Vision

I am interested in the future becausethats where I plan to spend the restof my life.

Maj Gen Perry Smith, USAF, Retired

Add one year from your change of

command day and ask yourself whereyou want the squadron to be. What spe-cific goals do you want the squadron to


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achieve? Take the time to put these

thoughts down on paper. You will findthis exercise to be extremely useful fororganizing your thoughts into a coordi-nated plan and a focused effort. This listbecomes the foundation of your com-manders intentyour vision. How you

intend to accomplish these goals is notcritical at this point.

The next step is to combine this list ofgoals into a basic vision statement.Remember that your airmen want, need,and deserve to be led from day one ofyour command tour. Knowing the direc-tion their commander wants to takethem is both comforting and reassuring.Here are some basic guidelines for devel-oping your vision statement:

Make it understandableIt must

be understood by the entiresquadron. Ensure that it is clear,concise, and easy to remember.

Make it inclusiveLook over everyaspect of your squadron andensure that no section is left out of

your vision. Make itsupportiveRemember that

your squadron is responsible for

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My predecessor in command, Lt

Col Guy Dahlbeck, had done amarvelous job transforming thesquadron from a relatively newunit into a showplace for the wing.I determined that my role was tobuild on his excellent work and

focus on rapid mobility in keepingwith the move to an ExpeditionaryAir Force. Our vision becamearrive on time, with the righttools, the right training, and theright attitude to get the job done

right the first time Nickel stan-dard. Againcatchy, inclusive,and easy to remember.

A final thought on developing yourvision: Do not wait until after you havetaken the unit colors to accomplish this

critical task. Think about it right now.Make out your list of goals; talk it overwith your peers. Use the time availablebetween learning of your commandassignment and taking command to thinkthrough this process. Like elected offi-cials, you will experience a honeymoonperiod during which your troops willgauge you as their new leader. You mustnot squander the opportunity to lead from

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Building the Environment

Learn from the mistakes of others.You wont live long enough to makethem all yourself.

Martin Fanbee

Every day, more than 95 percent of yourairmen will arrive at work intending tosucceedvery few come in intending tofail. Your role as commander is to build anenvironment within the squadron with asfew barriers as possible to achieving this

already sought-after success. The workarea must be secure, safe, of high stan-dard, and respectful of diversity.

The most challenging aspect of buildingthis environment will be establishing openand engaged communication flow within

the unit. As the commander, you set thetone for the entire squadron. Are you anactive and engagedlistener? Do you main-tain eye contact when people are talking?Do you ask questions to clarify their posi-tions? Do you encourage diversity of opin-ions on issues? Can you summarize acomplex discussion into logical points atthe end of a staff meeting? All of these areessential characteristics of an active lis-

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tener. Not only must you set the example

as the commander; you must mentor yourkey supervisors to do the same. After youhave given direction in a staff meeting,wait a few days and then ask a few airmenif they have heard the guidance. Youlloften be disappointed in what you find. Go

back to the top and start again. It takesconstant vigilance throughout your com-mand tour to keep information and ideasflowing daily in all directions. In almostevery case study presented in this paper,as well as virtually every mishap board

you will ever be involved in, a breakdownin communication at some point is causal.Work at improving communication everyday until you give up command.

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You can use (or develop, if required) a

few key organizations within yoursquadron to assist in facilitating com-munication flow. Four such key organi-zations are discussed below.

1. Flight Commander ForumMostsquadrons are organized such thatevery airman is assigned to one ofyour flight commanders. Establisha forum with just you and yoursubordinate commanders to dis-cuss issues related to the squad-ron. Meet once a month and use the

opportunity to share your thoughtsas well as prepare them for futureleadership responsibility.

2. Top 3 (or 4)Meet with your seniorNCOs within the first few days oftaking command. Establish clearly

that you intend to meet with themon a regular basis to discuss issuesfacing the squadron. Again, work toget their participation and recruitthem to help communicate yourvision and intent to the troops.

3. Airmans Advisory CouncilThis isa superb forum for offering youngerairmen the opportunity to raise

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issues directly with the commander

as well as hear from you. Not onlywork to get their commitment tosupporting your vision, also use theforum to check communication flowthroughout the squadron. Did yourdirection at the last staff meeting

make it out? Ask and see.

4. Spouse Support GroupOur fami-lies exhibit a special kind ofcourage when they endure thelong hours, the separations, and

the hardships so common to ourservice. We owe it to these unsungheroes to ensure they are informedabout squadron activities and tomake them feel part of the unitsmission. Share your vision with

themthey deserve to know andyou want their involvement.

Here is a story from Lt Col Jeff Lofgren,commander of an F-16 Fighter Squadron,that highlights a lesson he shares aboutlistening to key supervisors:

The time and place: May 1999, Mis-awa AB, Japan

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We had just returned from a deploy-

ment to the desert and were facing aPACAF inspection in two months. Theorderly room had not deployed andwas expected to have completed allinspection preparation while we weregonethis had not happened. I called

a meeting to discuss orderly roomissues and to review where we were inpreparation for the upcoming inspec-tion. At the end of the discussion, oneof the SSgts brought up the fact thathe was conducting ERGO testing and

requested to be allowed to return towork in the squadron in athletic gearsince he was driving back and forth agreat deal (15 minutes each way). Iasked the NCOIC of the orderly roomhis opinion. He was taken aback by

the question but responded that itwould in fact help if the SSgt couldcome back to the squadron. I thenasked if anyone had brought up theuniform attire as an issue. My firstsergeant said the chief had com-mented on the fact that the SSgt hadbeen in the squadron in workoutattire. I did NOT listen very well at thispoint. My shirt said he had already

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spoken with the NCOIC and resolved

the issuehe was hinting big and Iwasnt listening! I was running late soI made a hasty decision I thought wasno big deal and authorized the SSgt towear athletic gear while accomplish-ing ERGO testing. Big mistake.

Later that afternoon my shirt cameinto my office and shut the door.Being the ultimate professional, heasked may I speak frankly with yousir? You really messed up this morn-ing. Right then all the subtle com-ments became clear. He proceededto tell me that my chief had alreadyresolved the issue by directing theshirt to instruct the NCOIC that theSSgt would not be allowed to wearathletic gear in the squadron. After

discussing the issue with theNCOIC, the matter appeared closed.The SSgts felt they had won a smallvictory by undermining the author-ity of the senior NCOs.

My lessons were very clear. Whenyour senior NCOs speak, you needto listen to them first and foremost.When the shirt mentioned that the

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chief had spoken on the issue, bells

should have gone off. Next, my shirthad already handled the issue, toldme so, and I trumped himnot agood thing to undermine his author-ity in front of subordinates. As acommander, you must listen to your

senior NCOs, who are central togood order and discipline withinyour unit. This seemingly smallissue turned out to haunt me formany months until I could reorgan-ize the orderly room.1

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Effective team building is another keyto building a successful work environ-ment. There are certain key relation-ships both within and outside your


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squadron that you must develop as a

commander. The first I will discuss is therelationship between you and your sen-ior enlisted leader, normally a chief mas-ter sergeant. As the senior enlisted man-ager, your chief is the main spokesmanon all issues pertaining to the enlisted

force. You must talk openly and often. Asa young commander, you may feel a bitintimidated by a chief with 18-23 yearsin the service. Remember, however, inthe end it is your squadron. You haveseveral years of solid experience in the

Air Force yourself, and it is what you dotoday with the experience you have thatmatters.2 Never forget that the leader-ship skills you have developed up to thispoint in your career (which impressedyour boss enough to hire you for com-

mand) are not tribe or specialty specific.The basics of solid leadership you usedto motivate and lead officers as a flightcommander will now apply to leadingairmen (and visa versa).

Developing the right relationship withyour chief is crucial to your success.Make it a point to never sign any paperassociated with an enlisted issue beforethe chief gets a vote. Walk around the

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squadron with your chief so the troops

see you together often. Listen to his/heradvice. It will benefit you and yoursquadron if the troops know the chiefhas your ear and is a respected advisor.Think of the relationship as much likethat of a father and son. To succeed, you

must be mature enough to realize thatwhile you are often the father, some-times you are the son.3

The next relationship you mustdevelop is between your first sergeantshirt and the chief. Often the lines of

responsibility between these two individ-uals will cross and become clouded. It isessential that you lay out your expecta-tions early so that these key advisors arein sync and in support of your vision. Asa general rule, the shirt will be your pri-

mary advisor when you are working adiscipline or personnel issue involvingother base agencies (JAG, Family Sup-port, etc.). However, no action should betaken with an airman in the squadronbefore the chief gets an input. On theother hand, when there are mission-related issues taking place with theenlisted force, the chief will be your pri-mary advisor. Once again, the shirt must

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be in the know to ensure that he/she is

not blindsided when counseling mem-bers of the squadron. It is all about com-munication. These two individuals mustcommunicate openly and daily to ensurethat neither works against the other andboth work together for you. By laying out

these expectations to them early, youwill begin your tour with a solid base ofsenior NCO support and teamwork.

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The final inside-the-squadron keyteam discussed here is the one betweenkey supervisory officers who, by natureof your mission, will have conflictinginterests. Ill use a typical fightersquadron as an example to discuss the


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relationship between the operations offi-

cer and the maintenance officer. Theoperations officer is responsible fortraining the pilots/aircrew while themaintenance officer is responsible formanaging the fleet of aircraft and equip-ment. To build a healthy team spirit in

these officers, who often have conflictingrequirements, lay out your expectationsto the two of them clearly. The opera-tions officer has a responsibility to themaintenance officer to clearly explainthe value of whatever it is he is asking

for. This is important because the main-tenance officer will have to explain anyproposed plan to his staff.

The maintenance officer owes the oper-ations officer the costof what he is askingin terms of workload and impact on the

long-term health of the fleet. The opera-tions officer needs to understand this costin order to educate his staff. Once boththe value and the costare clearly under-stood by both sides, reasonable men andwomen can reach informed decisions thatbalance each competing interest whileaccomplishing the mission. The key ingre-dient for success is engaged interactionand open communication by both sides.

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open animosity. As commander, you will

set the tone. Never degrade or criticizeother squadronsto do so is to violateyour loyalty to fellow commanders.Remember that weak organizations needanother unit, usually a better one, todefine who they are and what they stand

for as a squadron. Define who you areinternally rather than externally. Yoursmay well become the squadron otherunits will emulate.

Here is a superb story from Lt Col JimJones, commander of an F-16 Fighter

squadron at Osan AB, Republic ofKorea, that highlights teambuilding, lis-tening, and building key relationships:

The time and place: June 1999,Osan AB, Republic of Korea

As I stood in front of the squadronduring my change of command cere-mony, I was confident I was as pre-pared to command as any officercould expect to be. I had extensiveflying experience in the aircraft andhad spent the previous thirteenmonths as the operations officer ofthe same squadron. I felt I had thebig issues under control, but I

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quickly learned that some of the

items I considered minor issuescould have major repercussions.

When I took command, the mainte-nance personnel were operating on athree-shift concept. My maintenance

supervisors were confident this wasthe most effective way to keep thefleet combat ready, plus it enabledthem to stabilize the work schedulesfor personnel on the line. Instead oftying work schedules to the flyingperiod, they were able to offer rela-tively stable work hours for our air-men, which was a significant qualityof life issue. Sounded great in prin-ciple, but unfortunately, it was notin accordance with current regula-tions. As we were in the zone for a

higher headquarters inspection, Ihad to decide whether we were goingto continue with three-shift opera-tions or realign the schedule to con-form to PACAFs standard two-shiftmaintenance guidance.

I did some basic research on the reg-ulation and then discussed the issuewith the PACAF/LG staff. They gave

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me a number of reasons why the

three-shift operation was a bad idea:manning shortfalls, lack of supervi-sion, tendency to pass work to thenext shift, etc. While they acknowl-edged there were isolated situationsthat might require three shifts, they

presented very convincing argu-ments that this wasnt the best wayto accomplish maintenance on aroutine basis. As I saw it, the issueseemed relatively simple. Could wemaintain the aircraft in the same

manner and accomplish the missionin accordance with the regulations,or did we truly need to maintainthree-shift operations? I asked mymaintenance supervisors and theyindicated that we certainly couldmeet mission requirements with two

shiftsbut at a cost in efficiencyand quality of life benefits. Aftersome thought, I elected to stop thethree-shift operation as a standardpractice, while maintaining theoption to flex when circumstances

dictated the need to do so.While I believe the decision was cor-rect and I would make the same

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decision today, the way I handled

the situation turned out to havenegative repercussions. My mainte-nance supervisors were extremelytalented, experienced, and capable.This wasnt a decision they hadcome to by chance. They were confi-

dent they were doing what was bestfor the squadron, and when I toldthem I had discussed this withPACAF, they felt I didnt trust theirjudgment. I failed to realize howimportant this issue was to them. As

a result, I didnt get them involved inthe decision process as I shouldhave. Rather than going to thePACAF staff alone, I should haveincluded my maintenance supervi-sors in the discussion. When they

wanted to discuss my rationale forgoing to two-shift operations, I felt Iknew all of the counter argumentsso cut off the discussion with a curt,because that is what the regs saywe need to do. I should have spentmore time listening and understand-ing my maintenance supervisorsconcerns and then included them inthe final decision. The result of all of

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this was a perception among my

senior NCOs that the boss didnttrust or value their opinion. A per-ceived lack of trust can lead to allsorts of problems. Had I taken thetime to treat this issue as a team-building exercise rather than a solo

commander decision, we could haveresolved the situation and emergedstronger as a squadron.4

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Another area you must consider as youbuild an environment for success is howto create a safe working environment in aninherently unsafe business. We are air-


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men. Our ultimate job, as an Air Force, is

to rapidly dominate the air and space overa defined geographical area in support ofnational security objectives. This ofteninvolves the precise and deliberatedestruction of selected enemy targets andloss of life. Nothing about the job is inher-

ently safe. Working next to running jetengines is not safe. Deploying into highthreat areas is not safe. Securing an air-field in a high terrorist threat condition isnot safe. Dodging surface-to-air missilesis not safe. So how do you build a safe

working environment under these condi-tions? One answer is by stressing disci-

pline. A disciplined squadron will alwaysbe a safe squadron; however, the reverseis not necessarily true. Discipline to anaviator means strict adherence to the

rules of engagement in war and to trainingrules in peacetime. Discipline to a main-tainer means adherence to technicalorders and precise documentation of workperformed. A disciplined squadron willtake pride in its facilities and work areas.Standards for wear of the uniform andpersonal appearance will be strict, under-stood, and supported by your supervision.Punish breaches of discipline immediately

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and openly. When you build your squad-

ron safety program, focus on disciplinefirst. Achieve it and you will be the safestoperation on base with no sacrifice in mis-sion readiness.

The last thought on building an envi-ronment for success involves developing a

winning spirita general recognitionthat your squadron is up to the taskdespite the mission or level of competition.This is not something that happensovernight, but it can happen surprisinglyquickly. A new commander at Shaw AFB

took over a unit that had not won a singleaward in the two years previous to hischange of command. He began with hissenior staff focusing on winning the quar-terly foreign object damage (FOD) award.Once they accomplished this task, they

moved on to others, always focused onteam rather than individual accomplish-ment. In the course of one year, thesquadron was winning every competitionon base. Morale soared as airmen recog-nized they were part of a winning team. Ittook a focused effort and diligence on thepart of the commander to nurture thisspirit in a way that still balanced his loy-

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alty to both his fellow commanders and

the airmen in his squadron.While building an environment for suc-

cess, you will not win every competitionand you will not accomplish every taskwith perfection. There will be times whenyou will fall short both individually and as

a unit. The best advice for handling notonly setbacks but also achievement comesfrom Don Shula, the winningest coachin national football league (NFL) history.Coach Shula had a 24-hour rule. Heallowed himself, his coaches, and his

players a maximum of 24 hours to cele-brate a victory or bemoan a defeat. Oncethe 24 hours was up, they put it behindthem and focused their energies on thenext opponent.5

Developing your vision, communicatingyour vision, and building an environmentfor success should take up the majority ofyour time and energy as a commander.

Notes

1. Lt Col Jeff Lofgren, interviewed by author,

February 2001.2. John G. Meyer, Company Command: The

Bottom Line (Washington, D.C.: National DefenseUniversity Press, 1990), 31. Reprinted with per-

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mission by Byrrd Enterprises, Inc., Alexandria,

Va., 1996.3. Col Steve Goldfein, USAF, interviewed by

author, January 1998.4. Lt Col Jim Jones, USAF, interviewed by

author, February 2001.5. Kenneth H. Blanchard, The Heart of a

Leader(Tulsa, Okla.: Honor Books, 1999), 19.

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Chapter 3

Walking the Walk

Leaders have the ability to inspireothers to achieve what managers

say is not feas ible.

Gen Colin Powell, USA, Retired

Secretary of State

A great deal has been written aboutleadership and management and the dif-ference between the two. I am going touse an oversimplified definition thatshould be useful for our discussion of

command: Leadership is about people;management is about things . Successfulcommanders understand they areequally responsible for both. As a com-mander, you will be entrusted with bothpeople and things (aircraft, vehicles,parts). You must balance your timebetween these areas of responsibility.Commanders who feel they can simplyfocus on leadership and not sweat the

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details of management have never seen

what goes into the phase inspection ofan aircraft or managed the supplyrequirements to keep a fleet of agingvehicles running in a transportationsquadron. Commanders who believethey can focus just on managing the

pieces and parts have never choreo-graphed and led 100 aircraft into a heav-ily defended enemy target or made a gut-wrenching decision to relieve anincompetent subordinate. The bottomline is this: A successful commander

balances his time between leadershipand management responsibilities.

As a manager, you must get downdeep enough into the organization tounderstand the key processes requiredto accomplish the mission. How can you

engage to solve a supply problem if youdont understand how your people dotheir jobs? Dont believe you are empow-ering your people and avoiding micro-management by neglecting to under-stand what is required (both integral tothe squadron and outside) for yoursquadron to accomplish its mission. Ablind and/or ignorant eye is not thesame as empowerment.

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As a leader, you must inspire your

people to accomplish more than man-agement rules would suggest is possible.You, along with every other commanderin the USAF, will have fewer than theoptimum number of personnel andresources needed to accomplish your

missionthat is a fact of life. Under-stand clearly that these limitations donot constitute an excuse for failure toanswer the call. Your inspirational lead-ership is required to overcome these andother obstacles in achieving mission

success. Doing more with less is a fact ofexistence in the Air Force. Your chal-lenge as a commander is to do the verybest you can with what you have.

Here are several stories from com-manders who faced daunting challengesduring their tours. Read them with a

critical eye and think now about howyou might handle similar circumstancesin the future.

The first involves a situation where thefundamental ethics of a commanderwere tested. This tale comes from Col

Terry New.The time and place: December 1993,Aviano AB, Italy

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When I was commander of the 512th

Fighter Squadron stationed at Ram-stein AB, Germany, we deployed toAviano for the 86th Wings first par-ticipation in Operation DENY FLIGHT.The ground war in Bosnia was fairlyintense at that point and escalating,

with all sides trying to get their lastlicks in before winter. NATO air-power was providing 24-hour cover-age over Bosnia, not only denyingflight, but also providing a deterrentclose air support presence for UN

forces on the ground trying to medi-ate the conflict.

I led the deployment sortie toAviano, where the 31st Wing Com-mander and staff gave us a warmreception. There was a lot of media

coverage, including an interview assoon as my feet hit the ground. Aftera fair amount of gripping and grin-ning, I was invited to attend the wingstandup where I was welcomed asone of their own. Up to this point, Iwas riding pretty highfirst deploy-ment as a squadron commander,about to fly the squadrons firstcombat missions, and a grand wel-

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come by the 31st Fighter Wing. But

when I returned to the squadronfacility, my operations officer waswaiting for me outside. Boss, weneed to talk. Weve got a problem.

He had led the [advanced echelon]ADVON team down a few days priorand this was my first opportunity totalk with him since arrival. We hadplanned to load 500-lb Mark 82bombs for the following days sched-ule and expected a fuse that myweapons troops were certified to

load. Problem was, these fuses didnot exist at Aviano. So here we were,deployed for combat operations andnot certified to load our primary air-to-ground munitions. The leader-ship at the Combined Air Operations

Center (CAOC) in Vicenza was furi-ous and demanded that we dowhatever it takes to fly our taskingthe next day.

We found my maintenance supervi-sor on the flight line and discussedoptions. He gave me an out by say-ing that although the weapons load-ers were not certified to load the

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other fuses, they had done it before

and would have no trouble doing itnow for combat. They were leaningway forward and would do it if I gavethe word. Those UN forces weredepending on us to be overhead incase they needed help.

I tried to simplify the facts in mymind in order to make the right deci-sion. Our site survey team had obvi-ously done a poor job of determiningthe fuse inventory at Aviano. Mycombat ready squadron I was soproud of was not so combat readyand, in fact, we had egg all over ourface. I had an O-6 at the CAOCspeaking directly to the 2-star tellingme to do whatever it takes to makeour schedule the next day. And I had

my maintenance supervisors, whofelt bad about not discovering thefuse requirement, reassuring methey could load those bombs andfuses even though they were not cer-tified to do so. All I had to do was

give the word.I thought back to my first comman-ders call and what I had said were

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my priorities as well as what I

expected them to use as their prior-ities when making difficult deci-sions. Number one, ask yourselfhow this decision will affect our abil-ity to do our mission. I had no doubtwe could safely load the bombs and

carry out combat operations thenext day. But wed be doing it indirect violation of Air Force Instruc-tions. If anything went wrong, Iwouldnt have a leg to stand on.Number two, ask yourself how this

decision will affect our people. I feltthey had already fulfilled their obli-gation by giving me an honestappraisal of where we stood. Anyrepercussions would be borne solelyby me. It would probably even boostmorale a bit for the troops to see the

boss stick his neck out to preserveour squadrons reputation.

I felt I could justify a decision eitherway, based on my first two priorities.Number three, just do the rightthing if you cant make the decisionbased on the first two priorities. Somuch for black and white decisions!All eyes were on me and they were

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waiting for a decision. Whatever I

told them would demonstrate how Iexpected them to conduct them-selves, not only as a member of thesquadron, but throughout their AirForce careers. It suddenly becameclear to me what to do.

I told them we were not going to loadthe bombs without certified loaders.We rolled up our sleeves and deter-mined what it would take to get ourloaders certified. I called my [opera-

tions group] OG back at Ramsteinand told him what I had done andasked for help. He scrambled a C-21with a certified weapons load crewand instructor on board and theywere at Aviano in a matter of hours.He instructed and certified myweapons loaders while they loadedour first jetlegally. We met ourtasking the next day and every dayafter that. My OG/CC and I jumpedin a car and drove to the CAOC foran audience with the General andthe Colonel. After tempers hadcalmed and we were flying combatmissions, the general made his posi-

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tion very plain: Dont let it happen

again.

Ive thought about this situationmany times since then. I wouldnt doanything different. This event alsohas some leadership lessons at thenext level of command because mycommander saved my back end. Henever once questioned my decisionand went to extraordinary lengths tobail me out of a difficult situation.Once he brought the cavalry to therescue, he could have jumped back

on that C-21 and gone home. Hechose instead to go with me toVicenza to provide top cover and didmost of the apologizing for me. Talkabout how to win someonesrespectId work for him again any

day!1

This story also highlights an importantpart of making command decisions:learning to trus t your gut. You have beenplaced in command because othersalready trust your instincts to makesolid decisions. When you find yourselffavoring a course of action because youthink someone else might be smarter

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60


than you, step back a moment. If yourgut tells you its wrong, dont go there.Many commanders at every level can tellplenty of stories of poor decisions theymade that went against their gutinstinctsand they knew it. Chancesare, the longer you are in command, themore you will find these gut checks to besuperb decision guides.

Lt Col Charlie Lyon, commander of the22d Fighter Squadron at Spangdahlem,learned a lesson about paying attentionto the details.

The time and place: March 1999,Spangdahlem AB, Germany


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This was a great lesson for me in

what happens if you dont check allthe details as a commander. Whilethe squadron was deployed to Incir-lik, Turkey, in support of OperationNorthern Watch (ONW), my life sup-port officer was attending a school in

the states. He returned to thesquadron just before OperationAllied Force began.

We quickly redeployed the squadronto home station, finding out duringour refueling stop at [Naval Air Sta-

tion] NAS Sigonella that our destina-tion was not Aviano but Spang-dahlem, adding a new twist to ourupcoming tasking: we would be fly-ing out of home station with pilotswho had not yet participated in

Allied Force. Within 48 hours ofarrival at Spangdahlem, we were air-borne for our first Allied Force com-bat missions with a mix of pilotswho had spent the previous monthsdeployed to ONW and others who

had remained at home station.When we received the execute order,a certain young officer was included

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in the lineup. After his second mis-

sion, he was extremely shaken uphe had been launched on by enemysurface-to-air missiles on both mis-sions. I learned from his flight com-mander that he was extremely hesi-tant to fly again the following night.

Once I looked into the details, Ifound out this kid (who had onlybeen mission ready for a couple ofmonths) had only flown one or twonight sorties TOTAL since being atSpangdahlem. So, we gave him a

couple of simulator hops androtated him to Aviano to fly daytimemissions before working him backinto the night rotation.

Looking back, this young pilot hadmore courage than the rest of us byflying in missions he hadnt beenproperly trained to do. Was he cur-rent and qualified to perform themission? Yes. Was he the rightchoice to fly one of the missionsearly on? No. I let him down by plac-ing him in a position he nevershould have been inbecause Inever checked the details.2

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A critical aspect of successful command

will be taking care of your troops. A storyfrom Lt Col Mike Boera, commander of the23d Fighter Squadron at Spangdahlemand former operations officer of the 22d,highlights the importance of putting thishigh on your priority list.

The time and place: December 1996,Karup, Denmark

I was lucky enough to learn a greatlesson on leadership and taking careof my troops while serving as Opera-

tions Officer of the Big 22 FighterSquadron flying F-16s. I was thedetachment commander for a tacti-cal fighter weaponry deployment toKarup, Denmark. Our deployedmaintenance team was already in

place along with our advance teamof operations personnel. As thedeployment leader, I eagerly lookedforward to this opportunity to getaway from the office, the email [s ic]terminal, and the headaches, to fly,learn, and have a great time. All thejets were down safely and I was metat the plane with a cold beer by oneof the younger troops. I had an all-

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star team of performers with me, so

I wasnt at all worried about beingready to go the next day. Time tohave some fun.

Luckily, I had a superstar sortie gen-eration element chief, SMSgt Ted

Paget, who tactfully let me have it.He pulled me aside on day two andtold me I had messed up big-time bynot checking on the troops first. Ishould have asked about the bar-racks. How is the chow? How is thetransportation to and from the air-field? How are the maintenancefacilities? Turns out they were allfine because I had a professionalSNCO checking my six and ensur-ing the troops were cared for.

The first impression of me as a com-mander quite frankly stunk. Luckily,because of SMSgt Pagets timelyguidance, I was able to rebound andbecome a better leader for theremainder of the deployment. Abra-ham Lincoln said, I can make ageneral in five minutes, but it willtake me years to come up with 100good horses. As a commander, you

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checks. Thankfully, we passed the

NSI. A month and a half later, [Head-quarters USAF Europe] HQ USAFEscheduled us for a conventionalmunitions stockpile verification audit.When my boss, the logistics groupcommander, inquired about the

nature of this audit, my munitionsspecialists said it was not graded andtherefore low threat. Consequently,we did not spend a great deal of timepreparing for the audit and I wasassured we were ready. When the

inspectors finished, we were labeledthe worst in USAFEa shock toeveryone. Needless to say, the shockwave went all the way up the chain toHQ USAFE. It took months of endlesshours to fix the problems and pass a

re-inspection.

We had some serious mismanage-ment problems caused by failure tofollow established procedures. I firedsome supervisors, moved some to newpositions, and hired a few new folks.Our young airmen had to work longand hard to correct deficiencies thatdidnt just occur overnightit was a

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long-standing problem of bad prac-

tices and not following the book.

What did I learn from this? First, noinspection is benign. Never let yourpeople tell you not to worry whenhigher headquarters inspection teams

are in town.Second, be the commander fromMissouri with the show meapproach. As one of my bosseswould say, trust but verify. This isespecially true if the inspection is in

an area where you dont have tech-nical expertise. Ask all those stu-pid questions because while youare getting educated, it might triggerone of your experts in an area thatneeds to be checked. Invite experts

in from another base, on yournickel, to get an outside opinion. Wedid this for the re-inspection and itpaid big dividends.

Third, ensure that your senior super-visors know they are accountable.They need to know their areas cold.When they tell you they are ready forinspection, you expect them to be

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As a commander, you must take your

mission, but not yourself, very seriously.The final story in this section comesfrom Col Daniel Doc Zoerb, one of themost talented officers I have ever known.It offers some thoughts on the impor-tance of humilityas a commander:

The time and place: Early 1980s,Eglin AFB, Florida

There we were, forty-five of theUSAFs very finest NCOs, hand-picked [s ic] from throughout [tacti-

cal air command] TAC, two of theworlds most gorgeous brand new airsuperiority fighters on alert withfour outside, ready and waiting forthe first opportunity to fight. Theunit quickly becomes operational

and is a political showplaceamodel for tactical fighter employ-ment and maintenance, a jewel interms of facilities, and the first stopon any senior leaders or politicianstour. Young Captain Zoerb, in hisfirst command, is approached by hisold CMSgt one afternoon and askedfor a minute of the commanderstime behind closed doors. Into the

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court disaster when you start believ-

ing your own stuff or the stuffothers are saying or writing aboutyou or your organization.

There are a lot of reasons whyorganizations succeed or fail. Sel-

dom is the intellect, experience, orleadership of a single individual thesole reason for either. It is danger-ous to believe that a particular lead-ership style, or your particular char-acteristics, represents an infallible

formula for success. Humility,recognition of the indispensable roleplayed by each member of the team,flexibility/adaptability of leadershipto current or anticipated environ-ment, and an ability and a willing-

ness to take advantage of new orfleeting opportunities make com-mand a constant and dynamic chal-lengeand really hard work. Wenamed our son Jacob after CMSgt(ret) Allison Jacobs . . . finest chief I

ever knew.5

Clearly, this story highlights thenotion that leaders with humility dont

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think less of themselvesthey just think

of themselves less.6

Notes

1. Col Terry New, USAF, interviewed byauthor, February 2001.

2. Col Charlie Lyon, USAF, interviewed byauthor, January 2001.

3. Col (sel) Mike Boera, USAF, interviewed byauthor, January 2001.

4. Col Lansen Conley, USAF, interviewed byauthor, Dececmber 2000.

5. Col Daniel Zoerb, USAF, interviewed byauthor, November 2000.

6. Kenneth H. Blanchard, The Heart of aLeader (Tulsa, Okla.: Honor Books, 1999), 46.

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always positive. This is a very important

statement, so I will repeat it:Military dis -cipline, handled with fairness , timeliness ,and compass ion, is always pos itive. Itmay not feel very positive to the individ-ual involved at the time, but when disci-pline is handled correctly, the squadron

and the Air Force will benefit. Often, theindividual will benefit as well. Disciplinethat is timely and fairly managed cansignificantly boost morale in a unit. Con-versely, poorly managed discipline willseverely undermine your credibility and

your capacity to lead effectively.When a subordinate in your squadronfails (or appears to fail) in the perform-ance of his/her duties, take the time toask yourself and the affected supervisorsfour key questions:

1. Did the individual have a clearunderstanding of the task?

2. Did the individual have the requiredtools?

3. Did the individual have the required

training?4. Did the individual have the required

professional working environment?

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If you find the answer to any of these

questions is no, then you and/or some-one in the supervisory chain bear someportion of the responsibility for failure.Remember that creating an environmentfor success is your job and it is yourresponsibility to fix the problem. If the

answers to all of these questions are yes,then you need to hold the individualaccountable and take appropriate action.

Look at your discipline process as aunique opportunity for mentoring subor-dinates in a very personal setting. By

making the process as inclusive as possi-ble without denying the individual appro-priate privacy, you will have an opportu-nity to meet with airmen and NCOs inprivate settings and teach them your phi-losophy of leadership. Most disciplinary

situations, including those that involvethe judge advocate general (JAG), shouldinvolve an individuals entire chain ofsupervision.

Your first step will be to gather togetheras many facts as possible. Rarely will youhave to make split-second decisions incases of discipline. Be patient and get allof the facts before you take any action. Notonly will this ensure that you act based on

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the best information available, it will also

help you avoid an unfair decision whenemotions are high. Your first sergeant willbe the best resource for finding facts inmost cases.

With as many facts as possible on thetable, study the information until you

can walk through the case chronologi-cally in your mind. Work with the firstsergeant to ensure you understand allthe intricacies involved. Realize, how-ever, that you will seldom get all of thefacts. You just need to be able to walk

through the chronology of events inorder to form an initial opinion on whichway to proceed. Keep this opinionbetween you and your shirt.

Generally, the next decision you mustmake is the appropriate level to handle the

problem. As a general rule, pushing disci-pline down to the lowest possible level isadvisable. When an airman walks into thecommanders office for discipline, itshould be a significant emotional event.Ensure that the cases you handle areappropriate for commander involvement.With the exception of officers that workdirectly for you, any discipline below a let-ter of reprimand (LOR) should be handled

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at a lower level. If you choose to handle

every case, even in small squadrons, younot only demean the appropriate author-ity of your office, you also deny subordi-nate supervisors the opportunity to lead.In cases where you can delegate the disci-plinary responsibility, serve as an advisor

and mentor to the subordinate supervisoras he or she handles the case.

Once a situation is deemed appropriatefor your direct oversight and involvement,call in the leadership chain of the individ-ualeveryone from his or her immediate

supervisor through the chief, flight com-mander, and so forth. As you workthrough this case, one of your objectives isto mentor everyone in the room. At thefirst meeting, lay out the factsfrommemory, if possible. It will be immediately

apparent that youve done your homeworkand you understand the specifics. If thecase involves a young airman, the seniorairman and staff sergeant supervisors willsee that you take discipline seriouslyand this information will get into thesquadron quickly.

Once the chronological facts of the casehave been reviewed, explain to all that thepurpose of this meeting is for you to hear

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their thoughts on the case and get their

answer to a single crucial question: Is thisindividual a keeper or not?Make a solemnpoint that you carry two tool bags. One islabeled rehabilitation, the other removal

from the Air Force. Before any steps aretaken, you need their honest assessment

and advice as to which tool bag to open.Make a point that you take their com-ments seriously and want to know if theyare prepared to continue to work with theindividual in question. Start with the low-est ranking member present and work up

the chain (note: do not go in reverse if youwant the senior airman to speak openly).Let everyone speak his or her piece. Payclose attention to the lowest rankingsupervisor. Not only does he/she knowthe individual best, it may be the first time

they have been faced with a supervisoryissue. Remember, as you work toward afair discipline solution, that you are usingthis opportunity to teach. Keep the meet-ing disciplined and serious. Cut off anyand all inappropriate levity among thesupervisors present. Joking about thecase will undermine your intent and givethe impression that the process is moreshow than substance. Take your own

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notes as everyone comments, but do not

agree or disagree with anyone in the room.Ask questions intended solely to ensurethat you understand clearly the positionof the individual speaking. Finally, keepthe meeting focused on the individual andthe case. Cut off any sidebar or conversa-

tion that veer from your intended purpose.When everyone has spoken, refer to yournotes and summarize each persons view-point. Again, begin with the lowest rank-ing member and spend the most time onhis or her commentsyou want everyone

in the room to know that you value theiropinion and take their role as supervisorseriously.

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The next step is a gut check. If there is

clear consensus in the room on the gen-eral way ahead and this consensus agreeswith your initial opinion (your gut), youmight choose to summarize and move tothe next step. If the consensus is for dis-missal from the Air Force, there is little

more for the group to discuss. Tell thosepresent you intend to include them in therest of the process, yet the final decisionwill be yours to make. This is a responsi-bility of command and one you accept andwelcome freely.

Chances are, you already have a mili-tary lawyer (JAG) assigned to assist yoursquadron, and the shirt has probablybeen in contact with him or her. In work-ing with the JAG, the best advice toremember throughout is as follows:

Lawyers are responsible for the law, butcommanders are respons ible for jus tice. Ihave found military lawyers to be profes-sionals who try their best to give soundlegal advice. However, I never went to theJAG and asked, What do I do? Rather,I went to the JAG with an idea alreadythought through with my shirt and keysupervisors and asked, How do Iaccomplish this plan legally and ethi-

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cally? With a plan already in mind, you

will find the JAG to be helpful in ensur-ing that you execute your commandersintent in accordance with military law.If, on the other hand, you ask the JAG todetermine the proper way to handle acase, you will get sound legal advice, but

it may not achieve justice for your air-man. When you are removing an individ-ual from the Air Force, the JAG and yourfirst sergeant will be critical assets.

If the consensus (including your gutfeel) is clearly for rehabilitation, you may

choose to open the floor for discussion onthe tools available in the rehabilitationtool bag. A primary purpose is to teacheveryone in the room your process fordetermining punishment that is just andappropriate. Lay out the intent and proce-

dures for Letters of Counseling, Admon-ishment, Reprimand, and Article 15. As anew commander, you may feel more com-fortable allowing your shirt or the JAG tocover the details of these tools. Believe me,it wont be long before you will be verycomfortable covering them yourself.

Once the procedural rules have beencovered, go around the room again andask for opinions on what tool each

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believes would be appropriate. Same as

beforelowest ranking to highest, takenotes, offer no opinions, listen actively,and summarize their opinions at theend. Try to determine the best approachto take in assisting this individual backonto the road to successthe purpose of

this tool bag. One method for gaugingthe true mood of the group is to ask foropinions on possible additional duty. Ifthe interest is truly on rehabilitation, thefocus will be on structuring the time toretrain the individual in the area(s)

where he or she fell short. If the discus-sion veers towards punitive use of thistime, you may be in the wrong tool bag.

Ensure that the supervisors in the roomremain personally involved, no matterwhich package you ultimately choose. If

that package is rehabilitation, they mustremain personally involved throughoutthe rehabilitative process. Your ultimatelong-term goal is to get this airman backon track. Achieving this goal will requirethe support of everyone in the room. Onceyou are satisfied they understand theirrole in the process, end the meeting witha reminder that all discussions relative to

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the specifics of the case are to remain

within the group.After you dismiss the supervisors, give a

copy of your notes to your first sergeantand ask him or her to summarize them ina memo for record for inclusion in thecase file. Your shirt will be ultimately

responsible for ensuring that the paper-work is correct. Keeping accurate notesthroughout will help immensely if anyproblems occur down the road.

Now its time to determine where youwant to go with the discipline package.

Avoid making a quick decision, even if youknow exactly what you want to do. Sleepon it one night, not only to review yournotes and think over what you have heardbut also to avoid the appearance ofquickly disregarding the opinion of the

supervisors. Once you have made yourdecision, go over the details with your firstsergeant, chief, and/or JAG to minimizethe chances that unintended conse-quences (personnel actions, family reper-cussions, financial hardship) will occur.

Call the key supervisors back in to tellthem your decision. This can be a smallergroup but should, at the least, include thepeople who will be responsible for the

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rehabilitative program. While you owe no

one an explanation of your reasoning, Iwould advise you to go over the logic youused to come to your decision. Doing sowill shed light on your depth as a com-mander and will allow you to mentor andteach subordina

USAF Leadership Manual by PUSHKAL

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Transcript of USAF Leadership Manual by PUSHKAL