Our Air Force is undergoing significant changes as we move toward becoming a smaller, more capable fighting force. As we progress, the need for Airmen to step forward and fill the gap has never been more important, and the leadership they display will make all the difference.
Some may ask, “How do you become a leader, and what special characteristics are required to lead the Air Force’s greatest asset?” Answer: our Airmen. I would like to relay a few beliefs that I have developed over the past 21 years of service that I believe will be essential in the days ahead.
The first key trait in a leader is character. Character is nothing more than the combination of the Air Force’s core values. A leader must do what is right and be a shining example for all other Airmen. That is integrity. Leaders are selfless in their actions and make decisions based on fact, not on personal gain, and always place service before self. In addition, a leader always displays and demands excellence in every activity.
Put into a more simple form, character is who you are as a person and is a reflection of what others think of you. A person said to have good character typically excels as a leader. This is largely because people are willing to listen to them and to follow them out of confidence, knowing the leader has everyone’s best interests at heart. An effective leader makes time for Airmen, listens to their problems and gets out of the office and visits them where they work.
The second key is building personal experience. One of my favorite books is “American Generalship: Character is Everything: The Art of Command,” by Edgar F. Puryear. Puryear uses the introduction to set the stage for the rest of the book by forcing the reader to ponder the question of whether a person is a born leader or if leadership is taught.
Gen. Carl A. Spaatz, first chief
of staff of the Air Force, believed “… you must be born with certain characteristics, but it’s more a case of what takes place after you are born that decides whether or not you are going to be a leader.” Leaders learn in two ways: by hands-on experience and by observation.
Airmen learn by doing. If you stay in the same duty position or location too long, your growth stagnates. You begin to suffer from tunnel vision, only seeing the small portion of the Air Force you know. Simply put, you become comfortable. Good leaders step outside their comfort zone and ask for increased responsibility. Only by stepping up do you learn, both from success and from failure, how you fit into the overall Air Force mission.
Airmen also learn by observing. The key to success in this aspect is observing Airmen who make decisions. When you observe those in leadership positions, you learn not only why they made a certain decision, but also the thought process behind it. Using a few cliches, observing others develops your ability to “think outside the box” and to “see the big picture.”
The history of the Air Force is full of change, and the Air Force of the future requires an increased level of commitment from all of those who decide to serve. As a very wise chief master sergeant recently told me, Airmen can be outstanding or they can be out standing by the gate. Are you ready to become the leader all Airmen need, deserve and demand, or will you be watching from the other side of the fence?
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Our Air Force is undergoing significant changes as we move toward becoming a smaller, more capable fighting force. As we progress, the need for Airmen to step forward and fill the gap has never been more important, and the leadership they display will make all the difference.
Some may ask, “How do you become a leader, and what special characteristics are required to lead the Air Force’s greatest asset?” Answer: our Airmen. I would like to relay a few beliefs that I have developed over the past 21 years of service that I believe will be essential in the days ahead.
The first key trait in a leader is character. Character is nothing more than the combination of the Air Force’s core values. A leader must do what is right and be a shining example for all other Airmen. That is integrity. Leaders are selfless in their actions and make decisions based on fact, not on personal gain, and always place service before self. In addition, a leader always displays and demands excellence in every activity.
Put into a more simple form, character is who you are as a person and is a reflection of what others think of you. A person said to have good character typically excels as a leader. This is largely because people are willing to listen to them and to follow them out of confidence, knowing the leader has everyone’s best interests at heart. An effective leader makes time for Airmen, listens to their problems and gets out of the office and visits them where they work.
The second key is building personal experience. One of my favorite books is “American Generalship: Character is Everything: The Art of Command,” by Edgar F. Puryear. Puryear uses the introduction to set the stage for the rest of the book by forcing the reader to ponder the question of whether a person is a born leader or if leadership is taught.
Gen. Carl A. Spaatz, first chief
of staff of the Air Force, believed “… you must be born with certain characteristics, but it’s more a case of what takes place after you are born that decides whether or not you are going to be a leader.” Leaders learn in two ways: by hands-on experience and by observation.
Airmen learn by doing. If you stay in the same duty position or location too long, your growth stagnates. You begin to suffer from tunnel vision, only seeing the small portion of the Air Force you know. Simply put, you become comfortable. Good leaders step outside their comfort zone and ask for increased responsibility. Only by stepping up do you learn, both from success and from failure, how you fit into the overall Air Force mission.
Airmen also learn by observing. The key to success in this aspect is observing Airmen who make decisions. When you observe those in leadership positions, you learn not only why they made a certain decision, but also the thought process behind it. Using a few cliches, observing others develops your ability to “think outside the box” and to “see the big picture.”
The history of the Air Force is full of change, and the Air Force of the future requires an increased level of commitment from all of those who decide to serve. As a very wise chief master sergeant recently told me, Airmen can be outstanding or they can be out standing by the gate. Are you ready to become the leader all Airmen need, deserve and demand, or will you be watching from the other side of the fence?