Leadership is the cornerstone of tactical, operational and strategic functions in the Air Force. It is introduced to us at the very beginning of our Air Force careers.
I was reminded of this after hearing a chief speak to an Airman Leadership School class. He asked them to reflect back to when they entered basic training and how the Air Force required them to lead immediately, possibly as a bay chief, “latrine queen,” or “chow runner.” During technical training, we placed trust in green, yellow and red ropes to lead their fellow trainees; similar appointments are made with cadets and officer trainees.
Our system is based on a meritocracy, or an individual’s ability to perform and achieve. Therefore, with each promotion, the opportunities and responsibility of leadership will increase, and it is imperative to the success of our Air Force and ultimately to the protection of our nation we get it right. If you have not thought about developing a leadership philosophy, then start now.
Throughout the span of my military career, I have often wondered how I would handle the growing leadership responsibilities as I grew more senior. What would be my leadership platform, how can I make my boss’s job easier, how would I garner the respect, commitment and loyalty of leaders, peers and ultimately my subordinates?
Fortunately, I have been given incredible opportunities to test various leadership methods and study those around me to determine what worked.
Currently, I have the distinct honor of commanding an extremely large and diverse squadron with an unorthodox personnel pool. My organization is 98 percent civilian employees, which is somewhat unusual for a military organization.
This workforce mix dynamic presents a different challenge. I cannot rely on the tools of military law and customs and courtesies as much for command and control. Subsequently, the chance to lead this organization affords distinct challenges and incredible opportunities and has helped me grow into a more mindful leader.
In preparation for future leadership opportunities, I realize responsibility and span of control will grow. Therefore, I look to the words of Gen. Wilbur L. Creech: “In larger organizations we must lead and manage by principles.” In this phrase, “principles” is the key word or focal point and equates to a combination of values, attitudes and standards. These are foundational pillars of leadership, and it is important they remain steadfast and unwavering.
Although there are many ancillary parts to my leadership philosophy, the main concept is “always do the right things for all the right reasons.”
Leadership philosophies and styles are things developed over time based on personal experience, leadership and followership opportunities, observation, education and practice. I have observed and studied every senior leader that I’ve worked with. There were no two leaders with identical styles, although some similarities were noted.
For my leadership style, I have copied what I liked from various styles and philosophies and incorporated them into my personal toolkit. Consequently, leadership philosophies are a culmination of experiences (both professional and personal), mentorship, gut reactions, drive for perfection, and desire to do the right things. This is not a static process, but a continuous exercise in developing excellence, and as the leadership journey continues, ideas will evolve, skills will improve and leadership philosophy will be adjusted.
A leadership philosophy is an individual’s brand or personal stamp. It is the thing that will stay long after anyone departs an organization regardless the size and content. My approach is to put this into the semblance of a wheel, more specifically, a leadership wheel. It consists of a hub or core, spokes and the tire completing the circle.
Let me simplify and put this into clearer context:
Hub or core: My value statement (always do the right things for all the right reasons).
Spokes: Variables or characteristics extending from the hub embodying my values. More spokes can be added as my philosophy evolves.
Tire: Actionable items required to interweave and bridge connectivity from one spoke to the next completing the circle.
Although the hub is the center of my senior leadership philosophy, the spokes are just as important because they are the variables I base my actions on to complete the wheel.
I will highlight several of the more significant spokes, but this list is not all inclusive: Respect, attitude, accountability, build winning teams, honesty, transparency, loyalty, performance-driven, empowerment, challenge and inspire, know yourself, be yourself, provide feedback, and humor.
These values and supporting elements complete my leadership philosophy. I would submit, in the business of protecting this nation, history dictates there will be volatility, uncertainty and complexity. Regardless of the time or environment, leaders at every level need to be ready to lead. It starts with developing your leadership philosophy.
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Leadership is the cornerstone of tactical, operational and strategic functions in the Air Force. It is introduced to us at the very beginning of our Air Force careers.
I was reminded of this after hearing a chief speak to an Airman Leadership School class. He asked them to reflect back to when they entered basic training and how the Air Force required them to lead immediately, possibly as a bay chief, “latrine queen,” or “chow runner.” During technical training, we placed trust in green, yellow and red ropes to lead their fellow trainees; similar appointments are made with cadets and officer trainees.
Our system is based on a meritocracy, or an individual’s ability to perform and achieve. Therefore, with each promotion, the opportunities and responsibility of leadership will increase, and it is imperative to the success of our Air Force and ultimately to the protection of our nation we get it right. If you have not thought about developing a leadership philosophy, then start now.
Throughout the span of my military career, I have often wondered how I would handle the growing leadership responsibilities as I grew more senior. What would be my leadership platform, how can I make my boss’s job easier, how would I garner the respect, commitment and loyalty of leaders, peers and ultimately my subordinates?
Fortunately, I have been given incredible opportunities to test various leadership methods and study those around me to determine what worked.
Currently, I have the distinct honor of commanding an extremely large and diverse squadron with an unorthodox personnel pool. My organization is 98 percent civilian employees, which is somewhat unusual for a military organization.
This workforce mix dynamic presents a different challenge. I cannot rely on the tools of military law and customs and courtesies as much for command and control. Subsequently, the chance to lead this organization affords distinct challenges and incredible opportunities and has helped me grow into a more mindful leader.
In preparation for future leadership opportunities, I realize responsibility and span of control will grow. Therefore, I look to the words of Gen. Wilbur L. Creech: “In larger organizations we must lead and manage by principles.” In this phrase, “principles” is the key word or focal point and equates to a combination of values, attitudes and standards. These are foundational pillars of leadership, and it is important they remain steadfast and unwavering.
Although there are many ancillary parts to my leadership philosophy, the main concept is “always do the right things for all the right reasons.”
Leadership philosophies and styles are things developed over time based on personal experience, leadership and followership opportunities, observation, education and practice. I have observed and studied every senior leader that I’ve worked with. There were no two leaders with identical styles, although some similarities were noted.
For my leadership style, I have copied what I liked from various styles and philosophies and incorporated them into my personal toolkit. Consequently, leadership philosophies are a culmination of experiences (both professional and personal), mentorship, gut reactions, drive for perfection, and desire to do the right things. This is not a static process, but a continuous exercise in developing excellence, and as the leadership journey continues, ideas will evolve, skills will improve and leadership philosophy will be adjusted.
A leadership philosophy is an individual’s brand or personal stamp. It is the thing that will stay long after anyone departs an organization regardless the size and content. My approach is to put this into the semblance of a wheel, more specifically, a leadership wheel. It consists of a hub or core, spokes and the tire completing the circle.
Let me simplify and put this into clearer context:
Hub or core: My value statement (always do the right things for all the right reasons).
Spokes: Variables or characteristics extending from the hub embodying my values. More spokes can be added as my philosophy evolves.
Tire: Actionable items required to interweave and bridge connectivity from one spoke to the next completing the circle.
Although the hub is the center of my senior leadership philosophy, the spokes are just as important because they are the variables I base my actions on to complete the wheel.
I will highlight several of the more significant spokes, but this list is not all inclusive: Respect, attitude, accountability, build winning teams, honesty, transparency, loyalty, performance-driven, empowerment, challenge and inspire, know yourself, be yourself, provide feedback, and humor.
These values and supporting elements complete my leadership philosophy. I would submit, in the business of protecting this nation, history dictates there will be volatility, uncertainty and complexity. Regardless of the time or environment, leaders at every level need to be ready to lead. It starts with developing your leadership philosophy.