As a base-level budget supervisor, I see leadership daily, but only occasionally at a senior level. So when the opportunity arose to shadow our Mission Support Group commander, Col. Mike Monson, I was tickled pink.
As the former USAFE comptroller, Monson was the perfect candidate. To prepare, I researched leadership and current challenges in the financial management career field. The questions developed from that research as well as Monson’s responses are listed at the end of this article.
When I first walked into Monson’s office, I noticed the array of mementos he has collected through the years. Strategically placed among the affirmations of career success are youth sports photos framed with kids’ signatures. As we finished reviewing his calendar for the day and discussing the business of running the MSG, I had a burning question.
“Sir,” I said, “How do you maintain balance?”
This is one thing that I struggle to do, so I wondered how he did it. He tells me how his staff assists him in getting out on time when he coaches youth sports. Remembering the schedule I received from his secretary, I imagine a standing youth sports appointment listed at the top. My first lesson: looking for balance — schedule it.
As the day progressed, Monson shared his experiences as the MSG commander with me. His days are filled with making sure the wrestling team has an adequate space to host matches and helping a Vietnam veteran get a driver’s license. It’s PTing with a squadron three times per week and attending quarterly standards of discipline meetings. It’s making sure the traffic keeps flowing on the B270 and signing decorations to recognize his folks for a job well done. It is easy for me to
tell he does not take these things lightly.
If you ask him why, he will chalk it up to customer service. Monson knows who his customers are.
Whether it is the Ramstein High School wrestling team or commuters on the B270, he knows customer service is key. Lesson two: know your customer.
By mid-day I can’t help but notice how fluid Monson’s days are. He never knows what crisis will be in his inbox. When I mention this to him, his response is priceless.
“You know that box of chocolates Forrest Gump had?” I nod my head yes. “I’ve got a whole chocolate factory and I never know what I am going to get.”
In that moment I found another lesson. No matter how random, busy or frustrating the day gets, take on a sweet perspective.
In addition to being in command of 4,200 people, Monson also commands 22 military working dogs.
At the end of my day, I had the opportunity to watch these highly specialized K-9s in action. Eight different types of explosive devices were placed in or around
vehicles parked in a field for the military working dog and his handler to find.
The unspoken relationship between the two is truly remarkable as they weave between the vehicles in complete unity. It was the first time I had ever seen this, so my admiration was no surprise.
What did come to my surprise was the admiration Monson showed toward the two. Though this was obviously not his first time to witness this exercise, he was just as impressed as I. This retold the story I had witnessed all day. He’s extremely proud of the mission and people of the 86th MSG.
My final lesson: be proud of the mission you and your team accomplish and really let it show.
As I left Monson, he headed off to defeat the chiefs in basketball. I reflected on all of the things I rely on the 86th MSG to do for me as a military spouse and for my
family.
In closing, I would like to thank Monson for sharing his day with me. I would also like to thank the 86th Mission Support Group for the outstanding support they provide all of us at Team Ramstein.
• • •
Col. Mike Monson is the commander of the 86th Mission Support Group — the largest MSG in the Air Force with seven squadrons, two detachments, one Deployment Transition Center and 4,222 members.
NH: What are the most important decisions you make as a leader?
MM: Any decision that I make that impacts the mission or people, I do not take lightly.
NH: Where do the best ideas come from in your organization?
MM: New faces with new perspectives.
NH: How do you and other leaders in your organization promote core values?
MM: By example. The best way a leader can promote core values is to live those core values yourself, because even when you think no one is looking, someone usually is.
NH: What advice would you give someone going into a leadership position for the first time?
MM: Develop your leadership skills now. If you are entering a leadership position and are just learning to be a leader, you’re late. You should have been working on those skills three years ago.
NH: What is one mistake you witness leaders making more frequently than others?
MM: I don’t know if I can say this mistake is made more often than others, but leaders are often distracted by things that are not truly mission impacting. It is important for leaders to not lose focus on the mission.
NH: Has your perspective on financial management changed since you came into command of the 86th MSG?
MM: No. I have always realized how important FM’s role is. If anything, my position here has affirmed my previous feelings. The frustrating impact of high turnover in resource advisers has made us rely on the budget office to keep out of trouble.
NH: What do you see as the biggest challenge for the 86th MSG when operating in a fiscally strained environment?
MM: Trying to maintain a high level of customer service and strong quality of life programs in an overseas environment.
NH: The Air Force?
MM: Maintaining Mission Readiness.
NH: How would you describe
a hollow force?
MM: An environment where the resources to complete the mission are not provided or available. It may seem easier to cut QOL programs when the economy is bad and retention is high, however poor QOL programs will cause future retention problems and a lower satisfaction in the AF way of life. There will be negative consequences if we cut too low … and we don’t know where that tipping point is. The young Airmen and officers will decide where that tipping point is.
NH: How does the AF avoid it?
MM: By focusing resources where the mission happens — at the squadron level.
NH: How do you predict the role of FM’ers will evolve over the next 10 years?
MM: We need to seek perfection in managing members’ military and travel pay and provide exceptional customer service. In the past, finance’s reputation was excellent. We were the customer service experts but much of that has been lost. We need to regain our credibility.
Anyone can be a budget officer in times of abundance; good officers and analysts earn their pay in times of fiscal constraints. We must learn to ask the five W’s. Smart analysts always look for ways to be more efficient.
NH: Will the DOD FM Certification Program help our ability to provide good financial management?
MM: Lack of effective analysis is not helped by certifications; our workforce needs focused training not cramming for exams. In sports,
you don’t practice drills and hone skills that aren’t used in the game.
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As a base-level budget supervisor, I see leadership daily, but only occasionally at a senior level. So when the opportunity arose to shadow our Mission Support Group commander, Col. Mike Monson, I was tickled pink.
As the former USAFE comptroller, Monson was the perfect candidate. To prepare, I researched leadership and current challenges in the financial management career field. The questions developed from that research as well as Monson’s responses are listed at the end of this article.
When I first walked into Monson’s office, I noticed the array of mementos he has collected through the years. Strategically placed among the affirmations of career success are youth sports photos framed with kids’ signatures. As we finished reviewing his calendar for the day and discussing the business of running the MSG, I had a burning question.
“Sir,” I said, “How do you maintain balance?”
This is one thing that I struggle to do, so I wondered how he did it. He tells me how his staff assists him in getting out on time when he coaches youth sports. Remembering the schedule I received from his secretary, I imagine a standing youth sports appointment listed at the top. My first lesson: looking for balance — schedule it.
As the day progressed, Monson shared his experiences as the MSG commander with me. His days are filled with making sure the wrestling team has an adequate space to host matches and helping a Vietnam veteran get a driver’s license. It’s PTing with a squadron three times per week and attending quarterly standards of discipline meetings. It’s making sure the traffic keeps flowing on the B270 and signing decorations to recognize his folks for a job well done. It is easy for me to
tell he does not take these things lightly.
If you ask him why, he will chalk it up to customer service. Monson knows who his customers are.
Whether it is the Ramstein High School wrestling team or commuters on the B270, he knows customer service is key. Lesson two: know your customer.
By mid-day I can’t help but notice how fluid Monson’s days are. He never knows what crisis will be in his inbox. When I mention this to him, his response is priceless.
“You know that box of chocolates Forrest Gump had?” I nod my head yes. “I’ve got a whole chocolate factory and I never know what I am going to get.”
In that moment I found another lesson. No matter how random, busy or frustrating the day gets, take on a sweet perspective.
In addition to being in command of 4,200 people, Monson also commands 22 military working dogs.
At the end of my day, I had the opportunity to watch these highly specialized K-9s in action. Eight different types of explosive devices were placed in or around
vehicles parked in a field for the military working dog and his handler to find.
The unspoken relationship between the two is truly remarkable as they weave between the vehicles in complete unity. It was the first time I had ever seen this, so my admiration was no surprise.
What did come to my surprise was the admiration Monson showed toward the two. Though this was obviously not his first time to witness this exercise, he was just as impressed as I. This retold the story I had witnessed all day. He’s extremely proud of the mission and people of the 86th MSG.
My final lesson: be proud of the mission you and your team accomplish and really let it show.
As I left Monson, he headed off to defeat the chiefs in basketball. I reflected on all of the things I rely on the 86th MSG to do for me as a military spouse and for my
family.
In closing, I would like to thank Monson for sharing his day with me. I would also like to thank the 86th Mission Support Group for the outstanding support they provide all of us at Team Ramstein.
• • •
Col. Mike Monson is the commander of the 86th Mission Support Group — the largest MSG in the Air Force with seven squadrons, two detachments, one Deployment Transition Center and 4,222 members.
NH: What are the most important decisions you make as a leader?
MM: Any decision that I make that impacts the mission or people, I do not take lightly.
NH: Where do the best ideas come from in your organization?
MM: New faces with new perspectives.
NH: How do you and other leaders in your organization promote core values?
MM: By example. The best way a leader can promote core values is to live those core values yourself, because even when you think no one is looking, someone usually is.
NH: What advice would you give someone going into a leadership position for the first time?
MM: Develop your leadership skills now. If you are entering a leadership position and are just learning to be a leader, you’re late. You should have been working on those skills three years ago.
NH: What is one mistake you witness leaders making more frequently than others?
MM: I don’t know if I can say this mistake is made more often than others, but leaders are often distracted by things that are not truly mission impacting. It is important for leaders to not lose focus on the mission.
NH: Has your perspective on financial management changed since you came into command of the 86th MSG?
MM: No. I have always realized how important FM’s role is. If anything, my position here has affirmed my previous feelings. The frustrating impact of high turnover in resource advisers has made us rely on the budget office to keep out of trouble.
NH: What do you see as the biggest challenge for the 86th MSG when operating in a fiscally strained environment?
MM: Trying to maintain a high level of customer service and strong quality of life programs in an overseas environment.
NH: The Air Force?
MM: Maintaining Mission Readiness.
NH: How would you describe
a hollow force?
MM: An environment where the resources to complete the mission are not provided or available. It may seem easier to cut QOL programs when the economy is bad and retention is high, however poor QOL programs will cause future retention problems and a lower satisfaction in the AF way of life. There will be negative consequences if we cut too low … and we don’t know where that tipping point is. The young Airmen and officers will decide where that tipping point is.
NH: How does the AF avoid it?
MM: By focusing resources where the mission happens — at the squadron level.
NH: How do you predict the role of FM’ers will evolve over the next 10 years?
MM: We need to seek perfection in managing members’ military and travel pay and provide exceptional customer service. In the past, finance’s reputation was excellent. We were the customer service experts but much of that has been lost. We need to regain our credibility.
Anyone can be a budget officer in times of abundance; good officers and analysts earn their pay in times of fiscal constraints. We must learn to ask the five W’s. Smart analysts always look for ways to be more efficient.
NH: Will the DOD FM Certification Program help our ability to provide good financial management?
MM: Lack of effective analysis is not helped by certifications; our workforce needs focused training not cramming for exams. In sports,
you don’t practice drills and hone skills that aren’t used in the game.