***image1***Prior to my experience as a single parent I often couldn’t empathize with single parents. They were almost painful to deal with. During exercises they often had childcare issues and needed work-a-rounds. Half never participated in unit activities outside of work.
As a leader I saw these people as distractions, a hindrance to morale and unit integrity.
Shame on me.
What they needed was a little understanding and unit support, not my charity nor my scorn. If I had only put myself in their shoes maybe I could have been more flexible and positively influenced them and their families. Now I know better.
Too often we are guilty of prejudging someone instead of putting ourselves in their shoes. Instead we should try to understand where they are coming from and help them to find their way.
As leaders, it is our responsibility to get off the sidelines and seek ways of molding everyone, no matter what their situations are, into one team.
I recently read several commentaries about how our Airmen seem less disciplined and professional, failing to salute and failing to take care of their professional and personal responsibilities. I haven’t noticed this trend and frankly I am always amazed at the quality of our enlisted Airmen and officers.
One trend I have noticed is our Airmen are earning more responsibility at a younger and younger age. For instance, it was relatively rare to see someone make staff sergeant with less than four years time in service. Today it is not uncommon to see senior Airmen make rank at three and a half years. This trend is also hitting the officers as average pin-on time from captain to major is now reduced by two years.
By giving our Airmen more responsibility at a younger age we have to make sure they are better trained and mentored to be successful.
I have to laugh at the memory of my daughter stumbling and rumbling around my duplex in my size 11 loafers. Though she looked hilariously adorable, those shoes were not meant for her feet. Try as she might, she couldn’t walk well and certainly could not run without falling to the floor. Simply put, she needed more time and experience to grow into them.
Likewise our young Airmen need constant mentoring and feedback, both positive and the “wall-to-wall” course correcting type, solid two-way communication and out-front leadership to ensure they are ready to take on additional responsibilities sooner. As leaders we should expect them to make mistakes and “fall to the floor” but we have to be the first ones to offer them a helping hand, get them right back on their feet and back into their shoes.
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***image1***Prior to my experience as a single parent I often couldn’t empathize with single parents. They were almost painful to deal with. During exercises they often had childcare issues and needed work-a-rounds. Half never participated in unit activities outside of work.
As a leader I saw these people as distractions, a hindrance to morale and unit integrity.
Shame on me.
What they needed was a little understanding and unit support, not my charity nor my scorn. If I had only put myself in their shoes maybe I could have been more flexible and positively influenced them and their families. Now I know better.
Too often we are guilty of prejudging someone instead of putting ourselves in their shoes. Instead we should try to understand where they are coming from and help them to find their way.
As leaders, it is our responsibility to get off the sidelines and seek ways of molding everyone, no matter what their situations are, into one team.
I recently read several commentaries about how our Airmen seem less disciplined and professional, failing to salute and failing to take care of their professional and personal responsibilities. I haven’t noticed this trend and frankly I am always amazed at the quality of our enlisted Airmen and officers.
One trend I have noticed is our Airmen are earning more responsibility at a younger and younger age. For instance, it was relatively rare to see someone make staff sergeant with less than four years time in service. Today it is not uncommon to see senior Airmen make rank at three and a half years. This trend is also hitting the officers as average pin-on time from captain to major is now reduced by two years.
By giving our Airmen more responsibility at a younger age we have to make sure they are better trained and mentored to be successful.
I have to laugh at the memory of my daughter stumbling and rumbling around my duplex in my size 11 loafers. Though she looked hilariously adorable, those shoes were not meant for her feet. Try as she might, she couldn’t walk well and certainly could not run without falling to the floor. Simply put, she needed more time and experience to grow into them.
Likewise our young Airmen need constant mentoring and feedback, both positive and the “wall-to-wall” course correcting type, solid two-way communication and out-front leadership to ensure they are ready to take on additional responsibilities sooner. As leaders we should expect them to make mistakes and “fall to the floor” but we have to be the first ones to offer them a helping hand, get them right back on their feet and back into their shoes.