CHARLESTON AIR FORCE BASE, S.C. –
I recently returned from the Air Mobility Commander's Course at Scott AFB and one of the highlights of my trip was running into my long-time mentor, retired Colonel Donald Siegel.
Col Siegel was my squadron commander during my first tour as a newly pinned on Second Lieutenant. We were stationed together at Rhein-Main AB, Germany from early 1994 to 1997.
As an aerial port duty officer and passenger service flight commander I led port operations supporting Restore Hope, Support Hope, Provide Promise and Enduring Freedom.
Notice I used the word LED not "watched" or "observed." I actually jumped in with both feet during one of the busiest periods of my career and took charge. I made decisions that impacted aircraft departures, logistics, military personnel, cargo movement and at times, Airmen's lives. I did this because my squadron commander and the United States Air Force not only entrusted me to do it but expected me to. Colonel Siegel taught me the "fact, logic and reason" approach to solving tough issues and making timely decisions.
My message is simple: the Air Force provides you with the training; commanders and supervisors provide the opportunity. I chose to lead and so should you.
Many of the lessons I learned during the blistering operations tempo of my tour at Rhein-Main AB still ring true today during my second squadron command. If you have time to keep reading, I'd like to share a few areas that as a leader I've found to be important.
First, is technical competence. Technical competence is an important aspect of both safety and time management. As a technician, a "by the book" approach means avoiding skipped steps. It ensures the task will be done right the first time and incident free. As a leader, technical competence means knowing the specifics of tasks associated with your assigned workcenter(s) and what it takes to "bust" roadblocks.
The second area I deem important as a leader is decisiveness. Operational leaders are chartered to make decisions. There comes a point where the planning phase is over and it's time to act. A technically competent leader will find it easier to make timely and accurate decisions. It's essential to note the importance of feedback from technical experts who have mastered their trade. During my tenure at Rhein-Main I relied heavily on the expertise of then Staff Sgt. Richard Harris while at Charleston I rely on the daily advice and guidance of Chief Master Sgt. Robert Downing.
This brings me to my final key leadership area ... training. Throughout my career I have received many recommendations on great books about leadership. Unfortunately I'm usually too busy leading to find time to read them. However, I'm not overly concerned as I am confident that the Air Force does a great job preparing our NCO and officer corps through PME and job training. Not a day goes by that I don't fall back on my Air Force training. Everything from customs and courtesies I learned during Basic Military Training to time management techniques I acquired during the recent AMC Commander's Course. The tools are provided to every Airmen; it's a matter of using them.
Colonel Siegel taught me the importance of technical competence, decisiveness and training. He not only talked the talk, he walked the walk. He provided an example of leadership and set the standard high. In today's high-ops tempo Air Force, leadership and mentoring are more important than ever ... it's on you.