CHARLESTON AIR FORCE BASE, S.C. –
Have you taken the time to read the marquee as you drive through the base gates?
If you have, you've probably been surprised at the number of change of command ceremonies and retirements being added almost every day. In my almost 20 years in the Air Force, I have never seen this large a turn-over in senior leadership.
We have a new wing commander, vice wing commander and command chief master sergeant. Several groups now have new commanders and it seems that almost every squadron has had a recent change of command. When you add to that the number of enlisted leaders from the flight level and above that have chosen to retire, we are facing vast changes in leadership which will affect every level of management and supervision.
I have always heard that change is good, and I do believe that is true, but to make the most of those changes, we need to be open to new ideas and new ways of conducting the jobs we do both day-to-day and overall. So how do we do that with so much change taking place at once?
First, we have to keep in mind that each leader has a different and sometimes unique way of looking at things. It's these different viewpoints that ensure we are seeing the whole picture and not getting tunnel vision on one aspect of our job or mission. Each new leader has to take a look at the task or duties they are responsible for and prioritize those things based on what they believe have the most impact on their mission.
Second, you need clear and open communication both up and down the chain of command. At the flight level, this can initially be accomplished during feedback sessions with your immediate supervisor. This gives him a chance to let you know what their expectations are concerning your job and professional growth and gives you a chance to convey your concerns or needs for things that help you complete your job. A change in leadership at the squadron level can have small impacts such as how we word enlisted or officer performance report bullets to larger changes in how we manage programs or track, coordinate and execute existing programs.
When it comes to changes implemented by new group or wing level leaders, the end result of the change is not always so easily or readily seen. Everyone can see and feel the immediate impact of large operational changes at this level, but don't overlook the value and importance of small changes or ideas.
What may seem to be an insignificant change in the way you or your section does business can have huge impact for our warriors in the area of responsibility or anywhere in the world our C-17 crews travel.