Success through leadership

Having served 18 years in the Air Force, I’ve been lucky with the possibility to gain knowledge from and work next to most of the frontrunners the military has had the pleasure of seeing. I really don’t claim to be a topic matter specialist on leadership, nor do I consider myself to be a great commander. But, I learn enough about the topic to share my ideas regarding how great leadership can result in a successful unit.

The Air Force describes leadership as the art of affecting and guiding people to attain the mission. This very challenging task can be accomplished in the event that chef at every level keep two very significant elements in mind, with success completing the mission, and looking after their people.

Fantastic frontrunners understand the importance of their unit’s personnel and their job in mission success. Gen. Curtis E. Lemay, former Air Force Chief of Staff stated, “No matter how well you employ the art of leadership, irrespective of how strong your unit or how high the morale of your men, when your leadership is not directed entirely toward the mission, your leadership has failed.”

I’ve always believed that this meant that, as a commander, if I was caring for my Airmen and their demands it’d make sure that that the unit’s mission would be good.

All Airmen are able to be frontrunners regardless of position or rank. Leadership is really not something we are all born with; it’s learned and developed.

The way we grow ourselves and our Airmen will decide if we’ll ever truly become helpful frontrunners. It’s really important that we go on to add to our leadership toolkit by searching for specialist military education, on-the-job teaching and specialized growth.

A fantastic leader will assure that his or her subordinates are provided the chances to learn leadership traits through deliberate improvement. It’sbecause of a lot of these experiences that we earn the qualities it will take to be a great leader.

Even though there are numerous leadership qualities to speak of, here are a few that I have experienced make long-lasting influences on personnel and units across my position.

There’s no doubt that enthusiasm is the most infectious of all. Throughout time the most excellent chef have shown enthusiasm for the mission and their people. A leader’s enthusiasm is contagious and will extend through a unit to stimulate others to adjust to the unit’s demands.As market leaders we needs to prove a dedication to the Air Force, our unit’s necessiter, and our subordinates. When we repeat this, our Airmen will want to stick to us.

As frontrunners we have to do not only that which you ask our Airmen to try to to, but also more. We should be reliable continually. Remember that the majority of us are on parade and must prevent exhibiting stress facing challenging emploi.

Communication is a two-way process. Pay attention to what your people are discussing, because they usually have great thoughts. Share the importance of the mission and its influence on national pursuits. A well-informed Airman knows the value of his or her job and will be more potent.

Frontrunners are liable for the unit’s mission; if it fails we should accept the consequences. Liability is also essential. Reward a job well accomplished and hold those who can’t meet the founded standards accountable.During time here at Cannon, I have witnessed the many successes the 27th Special Operations Wing has done.

There’s no doubt that this is a primary relationship to the fantastic leadership we have created. These are Air Commandos at all levels, not just senior officers or NCOs but Airmen as well, those who want this wing to achieve success not for individual gain, but as it’s expected.I challenge you to find leadership opportunities that will provide you with added specialist advancement. Make time to take full advantage of academic choices at Cannon. Taking these actions will make certain the wing continuously develop chef necessary for its continued success.