Commentaries

Class of '16 grad shares lessons in leadership

  • Published
  • By 2nd John Stanley
  • U.S. Air Force Academy

Editor’s note: 2nd Lt. John Stanley, a 2016 Air Force Academy graduate, is a former flight commander for Cadet Squadron 6. He sent Lt. Col. Chris Hubbard, air officer commanding for CS-06, a list of leadership tips for cadets selected to serve as flight commanders to pass on what he learned.


Take care of your Airmen

If you take care of your Airmen, everything falls into place. If your Airmen know you care about them and will do everything you can to help them, they work harder and perform better. You will see improvements in all areas of mission accomplishment because they will not want to let you down. Taking care of people doesn’t mean sweeping problems under the rug, however. Sometimes, what your Airmen need most is to be held accountable for their actions. If you don’t fix problems at the lowest level and stop them when they start, those problems can eventually become much larger. Holding your Airmen accountable shows you care and that you want them to succeed.


Embrace leadership

You know your flight better than anyone else including the squadron commander, so don’t be afraid to make decisions. If you have a problem in your flight or think something can be done better, present your commander with a plan and a solution. Do not expect them to make a decision for you.  Do not be afraid to present alternative actions you believe will make your flight more effective. As long as you have a plan and solid justification, your commander will almost always support you. Do not allow fear of failure or of trying something new to keep you from being a leader. Publicaly support your commander’s policies or plans, even if you disagree. Never complain publicly or to subordinate Airmen.


Dig deep

Do not take everything at face value. Find out why an Airman may have attitude or behavior problems or may be struggling. There is almost always an underlying issue causing surface problems. If you only treat the symptoms, you will never get to the heart of the problem and the manifestation of the deeper issue will only continue. You never know what family or personal issues may be occurring in an Airman’s life unless you ask.  


Be Creative

You are the bridge between your Airmen and successful mission accomplishment. Refer to Air Force Instructions and regulations, but be creative when solving problems or administering discipline. Decide the best measure for the Airman and the Air Force. Think outside the box. Rely on past experience while looking at new ways to solve problems, but don’t always assume the best way to solve a current issue relies on a decision you’ve made in the past. Caring for Airmen requires innovative thinking just as defeating today’s enemies requires innovative thinking. In disciplinary cases, creative solutions tailored specifically to each situation are far more effective at creating sustained rehabilitation than blanket punishments.


Follow-through

Keep your promises. Your Airmen need to be able to trust you. Don’t make decisions in an emotional state because you might make a promise you won’t be able to keep. Take the time to reconsider your decision before you commit in a moment of passion you may regret. When in doubt, sleep on it and see how you feel about the decision the next morning.


Develop Airmen

Develop your subordinates professionally. Mentor them. One of the best ways to do this is to give them more authority. Give ownership to your subordinate commanders and supervisors and let them take risks while striving for continuous improvement. Support them by allowing them to make decisions. If you have a task, tell them what needs to be accomplished instead of telling them how it needs to be accomplished. You will be amazed at their creative ideas.


Trust but verify

Never micromanage Airmen; trust them to complete tasks on time, set definite deadlines and make sure there is no ambiguity about your directions, your goals, and what needs to be accomplished. Set clear expectations and follow up occasionally in a friendly manner to make sure the tasks are on-track to be completed.


Be a role model

Your Airmen will follow your lead. It is imperative you hold yourself to a standard of professionalism on- and off-duty. You don’t stop being a flight commander when you take off your uniform. As a leader, you are always in the spotlight. Most importantly, never be hypocritical. Hold yourself to the same standard you hold your Airmen to. Hypocrisy is the fastest was to lose the respect of your Airmen.


You don’t know everything

Don’t be too proud to seek and listen to advice. Oftentimes, a junior supervisor will know more about an Airman’s personal issues than you. Don’t be afraid to get that supervisor’s advice simply because you outrank them. Leverage their unique experiences and backgrounds; they see things differently and will present alternative viewpoints. Your pride should never take precedence over making the best decisions for your Airmen. It is especially important to solicit advice from your subordinate commanders and supervisors. You will be amazed by their insight and they will be more likely to support your decision if they contribute.


Repeat! Take care of your Airmen

Taking care of Airmen is the most important aspect of being a flight commander. You must be there for them, and it will entail sacrifice from you. This is the commitment you made to Airmen, the Air Force and your country. You will lose sleep and your personal life may suffer, but at the end of the day, your Airmen expect and need you to be there for them regardless of the situation. You are the most influential person in their chain of command. Do not let them down.

Commentaries - Articles

Class of '16 grad shares lessons in leadership

  • Published
  • By 2nd John Stanley
  • U.S. Air Force Academy

Editor’s note: 2nd Lt. John Stanley, a 2016 Air Force Academy graduate, is a former flight commander for Cadet Squadron 6. He sent Lt. Col. Chris Hubbard, air officer commanding for CS-06, a list of leadership tips for cadets selected to serve as flight commanders to pass on what he learned.


Take care of your Airmen

If you take care of your Airmen, everything falls into place. If your Airmen know you care about them and will do everything you can to help them, they work harder and perform better. You will see improvements in all areas of mission accomplishment because they will not want to let you down. Taking care of people doesn’t mean sweeping problems under the rug, however. Sometimes, what your Airmen need most is to be held accountable for their actions. If you don’t fix problems at the lowest level and stop them when they start, those problems can eventually become much larger. Holding your Airmen accountable shows you care and that you want them to succeed.


Embrace leadership

You know your flight better than anyone else including the squadron commander, so don’t be afraid to make decisions. If you have a problem in your flight or think something can be done better, present your commander with a plan and a solution. Do not expect them to make a decision for you.  Do not be afraid to present alternative actions you believe will make your flight more effective. As long as you have a plan and solid justification, your commander will almost always support you. Do not allow fear of failure or of trying something new to keep you from being a leader. Publicaly support your commander’s policies or plans, even if you disagree. Never complain publicly or to subordinate Airmen.


Dig deep

Do not take everything at face value. Find out why an Airman may have attitude or behavior problems or may be struggling. There is almost always an underlying issue causing surface problems. If you only treat the symptoms, you will never get to the heart of the problem and the manifestation of the deeper issue will only continue. You never know what family or personal issues may be occurring in an Airman’s life unless you ask.  


Be Creative

You are the bridge between your Airmen and successful mission accomplishment. Refer to Air Force Instructions and regulations, but be creative when solving problems or administering discipline. Decide the best measure for the Airman and the Air Force. Think outside the box. Rely on past experience while looking at new ways to solve problems, but don’t always assume the best way to solve a current issue relies on a decision you’ve made in the past. Caring for Airmen requires innovative thinking just as defeating today’s enemies requires innovative thinking. In disciplinary cases, creative solutions tailored specifically to each situation are far more effective at creating sustained rehabilitation than blanket punishments.


Follow-through

Keep your promises. Your Airmen need to be able to trust you. Don’t make decisions in an emotional state because you might make a promise you won’t be able to keep. Take the time to reconsider your decision before you commit in a moment of passion you may regret. When in doubt, sleep on it and see how you feel about the decision the next morning.


Develop Airmen

Develop your subordinates professionally. Mentor them. One of the best ways to do this is to give them more authority. Give ownership to your subordinate commanders and supervisors and let them take risks while striving for continuous improvement. Support them by allowing them to make decisions. If you have a task, tell them what needs to be accomplished instead of telling them how it needs to be accomplished. You will be amazed at their creative ideas.


Trust but verify

Never micromanage Airmen; trust them to complete tasks on time, set definite deadlines and make sure there is no ambiguity about your directions, your goals, and what needs to be accomplished. Set clear expectations and follow up occasionally in a friendly manner to make sure the tasks are on-track to be completed.


Be a role model

Your Airmen will follow your lead. It is imperative you hold yourself to a standard of professionalism on- and off-duty. You don’t stop being a flight commander when you take off your uniform. As a leader, you are always in the spotlight. Most importantly, never be hypocritical. Hold yourself to the same standard you hold your Airmen to. Hypocrisy is the fastest was to lose the respect of your Airmen.


You don’t know everything

Don’t be too proud to seek and listen to advice. Oftentimes, a junior supervisor will know more about an Airman’s personal issues than you. Don’t be afraid to get that supervisor’s advice simply because you outrank them. Leverage their unique experiences and backgrounds; they see things differently and will present alternative viewpoints. Your pride should never take precedence over making the best decisions for your Airmen. It is especially important to solicit advice from your subordinate commanders and supervisors. You will be amazed by their insight and they will be more likely to support your decision if they contribute.


Repeat! Take care of your Airmen

Taking care of Airmen is the most important aspect of being a flight commander. You must be there for them, and it will entail sacrifice from you. This is the commitment you made to Airmen, the Air Force and your country. You will lose sleep and your personal life may suffer, but at the end of the day, your Airmen expect and need you to be there for them regardless of the situation. You are the most influential person in their chain of command. Do not let them down.