Sharing Succe

Owning Failu

Preparing to Comm

the Twenty-First Ce

Air Force

DAVID L. GOLDFEIN

Colonel, USAF

Air University Press

Maxwell Air Force Base, Ala

October 2001
Disclaimer

Opinions, conclusions, and recommendations exp

within are solely those of the author and do not 

sent the views of Air University, the United Sta

Department of Defense, or any other US gov

Cleared for public release: distribution unlimited.

ii
Chapter 

DISCLAIMER . . . . . . . . . . . . 

CONTENTS . . . . . . . . . . . . . 

FOREWORD . . . . . . . . . . . . 

ABOUT THE AUTHOR . . . . . 

PREFACE . . . . . . . . . . . . . . 

ACKNOWLEDGMENTS . . . . . 

ABSTRACT . . . . . . . . . . . . . 

1 EXPECTATIONS OF COMMAN

What Does the Boss Expect? 

What Do the Troops Expect? 

What Do You Expect? . . . . 

Notes . . . . . . . . . . . . . . . 

2 VISION AND ENVIRONMENT 

Developing and Communica

Your Vision . . . . . . . . . 

Building the Environment 

Notes . . . . . . . . . . . . . . . 

3 WALKING THE WALK . . . . . . 

Notes . . . . . . . . . . . . . . . 

4 HANDLING JUSTICE . . . . . . 

iii
Take Responsibility for Fun 

Sponsor Program . . . . . . . 

Celebrate Heroes—Not

Machines . . . . . . . . . . . 

Mentoring Program . . . . . 

Notes . . . . . . . . . . . . . . . 

CONCLUSION . . . . . . . . . . . 

BIBLIOGRAPHY . . . . . . . . . . 

INDEX . . . . . . . . . . . . . . . . 

iv
Foreword

Command is the ultimate ser

time when we have the singular 

ity to create and lead strong Air 

A time when our passion for ou

and our vision for its future mu

whelmingly clear. 

Early in the “Developing Aero

ers” initiative, we began to focus 

in which the institution teaches 

and prepares airmen for comman

found was a wide range of prac

wide range of expectations—a c

factor in today’s Expeditionary 

Force. 

We realize that preparing our 

command effective, mission-ori

must be a deliberate proces

develop our unique airman pers

ating commanders who are able 

nicate the vision, have credibility 

sion area, and can lead our 

inspiration and heart. 

The foundation of our institu

tiveness has always been its lead

Goldfein’s work provides valua

learned and serves as a worthw

optimize your effectiveness as 

commander. 

v
yg 

understand what the requir

squadron command will be. 

command is a unique privilege—

ing and crucial position in our A

Sharing Success—Owning Fa

you a step closer to successfu

that challenge.

Charles D. Link

Major General, USA

vi
Colonel Dave “Fingers” Goldf

active duty in 1983 following grad

the USAF Academy. He has comp

ters in Business Administration

Officer School, Air Command an

lege, Air War College, and the S

ment Senior Seminar.

Fingers earned his pilot wing

pard AFB, Texas, in 1984 an

there as a first assignment inst

(FAIP) in the Euro-NATO Join

Training Program. Following Sh

checked out in the F-16 Fighting 

joined the 17th Tactical Fighter S

Shaw AFB, South Carolina. D

tour, the squadron deployed to 

United Arab Emirates, where Fin

vii

Colonel Goldfein with his fellow Aviano w

Operation Allied Force
pg 

rates, Fingers was selected fo

School and reassigned as initial ca

the composite wing at Mountain 

Idaho. Flying with the 389th T-B

Goldfein served as squadron wea

and then chief of wing weapons, 

intelligence.

Following Air Command and Sta

residence, Fingers served as Aide 

the Commander of AIRSOUTH in N

and then as Executive Officer to 

Commander at Ramstein AFB, Ge

In 1997, Colonel Goldfein re-qu

F-16 and returned to Europe as 

Officer and then Commander o

Triple Nickel Fighter Squadron at 

Italy. As commander, Fingers led 

ron on combat missions over Ser

and Bosnia-Herzegovina during 

Allied Force. He is a command pi

3,500 flying hours. His decorations 

Distinguished Flying Cross (1 OL

Meritorious Service Medal, Meri

vice Medal (1 OLC), and Air Meda

For 18 years and 13 moves, 

been married to Dawn (Thumbs

the proud parents of two 

Danielle and Diana. He current

deputy chief of Combat Forces 

Headquarters USAF, Pentagon.

viii
Preface

Congratulations on your selec

most challenging and rewarding 

Air Force—squadron command. 

of this paper is to help you prepa

for the task ahead by discus

themes central to a successfu

tour. It will not answer all of you

about “how to command”; nor w

any radically new ground in the “a

ship.” Rather, the ideas express

intended to spark your imagina

begin preparing now for how y

command your squadron.

These thoughts are not min

researching this project, I asked 

across the Air Force, recently from 

to share stories of the greatest cha

faced. What was the environmen

they react? Why did they choose 

path? Most importantly—what di

from the experience? Many of t

included in this paper involve s

which the individual failed. Why

is from studying our failures th

grow, and improve as officers a

As a commander, you will be p

share in many successes of your o

however, you will personally ow

ure. In the end, this is the true l

ix
p

a critical eye and think now abo

will react given similar circums

important questions such as: W

expectations of command? W

troops expect of me? What will be 

How will I create an environ

ensures mission success? How 

my team? How will I handle just

ultimately responsible for f

squadron? By thinking critically 

questions now, you will be bett

to lead successfully in the great

will ever have. 

Good luck commander!

Dave “Finger

x
Acknowledgmen

I am greatly indebted to the o

participated in this project. Shar

is relatively easy. Owning failur

and then sharing the story of th

a published paper takes courage 

mitment to helping you succee

ally, this project was significant

by the keen insight and editing 

Gen Perry Smith, USAF, retired

Rules and Tools for Leaders, rem

the most practical guides on com

leadership written.

Maj Gen L. D. Johnston Maj Gen (

Smith

Maj Gen (retired) Chuck Link Maj Gen (

Taylor

Brig Gen Dan “Fig” Leaf Brig Gen 

“Goldy” 

Col Daniel “Doc” Zoerb Col Terry 

Col Jim “Rev” Jones Col Charl

Col Judy Fedder Col Brian 

Col Dave “Face” Nichols Col Antho

Rebello

Col Lansen Conley Col Mike 

Col Jeff “Weird” Harrell Lt Col Jef

Lofgren

Lt Col Bill “Bigfoot” Eliason Lt Col “Ra

Lt Col Theresa “Junior” Giorlando Lt Col Ste

Maj Duane “Imus” Creamer SMSgt Jo

SMSgt Michael Brake SMSgt Be

SMSgt Christopher Schloemer MSgt Larr

xi
Sharing Success—Owning Fail

ing to Command in the Twenty-F

was originally written as a resear

the National Foreign Affairs Trai

Arlington, Virginia.

The photographs in this volu

Allied Forces personnel at Avian

Italy, during Colonel Goldfein’s t

as squadron commander, 555

Squadron. All are USAF photogr

xiii
Abstract

The single most important elem

cess in war is leadership. Lead

others to achieve “above and b

expectations of both leader and f

key roles in the development of 

as do the leader’s vision, the wo

ronment, and the example est

the leader. The squadron com

essential to accomplishing the 

the United States Air Force. He 

ensure that justice prevails a

between those commanded, and 

must establish programs tha

health and happiness among t

within the command.

xv
Chapter 1

Expectations of Com

Excellent leaders stand for a

integrity, absolute honesty

preach the concept of honest

organization. Excellent leade

tice integrity in thought, wo

deed. And they insist upon i

and honesty on the part of th

ordinates.

—Gen W. L. Creech, USAF, 

Any dialogue on preparatio

mand must begin with a dis

expectations. No doubt yo

remember the day you were 

that you had been chosen for 

Anticipation mixed with pride 

amount of uncertainty and fe

familiar? This section will dis

key issues associated with 

boss expects, what your troo

and, perhaps most important

can expect. 

1
As a wing commander, th

important personnel decision 

made was the selection 

squadron commanders. No 

officer would have a greater 

or negative effect on our ab

accomplish the mission.

—Brig Gen Dan Leaf

—31st Fighter Wing Comm

Leaders who hire subordi

manders have a responsibility 

lay out their expectations fo

Too often, command in the A

viewed as a test of the ind

future service rather than an 

nity for the organization to su

thrive under proven leader

over-arching focus on testin

vidual rather than the succ

unit has resulted over time i

spondingly shallow program 

prepare you for command. 

A Navy officer who is chose

month command tour will spe

18 months as executive officer 

learning the art of command) 

unit he or she will eventuall

2
mand and leadership prior to 

the colors of his or her first u

trast, Air Force officers selecte

mand are currently required 

one-week major command 

squadron commander’s cour

largely on staying out of jail r

leading and managing effect

lack of emphasis on thoroughl

an individual to succeed in com

gests an even greater need fo

your new boss to establish 

understood expectations for su

As you begin the transitio

set up an appointment with 

mander. Ask about his or he

tions and indicate that you a

any advice—your commander 

been in your position. Do 

without pen and pad in hand

cer I know showed up for an 

with his numbered Air F

mander and was tossed out o

to find writing tools—definite

way you want to begin your 

bottom line: Do not leave th

until you understand clear

expected of you. 

3
In these cases, send a note to 

boss and request his or her th

success. Col William Lord, wh

communications director for 

ters Air Mobility Command 

outlined his expectations in 

his new commanders. It h

chart their own course for su

Congratulations on being 

squadron commander––it is 

job in the Air Force, and th

est. To help you get off on 

foot, I’d like to offer some 

help with your mental prep

To start with, you need a c

philosophy and initial focu

reasons: (1) you only h

chance at a first impressio

much of what you actually 

plish in your 2-year comma

you must first establish a 

your initial 6 months, and 

first few weeks will haunt y

aren’t prepared. Those entr

your charge want and need 

from day 1 of your comman

4
career field, MAJCOM, or s

If you succeed, you will bec

ior officers together before y

it. You will need one anoth

regard each other as com

you will hurt yourselves, y

mand chain, and our Ai

Don’t get lost in the “gla

being the boss.” You’ll find 

rience produces many rew

awards) along with a good 

of hard work and disappoin

Now is a good time to send 

thank you to family memb

any mentors that helped yo

your career. Don’t substit

email [sic]––the personal to

a hand-written [sic] note sh

breeding. If you haven’t sen

to your new boss and wing 

so––they selected you.

Take time to scrutinize y

sonal affairs. From relation

money matters, you nee

squeaky clean. As a com

you will sit in judgment o

5
are expected to be above r

Your personal life won’t get 

moted, but it can rapidly do 

Study up on your officers an

NCOs before you take com

my office can help with p

briefs and RIPs. These a

charges––worry about them

them, and develop them to 

your replacement, or at lea

one you’d be proud to hav

ated with your name. Thes

shouldn’t be worrying abo

next assignment––that’s you

Plan out your first 30 days 

have in mind what you 

accomplish. Some hints:

• Publish your command 

ophy.

• Meet with your Top 3 (or 

first day.

• Visit every work cente

every shift. Keep these 

regular.

6
focus on these. Dont be 

to ask questions––the 

will respect your intere

• Meet all of your fellow 

manders on their turf.

• Call on the Wing SEA

Flight Commander, Ch

and all other agencie

provide service to your 

• Inspect the dorm and 

the dining facility.

• Write job descriptions o

of your key subordinat

give them out one on on

• Schedule a commande

within the first month.

Take ownership of every par

organization and teach this 

dinate leaders. Once you’v

past trash on the ground, a 

needs paint, or a broken do

just blessed it—and you’ll co

overlook it every day after th

it gets pointed out by your b

7
hard to get credibility back o

name becomes meaningless

insist on putting the actua

signature on everything you 

Spouse involvement in u

base activities—there are

absolutes. The only wrong 

are zero and everything. 

spouse is a joiner and 

encourage it. If not—don’t 

Just remember that taking 

the families in your unit is a

tant part of the job—we rec

viduals, but we retain famil

you go about this will vary 

responsibility will always ex

your spouse, find someone 

help you lead in this area.

Finally, be an officer and an 

first—a communicator las

space power is our busines

mand information is our c

tion. Make a concerted effor

current on operational iss

doctrine. If you don’t un

aerospace power applicat

8
Again, congratulations on yo

tion for command. I look fo

working with you to accom

mission.1

Are there any questions as t

leader expects of his new com

With a few personal touches, 

can serve as an excellent start 

ter to subordinate leaders an

sors. Remember, establishing 

mutually understood expecta

your flight commanders and f

will be your responsibility as c

What Do the Troops E

Good leaders are people who 

passion to succeed . . . To 

successful leaders, we mu

learn that no matter how g

technology or how shiny the 

ment, people-to-people relat

things done in our organi

People are the assets that de

our success or failure.

—Gen Ronald R. Fogleman, USAF

9
mander? To answer this ques

veyed the USAF Senior Noncom

Officer (NCO) Academy at M

Force Base (AFB)–Gunter A

bama, and asked attendees to 

following questions:

• What do you expect from y

commander?

• How do you define a su

commander?

• What do you not want t

your new boss?

Among the most thoughtful 

came this one from SMSgt Mic

a flight leader at the academy 

assistant to commander in chi

command (CINCSTRATCOM):

1. I expect leadership in ac

by proxy. Commanders m

out from behind their o

ceived comfort zones an

know their folks. I’ve exp

too many stories of shift p

being surprised by senio

ship visiting them on a mi

10
other way for the comman

the true pulse of their pers

2. Leaders make mistak

grow through the opp

Don’t be afraid to make t

fess up when you do—

nates will know you are 

the same time, underst

subordinates also make 

and need the same oppor

grow as a result. Accou

yes, perfection—impossib

3. Communication is vit

with number 1. Unless it 

mental to the organizatio

information. The result 

inclusion and fewer 

thereby making everyone 

nificant. 

4. Empower personnel. Form

Master Sergeant of the A

Sam Parrish said it best: 

they want to do is (a) goo

Air Force; (b) good for the 

ual; and (c) doesn’t hurt 

why stop them?

11
ues.

Here is another entry from S

erly Hill, also a flight chief at 

NCO Academy and former 

systems manager at Robins A

gia, who explains her expect

new commander as follows:

1. In the commander, I am 

for someone who lives the 

ues every day. If you ar

admit it up front. H

courage to stand up, with

compromising personal b

what is right and fair. D

one thing and do another

what is done, not what is 

2. I define a successful com

as one who supports, and 

cases stands up, for hi

people when they are rig

tionally, I look for some

treats everyone fairly and 

sive (decision makers 

include male, female, m

enlisted). Finally, a su

commander has high s

12
ues.

3. What I don’t want to see 

mander who is partial t

individuals; one who wo

port you as a professiona

who doesn’t have the co

support tough, unpopu

sions up the chain of co

Clearly, I don’t want a com

who is dishonest.3

The final entry comes fr

Christopher Schloemer, forme

geant and now an instruc

Senior NCO Academy:

1. Listen. I have a lot of expe

offer. Nothing puts me 

than a new command

knows it all already. O

you have new ideas an

perspective, but hopefully

open mind.

2. Be decisive. A wishy-was

mander is death for an 

tion. Make informed dec

much as possible. See #1 

13
bad. However, if the troo

in and ask the secretar

kind of mood is he/she in 

your organization will n

effective.

4. Be visible. The troops ne

you. I used to put “walk 

time on my commander’

ule. Nothing raises mora

than knowing the com

cares enough to visit them 

work areas.

5. Don’t micromanage. Yo

have time to handle ever

That’s why you have so m

ple in your squadron.

6. Have high expectations 

senior NCOs. Hold their fe

fire and ensure they are 

the title “senior NCO” ever

upholding high standa

leading troops.

7. Integrate the core values 

squadron every day. If yo

your troops to live by th

14
to the core values in ever

tive action he took—it w

effective.4

If there is a central theme i

essays I received, it is the e

that commanders live the c

every day. While accompli

might appear simple, it take

ous effort to ensure you nev

decision or take action that 

the impression (even unint

that you are compromising 

values.

As an example, here is a sto

decision I made while comma

555th Fighter Squadron. It ta

great deal about unintentio

quences.

The time and place: July 

Aviano Air Base (AB), Italy 

We had recently ended O

ALLIED FORCE, the air c

over Serbia and Kosovo. I r

call from aviation artist Ro

lor, among the most respe

well-known painters of mil

15
of the F16 entitled Viper 

and asked for help by p

unclassified information 

squadron aircraft. Talking 

phone to the artist, we 

together to ensure he had t

details in order to recreate 

to his impeccable standards

after the painting was com

received a call from his sta

if I would agree to sign the p

commander and combat ve

of his aircraft paintings are 

I was both honored and hum

the request. After some thou

discussion with the JAG t

there was no ethical 

dilemma, I agreed to sign t

Additionally, I shared the s

particular mission that hig

the international NATO tea

of ALLIED FORCE. So why 

a failure? 

First—as a commander, I 

put my troops first. Remem

Colonel Lord said in his lette

are rewards that come w

16
represent my people, w

tributed more than I eve

commander should be out f

in the lead in all but one 

stance—when there are acc

be received or success to be 

Second—I failed my fello

manders who fought side 

with me. A commander ha

to three groups—his c

chain, his fellow command

those he is privileged to lea

insisting that my fellow com

be represented on the prin

to fight for their interests 

interest of their squadrons.

Finally, and most importan

discussion: when I had tim

der this decision in the we

months that followed, I had 

that I had not put service be

In Senator John McCain

Faith of My Fathers, he stat

and honor are achieved on

one serves something grea

himself.” The very best com

17
This was a great lesson o

decisions with our USAF core 

focus. While your initial inten

very well be honorable, you m

through your decisions and 

ensure our Air Force core va

the heart of your existence ev

every day.

What Do You Expe

A good leader sets goals, me

progress, and rewards p

ance. He or she tries to give 

one a stake in the mission 

organization and its outcome

the role of leadership.

—Gen John M. Loh, USAF, 

To complete our discussion 

tations, we must explore pe

most difficult question to ans

should you expect from the 

experience? A squadron com

is equal parts inspiration an

tion—times of exhilaration an

depression. It is all-encompa

18
wrenching and unclear. Your 

at times, both inspire you 

point you. It will be, for man

time you are responsible for 

don’t truly understand; that 

your technical stovepipe and/

zone. The larger and more d

organization under your com

greater this discomfort will be

As a new commander, you 

hesitant to ask questions o

nates for fear of appearing u

and losing respect. Remembe

that you have been chosen for 

because of your demonstrat

ship abilities. You will garne

respect from your airmen if yo

time early in your tour to u

their part in achieving your v

you think of a single instan

your career when a comman

you to explain what you do o

do it and you were bother

intrusion? Chances are, you a

the fact that he or she took 

ask your opinion. Your airmen 

different. They don’t expect 

19
understand how they fit into t

ture so you can be a credible 

Maj Gen John G. Meyer, U

an outstanding book titled 

Command: The Bottom Line. (Y

copy!) General Meyer asks th

key questions, aptly describin

mand experience:

1. Are you willing to dedica

self 24 hours a day, seve

week, if necessary, for y

and your troops?

2. Is your family willing to 

sacrifices?

3. Are you willing to lead by 

in everything you do—to 

fish bowl with your pers

professional life open to v

4. Do you understand that 

a two-way street?

5. Can you challenge your t

go the extra mile, know

challenges may increa

though the rewards rem

same?

20
necessary?

7. Are you willing to make t

decisions, regardless of th

quences?

8. Are you willing to take res

ity for everything that hap

doesn’t happen, in your u

9. Are you willing to supp

boss completely and wh

edly, even if he or she is n

son you like?

10. Are you willing to sacri

career to protect and pre

dignity of your troops?5

If your answer to each of t

tions is “yes,” then you can 

enjoy the single most diffi

challenging, and most reward

sional experience of your care

In the next chapter, I will 

thoughts on the commander’s 

share a few stories intended t

develop and communicate 

vision. I will then offer som

building an environment for s

21
author, November 2000.

2. SMSgt Michael Brake, USAF

by author, December 2000.

3. SMSgt Beverly Hill, USAF, in

author, January 2001.

4. SMSgt Christopher Schloe

interviewed by author, January 200

5. John G. Meyer, Maj Gen, Co

mand: The Bottom Line (Washin

National Defense University Pres

Reprinted with permission by Byrrd 

Inc., Alexandria, Va., 1996.

22
Chapter 2

Vision and Environ

In the end, commanders do o

things—provide the vision a

the environment. Almost eve

you do for the organization fa

one of these categories. You 

tempted to focus elsewhere

do so, it is likely you are per

someone else’s job and they 

want nor need your help.

—Col Steve Goldfein

—1st Fighter Wing Comm

You were not hired to “trea

command. Rather, you are e

move your squadron in a dir

more effectively accomplishes 

mission. This is true regardless 

you are taking charge of a 

squadron or one that’s on its 

the very best organizations ca

improve under the leadership 

rational commander. Developi

vision and then communic

23
24

Developing and Commu

Your Vision

I am interested in the future b

that’s where I plan to spend 

of my life.

—Maj Gen Perry Smith, USAF, 

Add one year from your 

command day and ask your

you want the squadron to be. 

cific goals do you want the sq
this exercise to be extremely 

organizing your thoughts into 

nated plan and a focused effo

becomes the foundation of 

mander’s intent—your vision

intend to accomplish these g

critical at this point. 

The next step is to combine 

goals into a basic vision 

Remember that your airmen w

and deserve to be led from 

your command tour. Knowing 

tion their commander want

them is both comforting and r

Here are some basic guideline

oping your vision statement:

• Make it understandable–

be understood by the 

squadron. Ensure that it 

concise, and easy to reme

• Make it inclusive––Look o

aspect of your squadr

ensure that no section is l

your vision.

• Make it supportive––Remem

your squadron is respon

25
the group and wing.

• Encourage participation––A

tendency to “issue” you

Allow senior supervisors 

comments and tweak th

statement before it is p

Their buy-in will flow down 

the unit and help it to t

root.

Here are two examples of vi

ments to help you develop you

• When my brother, Col Ste

fein, stood up an AEF a

Ju, he had airmen assign

ten different PACAF ba

people going in as man

tions. To get everyone ali

developed the following fi

program: reception and b

force security, C3, mission 

uation, and leaving the p

ter than we find it––do on

moving to the next. Simpl

standable, and everyone 

stood their role.

26
marvelous job transform

squadron from a relativ

unit into a showplace for t

I determined that my rol

build on his excellent w

focus on rapid mobility in 

with the move to an Expe

Air Force. Our vision 

“arrive on time, with t

tools, the right training, 

right attitude to get the j

right the first time – Nic

dard.” Again—catchy, i

and easy to remember.

A final thought on develo

vision: Do not wait until afte

taken the unit colors to accom

critical task. Think about it 

Make out your list of goals; t

with your peers. Use the tim

between learning of your 

assignment and taking comma

through this process. Like e

cials, you will experience a “h

period” during which your 

gauge you as their new leader

not squander the opportunity t

27
repeat a previous statement b

so critical to successful comm

troops want, need, and deserv

from day one of your command 

28

Once you have developed y

you must then communicate 

out the squadron. Take and m

opportunity to talk to your tr

your vision and their role in i

become the centerpiece of a “m

you give when meeting with m

the squadron. Repetition in 

months of your command is 

ensuring that the word filters 
themes throughout his eigh

office. As he constantly repe

ideas, we came to underst

clearly the direction he intend

our nation. On a slightly sm

you must do the same as com

your squadron. By taking the t

develop and then commun

vision to the squadron, you will 

command tour with a clear sen

tion and purpose. The next step 

the environment in the sq

achieve your vision.

29
Learn from the mistakes of 

You won’t live long enough t

them all yourself.

—Martin 

Every day, more than 95 perc

airmen will arrive at work in

succeed—very few come in in

fail. Your role as commander is 

environment within the squad

few barriers as possible to ach

already sought-after success. 

area must be secure, safe, of 

dard, and respectful of diversit

The most challenging aspect 

this environment will be establ

and engaged communication 

the unit. As the commander, y

tone for the entire squadron. 

active and engaged listener? Do 

tain eye contact when people a

Do you ask questions to clarify 

tions? Do you encourage divers

ions on issues? Can you su

complex discussion into logica

the end of a staff meeting? All o

essential characteristics of an 

30
key supervisors to do the same

have given direction in a sta

wait a few days and then ask a 

if they have heard the guida

often be disappointed in what y

back to the top and start aga

constant vigilance throughout 

mand tour to keep information 

flowing daily in all directions. 

every case study presented in 

as well as virtually every mis

you will ever be involved in, a 

in communication at some poin

Work at improving communic

day until you give up comman

31
squadron to assist in facilit

munication flow. Four such k

zations are discussed below.

1. Flight Commander Foru

squadrons are organized s

every airman is assigned 

your flight commanders. 

a forum with just you a

subordinate commanders 

cuss issues related to th

ron. Meet once a month an

opportunity to share your 

as well as prepare them f

leadership responsibility.

2. Top 3 (or 4)––Meet with yo

NCOs within the first few 

taking command. Establis

that you intend to meet w

on a regular basis to discu

facing the squadron. Again

get their participation an

them to help communic

vision and intent to the tro

3. Airman’s Advisory Council

a superb forum for offering 

airmen the opportunity 

32
work to get their commi

supporting your vision, als

forum to check communica

throughout the squadron. 

direction at the last staff 

make it out? Ask and see.

4. Spouse Support Group––O

lies exhibit a special 

courage when they end

long hours, the separatio

the hardships so commo

service. We owe it to these 

heroes to ensure they are 

about squadron activitie

make them feel part of t

mission. Share your vis

them—they deserve to k

you want their involvemen

Here is a story from Lt Col J

commander of an F-16 Fighter 

that highlights a lesson he sh

listening to key supervisors:

The time and place: May 19

awa AB, Japan

33
PACAF inspection in two mon

orderly room had not deplo

was expected to have comp

inspection preparation while 

gone—this had not happened

a meeting to discuss orde

issues and to review where w

preparation for the upcomin

tion. At the end of the discus

of the SSgts brought up the 

he was conducting ERGO tes

requested to be allowed to 

work in the squadron in ath

since he was driving back an

great deal (15 minutes each 

asked the NCOIC of the orde

his opinion. He was taken 

the question but responde

would in fact help if the SS

come back to the squadron

asked if anyone had brough

uniform attire as an issue. 

sergeant said the chief h

mented on the fact that the 

been in the squadron in 

attire. I did NOT listen very w

point. My shirt said he had 

34
wasnt listening! I was runnin

I made a hasty decision I tho

no big deal and authorized th

wear athletic gear while acc

ing ERGO testing. Big mistak

Later that afternoon my sh

into my office and shut t

Being the ultimate profess

asked “may I speak frankly 

sir? You really messed up th

ing.” Right then all the sub

ments became clear. He p

to tell me that my chief had 

resolved the issue by direc

shirt to instruct the NCOIC 

SSgt would not be allowed 

athletic gear in the squadr

discussing the issue w

NCOIC, the matter appeare

The SSgts felt they had won 

victory by undermining the 

ity of the senior NCOs.

My lessons were very clea

your senior NCOs speak, y

to listen to them first and f

When the shirt mentioned 

35
had already handled the is

me so, and I trumped him

good thing to undermine his 

ity in front of subordinat

commander, you must listen 

senior NCOs, who are ce

good order and disciplin

your unit. This seeming

issue turned out to haun

many months until I could 

ize the orderly room.1

36

Effective team building is a

to building a successful wor

ment. There are certain ke

ships both within and ou
relationship between you and 

ior enlisted leader, normally a 

ter sergeant. As the senior enl

ager, your chief is the main s

on all issues pertaining to th

force. You must talk openly an

a young commander, you ma

intimidated by a chief with 1

in the service. Remember, h

the end it is your squadron. 

several years of solid experie

Air Force yourself, and it is w

today with the experience you 

matters.2 Never forget that t

ship skills you have developed 

point in your career (which 

your boss enough to hire yo

mand) are not tribe or special

The basics of solid leadership 

to motivate and lead officers 

commander will now apply 

airmen (and visa versa). 

Developing the right relatio

your chief is crucial to you

Make it a point to never sign 

associated with an enlisted is

the chief gets a vote. Walk a

37
advice. It will benefit you 

squadron if the troops know 

has your ear and is a respect

Think of the relationship as 

that of a father and son. To su

must be mature enough to r

while you are often the fath

times you are the son.3

The next relationship y

develop is between your firs

“shirt” and the chief. Often t

responsibility between these t

uals will cross and become clo

essential that you lay out you

tions early so that these key a

in sync and in support of you

a general rule, the shirt will b

mary advisor when you are 

discipline or personnel issue 

other base agencies (JAG, Fa

port, etc.). However, no action 

taken with an airman in the 

before the chief gets an inpu

other hand, when there ar

related issues taking place 

enlisted force, the chief will b

mary advisor. Once again, the 

38
bers of the squadron. It is all 

munication. These two individ

communicate openly and daily 

that neither works against the 

both work together for you. By 

these expectations to them 

will begin your tour with a so

senior NCO support and team

39

The final inside-the-squa

team discussed here is the on

key supervisory officers who, 

of your mission, will have 

interests. I’ll use a typic

squadron as an example to d
operations officer is respo

training the pilots/aircrew 

maintenance officer is respo

managing the fleet of aircraft 

ment. To build a healthy tea

these officers, who often have 

requirements, lay out your ex

to the two of them clearly. T

tions officer has a responsib

maintenance officer to clear

the value of whatever it is he 

for. This is important because 

tenance officer will have to e

proposed plan to his staff. 

The maintenance officer owe

ations officer the cost of what h

in terms of workload and imp

long-term health of the fleet. 

tions officer needs to understan

in order to educate his staff. 

the value and the cost are cle

stood by both sides, reasonab

women can reach informed dec

balance each competing inte

accomplishing the mission. The 

dient for success is engaged 

and open communication by b

40
must make the decision. Befo

bring them in and have them 

you (and to each other) the valu

as indicated above. You will like

a few sessions with you going th

process will help them commun

effectively. This process can be 

any squadron where equipmen

ities issues run counter to tra

das. It is useful to remember i

uations that each membe

squadron is after the same end 

is, effective accomplishmen

squadron’s mission. Disagreem

erally center on the best meth

this common goal.

The most critical team 

develop outside your squ

between you and your fellow 

commanders. Make appointm

first few weeks to visit them 

turf. Get to know the civil e

commander before you have 

her help. Remember Colon

advice in his letter about vie

fellow commanders as “the co

Do not let healthy competition 

41
other squadrons—to do so is 

your loyalty to fellow com

Remember that weak organiza

another unit, usually a bett

define who they are and what 

for as a squadron. Define wh

internally rather than extern

may well become the squad

units will emulate. 

Here is a superb story from 

Jones, commander of an F-

squadron at Osan AB, Re

Korea, that highlights teambu

tening, and building key relat

The time and place: Jun

Osan AB, Republic of Korea 

As I stood in front of the s

during my change of comma

mony, I was confident I wa

pared to command as an

could expect to be. I had e

flying experience in the airc

had spent the previous 

months as the operations 

the same squadron. I felt I 

big issues under contro

42
could have major repercuss

When I took command, the 

nance personnel were opera

three-shift concept. My main

supervisors were confident 

the most effective way to 

fleet combat ready, plus it 

them to stabilize the work s

for personnel on the line. In

tying work schedules to t

period, they were able to o

tively stable work hours for 

men, which was a significan

of life issue. Sounded great 

ciple, but unfortunately, it 

in accordance with curren

tions. As we were in the zo

higher headquarters insp

had to decide whether we w

to continue with three-shi

tions or realign the schedul

form to PACAF’s standard 

maintenance guidance.

I did some basic research on 

ulation and then discussed 

with the PACAF/LG staff. T

43
manning shortfalls, lack of 

sion, tendency to pass wor

next shift, etc. While they 

edged there were isolated s

that might require three sh

presented very convincin

ments that this wasn’t the 

to accomplish maintenan

routine basis. As I saw it, t

seemed relatively simple. C

maintain the aircraft in t

manner and accomplish the 

in accordance with the reg

or did we truly need to 

three-shift operations? I a

maintenance supervisors a

indicated that we certain

meet mission requirements 

shifts—but at a cost in e

and quality of life benefi

some thought, I elected to 

three-shift operation as a 

practice, while maintain

option to flex when circum

dictated the need to do so.

While I believe the decision 

rect and I would make t

44
negative repercussions. My 

nance supervisors were e

talented, experienced, and 

This wasn’t a decision t

come to by chance. They we

dent they were doing what 

for the squadron, and whe

them I had discussed th

PACAF, they felt I didn’t tr

judgment. I failed to rea

important this issue was to 

a result, I didn’t get them in

the decision process as 

have. Rather than going 

PACAF staff alone, I shou

included my maintenance 

sors in the discussion. Wh

wanted to discuss my rati

going to two-shift operation

knew all of the counter ar

so cut off the discussion wit

“because that is what the 

we need to do.” I should ha

more time listening and und

ing my maintenance sup

concerns and then included 

the final decision. The resul

45
trust or value their opinion

ceived lack of trust can le

sorts of problems. Had I t

time to treat this issue as 

building exercise rather tha

commander decision, we co

resolved the situation and 

stronger as a squadron.4

46

Another area you must cons

build an environment for succ

to create a safe working environ

inherently unsafe business. W
a defined geographical area in 

national security objectives. 

involves the precise and 

destruction of selected enemy 

loss of life. Nothing about the j

ently safe. Working next to r

engines is not safe. Deploying 

threat areas is not safe. Secur

field in a high terrorist threat c

not safe. Dodging surface-to-a

is not safe. So how do you b

working environment under th

tions? One answer is by stre

pline. A disciplined squadron 

be a safe squadron; however, 

is not necessarily true. Discip

aviator means strict adheren

rules of engagement in war and 

rules in peacetime. Discipline 

tainer means adherence to 

orders and precise documentat

performed. A disciplined squ

take pride in its facilities and w

Standards for wear of the un

personal appearance will be st

stood, and supported by your s

Punish breaches of discipline im

47
first. Achieve it and you will be 

operation on base with no sacr

sion readiness.

The last thought on buildin

ronment for success involves d

“winning spirit”—a general 

that your squadron is up t

despite the mission or level of c

This is not something tha

overnight, but it can happen s

quickly. A new commander at 

took over a unit that had not w

award in the two years previ

change of command. He bega

senior staff focusing on winnin

terly foreign object damage (FO

Once they accomplished this 

moved on to others, always 

team rather than individual a

ment. In the course of one 

squadron was winning every c

on base. Morale soared as air

nized they were part of a winni

took a focused effort and dilige

part of the commander to n

spirit in a way that still balanc

48
While building an environme

cess, you will not win every c

and you will not accomplish 

with perfection. There will be t

you will fall short both individu

a unit. The best advice for ha

only setbacks but also achievem

from Don Shula, the “winning

in national football league (NF

Coach Shula had a 24-hou

allowed himself, his coaches

players a maximum of 24 hou

brate a victory or bemoan a d

the 24 hours was up, they pu

them and focused their energ

next opponent.5

Developing your vision, com

your vision, and building an en

for success should take up the 

your time and energy as a com

Notes

1. Lt Col Jeff Lofgren, interviewe

February 2001.

2. John G. Meyer, Company Co

Bottom Line (Washington, D.C.: Nati

University Press, 1990), 31. Reprin

49
author, January 1998.

4. Lt Col Jim Jones, USAF, in

author, February 2001.

5. Kenneth H. Blanchard, The 

Leader (Tulsa, Okla.: Honor Books, 

50
Chapter 3

Walking the Wa

Leaders have the ability to 

others to achieve what ma

say is not feasible. 

—Gen Colin Powell, USA, 

—Secretary of State

A great deal has been wri

leadership and management a

ference between the two. I a

use an oversimplified defin

should be useful for our dis

command: Leadership is abo

management is about things. 

commanders understand 

equally responsible for both. 

mander, you will be entrusted 

people and things (aircraft

parts). You must balance 

between these areas of res

Commanders who feel they c

focus on leadership and not 

51
an aircraft or managed t

requirements to keep a flee

vehicles running in a tran

squadron. Commanders wh

they can focus just on man

pieces and parts have nev

graphed and led 100 aircraft i

ily defended enemy target or m

wrenching decision to r

incompetent subordinate. T

line is this: A successful c

balances his time between 

and management responsibili

As a manager, you must 

deep enough into the organ

understand the key processe

to accomplish the mission. Ho

engage to solve a supply prob

don’t understand how your 

their jobs? Don’t believe you a

ering your people and avoid

management by neglecting 

stand what is required (both 

the squadron and outside) 

squadron to accomplish its 

blind and/or ignorant eye 

same as empowerment. 

52
agement rules would suggest 

You, along with every other c

in the USAF, will have fewe

optimum number of perso

resources needed to accom

mission—that is a fact of li

stand clearly that these lim

not constitute an excuse for 

answer the call. Your inspirat

ership is required to overcome 

other obstacles in achievin

success. Doing more with less 

existence in the Air Force. 

lenge as a commander is to d

best you can with what you h

Here are several stories 

manders who faced daunting 

during their tours. Read th

critical eye and think now 

you might handle similar circ

in the future.

The first involves a situation 

fundamental ethics of a c

were tested. This tale comes 

Terry New.

The time and place: Decemb

Aviano AB, Italy

53
stein AB, Germany, we dep

Aviano for the 86th Wing’s 

ticipation in Operation DENY 

The ground war in Bosnia w

intense at that point and es

with all sides trying to get t

licks in before winter. NA

power was providing 24-hou

age over Bosnia, not only 

flight, but also providing a d

close air support presence 

forces on the ground trying 

ate the conflict.

I led the deployment s

Aviano, where the 31st Wi

mander and staff gave us 

reception. There was a lot 

coverage, including an inte

soon as my feet hit the grou

a fair amount of gripping a

ning, I was invited to attend 

standup where I was welc

one of their own. Up to this 

was riding pretty high—firs

ment as a squadron com

about to fly the squadro

combat missions, and a gr

54
facility, my operations off

waiting for me outside. “B

need to talk. We’ve got a pro

He had led the [advanced 

ADVON team down a few d

and this was my first oppor

talk with him since arrival. 

planned to load 500-lb M

bombs for the following day

ule and expected a fuse 

weapons troops were cer

load. Problem was, these f

not exist at Aviano. So here 

deployed for combat operat

not certified to load our prim

to-ground munitions. The 

ship at the Combined Air Op

Center (CAOC) in Vicenza w

ous and demanded that 

whatever it takes” to fly ou

the next day.

We found my maintenance 

sor on the flight line and d

options. He gave me an “out

ing that although the weapo

ers were not certified to 

55
now for combat. They were 

way forward and would do i

the word. Those UN forc

depending on us to be ove

case they needed help.

I tried to simplify the fact

mind in order to make the ri

sion. Our site survey team h

ously done a poor job of det

the fuse inventory at Avi

“combat ready” squadron 

proud of was not so “comba

and, in fact, we had egg all 

face. I had an O-6 at th

speaking directly to the 2-st

me to do “whatever it takes” 

our schedule the next day. A

my maintenance superviso

felt bad about not discove

fuse requirement, reassu

they could load those bom

fuses even though they were 

tified to do so. All I had to 

give the word.

I thought back to my first c

der’s call and what I had s

56
ities when making difficu

sions. Number one, ask 

how this decision will affect 

ity to do our mission. I had 

we could safely load the bo

carry out combat operat

next day. But we’d be do

direct violation of Air Force 

tions. If anything went w

wouldn’t have a leg to st

Number two, ask yourself 

decision will affect our peo

they had already fulfilled th

gation by giving me an 

appraisal of where we sto

repercussions would be bor

by me. It would probably ev

morale a bit for the troops t

boss stick his neck out to 

our squadron’s reputation. 

I felt I could justify a decisi

way, based on my first two p

Number three, just do t

thing if you can’t make the 

based on the first two prio

much for black and white d

All eyes were on me and th

57
expected them to conduc

selves, not only as a memb

squadron, but throughout 

Force careers. It suddenly 

clear to me what to do.

I told them we were not goin

the bombs without certified 

We rolled up our sleeves an

mined what it would take t

loaders certified. I called m

tions group] OG back at R

and told him what I had d

asked for help. He scramble

with a certified weapons lo

and instructor on board a

were at Aviano in a matter 

He instructed and certi

weapons loaders while the

our first jet—legally. We 

tasking the next day and e

after that. My OG/CC and 

in a car and drove to the C

an audience with the Gen

the Colonel. After temp

calmed and we were flying 

missions, the general made 

58
I’ve thought about this 

many times since then. I wo

anything different. This ev

has some leadership lesson

next level of command bec

commander saved my back 

never once questioned my 

and went to extraordinary le

bail me out of a difficult s

Once he brought the caval

rescue, he could have jump

on that C-21 and gone h

chose instead to go with 

Vicenza to provide top cover 

most of the apologizing for 

about how to win so

respect—I’d work for him a

day!1

This story also highlights an 

part of making command 

learning to trust your gut. You 

placed in command becau

already trust your instincts 

solid decisions. When you fin

favoring a course of action be

think someone else might b

59
60

than you, step back a mome

gut tells you it’s wrong, don’

Many commanders at every le

plenty of stories of poor deci

made that went against 

instincts—and they knew it

are, the longer you are in com

more you will find these gut ch

superb decision guides.

Lt Col Charlie Lyon, comma

22d Fighter Squadron at Spa

learned a lesson about payin

to the details.

The time and place: Marc

Spangdahlem AB, Germany
the details as a commande

the squadron was deployed 

lik, Turkey, in support of O

Northern Watch (ONW), my 

port officer was attending a 

the states. He returned 

squadron just before O

Allied Force began. 

We quickly redeployed the s

to home station, finding ou

our refueling stop at [Naval 

tion] NAS Sigonella that our 

tion was not Aviano but 

dahlem, adding a new twis

upcoming tasking: we woul

ing out of home station wi

who had not yet particip

Allied Force. Within 48 h

arrival at Spangdahlem, we 

borne for our first Allied Fo

bat missions with a mix 

who had spent the previous 

deployed to ONW and oth

had remained at home stati

When we received the execu

a certain young officer was 

61
he had been launched on b

surface-to-air missiles on b

sions. I learned from his fli

mander that he was extrem

tant to fly again the followi

Once I looked into the d

found out this kid (who h

been mission ready for a c

months) had only flown on

night sorties TOTAL since 

Spangdahlem. So, we gav

couple of simulator ho

rotated him to Aviano to fly 

missions before working h

into the night rotation. 

Looking back, this young p

more courage than the rest 

flying in missions he had

properly trained to do. Was 

rent and qualified to perf

mission? Yes. Was he t

choice to fly one of the 

early on? No. I let him down 

ing him in a position h

should have been in—be

never checked the details.2

62
from Lt Col Mike Boera, comma

23d Fighter Squadron at Sp

and former operations officer 

highlights the importance of p

high on your priority list.

The time and place: Decemb

Karup, Denmark

I was lucky enough to learn 

lesson on leadership and tak

of my troops while serving a

tions Officer of the “Big 22

Squadron flying F-16s. I 

detachment commander for 

cal fighter weaponry deploy

Karup, Denmark. Our d

maintenance team was al

place along with our advan

of operations personnel. 

deployment leader, I eagerl

forward to this opportunit

away from the office, the e

terminal, and the headache

learn, and have a great tim

jets were down safely and I 

at the plane with a cold bee

of the younger troops. I ha

63
ready to go the next day. 

have some fun.

Luckily, I had a superstar so

eration element chief, SM

Paget, who tactfully “let me 

He pulled me aside on day 

told me I had messed up big

not checking on the troop

should have asked about 

racks. How is the chow? Ho

transportation to and from 

field? How are the main

facilities? Turns out they 

fine because I had a pro

SNCO “checking my six” an

ing the troops were cared fo

The first impression of me a

mander quite frankly stunk

because of SMSgt Paget’

guidance, I was able to rebo

become a better leader 

remainder of the deploymen

ham Lincoln said, “I can 

general in five minutes, bu

take me years to come up 

good horses.” As a comman

64
Unit failure is undoubtedly 

most difficult situations fo

mander to face. What do you 

entire organization fails? C

Conley tells us about just su

tion he faced as a maintenan

ron commander.

The time and place: May 199

AB, Italy

I commanded the 31st Main

Squadron (MXS) at Aviano A

It was a large squadron of a

people responsible for severa

maintenance functions alo

munitions storage and hand

everyone in the munitions b

nuclear surety inspection

strike fear into the hearts 

one involved. They are 

inspections, requiring mo

preparation and practice—

not an option.

For months prior to the 

worked to ensure we were pr

long hours, endless checks 

65
quarters USAF Europe] HQ 

scheduled us for a conv

munitions stockpile verificati

When my boss, the logisti

commander, inquired ab

nature of this audit, my m

specialists said it was not gr

therefore low threat. Cons

we did not spend a great dea

preparing for the audit an

assured we were ready. W

inspectors finished, we wer

the “worst in USAFE”—a 

everyone. Needless to say, t

wave went all the way up the 

HQ USAFE. It took months o

hours to fix the problems an

re-inspection. 

We had some serious mis

ment problems caused by f

follow established procedure

some supervisors, moved som

positions, and hired a few n

Our young airmen had to w

and hard to correct deficien

didn’t just occur overnight—

66
What did I learn from this? 

inspection is benign. Never 

people tell you “not to wor

higher headquarters inspecti

are in town. 

Second, be the command

Missouri with the “sh

approach. As one of my 

would say, “trust but verify

especially true if the inspec

an area where you don’t ha

nical expertise. Ask all tho

pid” questions because w

are getting educated, it migh

one of your experts in an a

needs to be checked. Invite 

in from another base, 

nickel, to get an outside opi

did this for the re-inspectio

paid big dividends.

Third, ensure that your seni

visors know they are acco

They need to know their ar

When they tell you they are 

inspection, you expect the

67
Fourth, if you get to stay on 

and fix the problem, be ag

Develop a get-well plan, comp

a timeline, and brief it up th

Figure out whom to hold acco

and do so. Stay engaged and 

recovery on as a unit task.

Fifth and finally, always 

leader. Take responsibility 

failure and get out front of t

ery. Bad inspection results 

fun, but if you rally the squ

overcome it as a unit, 

emerge stronger for it.4

68
The final story in this sect

from Col Daniel “Doc” Zoerb, 

most talented officers I have e

It offers some thoughts on 

tance of humility as a comma

The time and place: Early 

Eglin AFB, Florida

There we were, forty-five 

USAF’s very finest NCOs

picked [sic] from througho

cal air command] TAC, tw

world’s most gorgeous brand 

superiority fighters on al

four outside, ready and wa

the first opportunity to fi

unit quickly becomes op

and is a political show

model for tactical fighter 

ment and maintenance, a 

terms of facilities, and the 

on any senior leader’s or po

tour. Young Captain Zoerb

first command, is approach

old CMSgt one afternoon an

for a minute of the comm

time behind closed doors. 

69
the door closed, the chief, u

standard south Georgia dra

the captain if he “wou

stickin’ his fanger in this h

of water.” In a busy, conde

way, the captain agrees an

finger in the glass. The o

takes a few seconds to ins

water with the captain’s fing

in it up to the knuckle, th

him to remove the finger. T

continues examining the 

water and the now removed 

finger, says, “hhruumphh 

what I thought,” excuses 

and leaves the office, neve

another word about the ev

ever. Dismissing the event a

strange, but of no significa

commander struts out, gat

ing gear, and becomes the s

day’s practice scramble dem

tion for a group of visiting S

resentatives.

0200 that night, out of 

sleep, the meaning of th

strange behavior is realiz

70
others are saying or writin

you or your organization.

There are a lot of reaso

organizations succeed or 

dom is the intellect, exper

leadership of a single indiv

sole reason for either. It is 

ous to believe that a particu

ership style, or your particu

acteristics, represents an 

formula for success. H

recognition of the indispens

played by each member of t

flexibility/adaptability of le

to current or anticipated 

ment, and an ability and a 

ness to take advantage of 

fleeting opportunities ma

mand a constant and dynam

lenge—and really hard w

named our son Jacob afte

(ret) Allison Jacobs . . . fine

ever knew.5

Clearly, this story high

notion that leaders with hum

71
Notes

1. Col Terry New, USAF, int

author, February 2001.

2. Col Charlie Lyon, USAF, in

author, January 2001.

3. Col (sel) Mike Boera, USAF, in

author, January 2001.

4. Col Lansen Conley, USAF, in

author, Dececmber 2000.

5. Col Daniel Zoerb, USAF, in

author, November 2000.

6. Kenneth H. Blanchard, The 

Leader (Tulsa, Okla.: Honor Books, 

72
Chapter 4

Handling Justi

A leader must be able to look 

in the eye when he fires h

weep for him at the same tim

—Vice Adm James Stockdale, USN

Much has been written a

manders and the law but rela

has been written about co

and justice. Guess which on

ultimately responsible for? 

will take up so much of your 

commander and because gett

is so critical to success, I ha

an entire chapter to the proce

dling justice in your squadron

lows is not the “approved 

rather, it is a collection of tho

process of justice for your con

as you develop your own meth

Military discipline, handled 

ness, timeliness, and comp

73
cipline, handled with fairness, 

and compassion, is always 

may not feel very positive to t

ual involved at the time, but w

pline is handled correctly, the 

and the Air Force will benefit. 

individual will benefit as well. 

that is timely and fairly ma

significantly boost morale in a 

versely, poorly managed disc

severely undermine your cred

your capacity to lead effective

When a subordinate in you

fails (or appears to fail) in th

ance of his/her duties, take t

ask yourself and the affected s

four key questions:

1. Did the individual have 

understanding of the task

2. Did the individual have the 

tools?

3. Did the individual have the 

training?

4. Did the individual have the 

professional working envir

74
one in the supervisory chain 

portion of the responsibility 

Remember that creating an en

for success is your job and 

responsibility to fix the prob

answers to all of these question

then you need to hold the 

accountable and take appropri

Look at your discipline pr

unique opportunity for mento

dinates in a very personal 

making the process as inclusiv

ble without denying the individ

priate privacy, you will have a

nity to meet with airmen an

private settings and teach them 

losophy of leadership. Most d

situations, including those th

the judge advocate general (JA

involve an individual’s entire 

supervision. 

Your first step will be to gath

as many facts as possible. Rar

have to make split-second d

cases of discipline. Be patient 

of the facts before you take any 

only will this ensure that you a

75
emotions are high. Your first s

be the best resource for findi

most cases. 

With as many facts as poss

table, study the information 

can walk through the case c

cally in your mind. Work wit

sergeant to ensure you und

the intricacies involved. Rea

ever, that you will seldom ge

facts. You just need to be ab

through the chronology of 

order to form an initial opinio

way to proceed. Keep thi

between you and your shirt.

Generally, the next decision 

make is the appropriate level to 

problem. As a general rule, pus

pline down to the lowest poss

advisable. When an airman wa

commander’s office for dis

should be a significant emoti

Ensure that the cases you 

appropriate for commander in

With the exception of officers 

directly for you, any discipline 

ter of reprimand (LOR) should 

76
not only demean the appropri

ity of your office, you also den

nate supervisors the opportun

In cases where you can delegat

plinary responsibility, serve as 

and mentor to the subordinate 

as he or she handles the case.

Once a situation is deemed a

for your direct oversight and in

call in the leadership chain of 

ual—everyone from his or her 

supervisor through the chief, 

mander, and so forth. As 

through this case, one of your o

to mentor everyone in the ro

first meeting, lay out the f

memory, if possible. It will be im

apparent that you’ve done your 

and you understand the spec

case involves a young airman, 

airman and staff sergeant supe

see that you take discipline 

and this information will ge

squadron quickly. 

Once the chronological facts 

have been reviewed, explain to 

purpose of this meeting is for y

77
individual a keeper or not? Mak

point that you carry two tool b

labeled “rehabilitation,” the oth

from the Air Force.” Before any 

taken, you need their honest a

and advice as to which tool b

Make a point that you take 

ments seriously and want to k

are prepared to continue to wo

individual in question. Start w

est ranking member present an

the chain (note: do not go in re

want the senior airman to spe

Let everyone speak his or her 

close attention to the lowe

supervisor. Not only does he

the individual best, it may be th

they have been faced with a s

issue. Remember, as you wor

fair discipline solution, that yo

this opportunity to teach. Keep 

ing disciplined and serious. C

and all inappropriate levity 

supervisors present. Joking 

case will undermine your inte

the impression that the proce

show than substance. Take 

78
Ask questions intended solely 

that you understand clearly t

of the individual speaking. Fi

the meeting focused on the ind

the case. Cut off any sidebar o

tion that veer from your intende

When everyone has spoken, re

notes and summarize each per

point. Again, begin with the lo

ing member and spend the mo

his or her comments—you wan

in the room to know that you 

opinion and take their role as 

seriously. 

79
eral way ahead and this consen

with your initial opinion (your 

might choose to summarize an

the next step. If the consensus 

missal from the Air Force, th

more for the group to discuss

present you intend to include t

rest of the process, yet the fin

will be yours to make. This is 

bility of command and one you 

welcome freely. 

Chances are, you already h

tary lawyer (JAG) assigned to 

squadron, and the shirt ha

been in contact with him or he

ing with the JAG, the best 

remember throughout is a

Lawyers are responsible for th

commanders are responsible f

have found military lawyers to 

sionals who try their best to 

legal advice. However, I never 

JAG and asked, “What do I d

I went to the JAG with an id

thought through with my shi

supervisors and asked, “H

accomplish this plan legally 

80
ing that you execute your co

intent in accordance with m

If, on the other hand, you ask 

determine the proper way to 

case, you will get sound legal 

it may not achieve justice fo

man. When you are removing 

ual from the Air Force, the JA

first sergeant will be critical a

If the consensus (including 

feel) is clearly for rehabilitation

choose to open the floor for dis

the tools available in the re

tool bag. A primary purpose 

everyone in the room your p

determining punishment that 

appropriate. Lay out the intent 

dures for Letters of Counselin

ishment, Reprimand, and Artic

new commander, you may feel 

fortable allowing your shirt or 

cover the details of these tools. 

it won’t be long before you w

comfortable covering them you

Once the procedural rules 

covered, go around the room 

ask for opinions on what 

81
notes, offer no opinions, liste

and summarize their opinio

end. Try to determine the bes

to take in assisting this indiv

onto the road to success—the 

this tool bag. One method f

the true mood of the group is 

opinions on possible addition

the interest is truly on rehabil

focus will be on structuring t

retrain the individual in t

where he or she fell short. If t

sion veers towards punitive 

time, you may be in the wron

Ensure that the supervisors 

remain personally involved, 

which package you ultimately 

that package is rehabilitation, 

remain personally involved 

the rehabilitative process. You

long-term goal is to get this ai

on track. Achieving this goal w

the support of everyone in the r

you are satisfied they unders

role in the process, end the m

a reminder that all discussions 

82
After you dismiss the supervi

copy of your notes to your fir

and ask him or her to summar

a “memo for record” for inclu

case file. Your shirt will be 

responsible for ensuring that 

work is correct. Keeping accu

throughout will help immens

problems occur down the road

Now it’s time to determine 

want to go with the disciplin

Avoid making a quick decision, 

know exactly what you want t

on it one night, not only to r

notes and think over what you 

but also to avoid the app

quickly disregarding the opin

supervisors. Once you have 

decision, go over the details wit

sergeant, chief, and/or JAG t

the chances that unintend

quences (personnel actions, fa

cussions, financial hardship) w

Call the key supervisors bac

them your decision. This can b

group but should, at the least, 

people who will be responsib

83
would advise you to go over th

used to come to your decision

will shed light on your depth 

mander and will allow you to m

teach subordinates as you pre

for greater leadership responsib

this meeting to dictate the tim

ering the punishment to th

Once again, advise them to kee

of this discussion within the gr

There is certainly no “appr

tion” for administering pu

Much of how you handle this 

of the discipline process will 

your personality and style. 

here are a few thoughts on 

ensuring that you achieve you

84
You want every airman in you

to dread standing on your c

individual’s supervisors shou

five to 10 minutes early and s

room in a military manner. E

all present understand the 

and importance of this ses

must tailor your delivery to e

the message is concise, serio

and professional. Make no mi

have no right to be abusive. 

desk of all but the punishme

passing out—nothing else sh

your mind while the offende

room. Ensure that the shirt 

the offender on proper repor

dures as he marches into 

Once he reports in, keep him 

tion and direct that he look at 

of what you say is going to 

him, but he will remember the 

contact. You must prepare 

session so that you can ma

contact with minimal referr

notes. It is acceptable to have 

read the fine print for the fir

sions until you become mo

85
truly intended to be a one-sid

sation. If the tool bag you 

removal, end the session an

individual report to the first 

office. There, the shirt should 

details of the package in a m

environment in order to ensu

airman clearly understands 

of the path you have chosen.

If the tool you chose is reh

you will find it very effective t

individual to turn and look at 

visors at the end. You should 

“the reason this rehabilitativ

nary package was chosen is 

because the leaders you are 

honestly believe you have th

to overcome this event and 

our Air Force. They are com

working with you to get you 

track. That being said, none 

to carry you. We will provide 

the opportunity—it is your jo

it.” Avoid any two-way conver

dismiss the individual to 

office for follow-up counseling

86
and energy; it is critical that 

right. While the methods I su

not constitute “the approved 

they do serve as a starting 

develop what works for you

description of the process I 

“tough love.” Remember tw

items:

1. Develop your process as a

tunity to mentor—make 

sive.

2. In the end, discipline 

fairly is always good and y

are ultimately responsible 

tice.

This chapter will conclude w

ple of stories from comman

faced difficult disciplinary situ

protect the privacy of all p

names or bases are mentione

I had a technical sergean

squadron who tested posit

random urinalysis test a 

days after Christmas. E

including me, could not b

87
take the case to court

because he was an NCO a

no say in the matter.

Three months elapsed as 

tion made its case and w

trial. The defense attorney 

an active defense, showin

level of THC [tetrahydrocan

in one’s system could be ca

ingestion of hemp seed oil. 

backed up by scientific evide

even a teaspoon-size amoun

product will trigger the t

results were at an extrem

level—barely enough to flag 

and conducive to the ar

Additionally, the technical 

claimed he had been to a 

home for dinner on the nig

the test where hemp seed 

indeed used by the hostess. 

hostess and her husband f

davits to this effect.

The technical sergeant h

forty character references 

variety of people, including t

88
Numbered Air Force.

A couple days before the s

court-martial, the JAG cam

with a “deal” they wanted to 

technical sergeant—bad 

discharge in lieu of court-ma

would avoid a felony convic

be forced to give up a sixt

career and have to live with 

charge on his permanent re

The entire case came bac

because I would have to en

discharge. I asked if I could 

the case and was told yes, 

commander above me could 

dismissal and send the case 

to trial. If this were to hap

“deal” would be voided and 

a rather large risk for the s

His attorneys believed the 

at fifty-fifty for conviction.

I discussed all of the opti

the technical sergeant, alo

his wife and his counsel, re

him that he could accept th

that I could take the matte

89
case. After counsel with h

ney, he elected to let my de

the final word.

After more than a week to re

case, re-reading all of the 

presented, I determined tha

reasonable doubt existed to 

that the defense had made 

It was an agonizing decisio

not want to be over-ridden a

this young man face a felon

tion when he could have le

bad conduct discharge. Ha

the young man, none of t

manders above me rever

decision. I am confident I m

right decision and the most 

come was achieved. 

The final story involves an 

tough situation: The comman

balance doing what he though

with achieving a timely outcom

ficult case. You may face a cas

the cost of pursuing it is too h

for the unit to pay. There is n

answer in a case like this. Th

90
As I took command, I inheri

discipline situations tha

already underway. One inv

office of special investigati

case against a senior airm

was just months away fro

charge for high-year tenu

investigation revealed that 

ior airman, while statione

ously overseas, had sexual 

several times with a minor

investigation came to a 

became clear that to get 

martial conviction, we wou

testimony from the minor in

She was a dependent of 

master sergeant, still livi

seas, who had refused perm

fly her back for testimony 

case. As such, the JAG info

there was no way to win 

against the airman. I c

approach the wing comman

ask for funds to fly a legal te

seas to gain the testimony. 

commander agreed.

91
marginal chance for conv

asked the JAG to contact 

defense counsel (ADC) and 

him that we not only were i

gaining the testimony fr

minor but we were also pre

prosecute to the maximum 

possible.

In less than a day, the AD

back with a deal. He propo

they seek discharge in lieu 

martial which would resul

being out of the Air Force in 

a lifelong discharge statem

read “in lieu of court-mart

loss of his high year tenure 

tion pay (about $22,000). I 

allow the discharge and we 

out of the Air Force as qu

possible.

Unfortunately, the story do

there. Approximately a year 

discharge, the SrA killed 

daughter and then killed 

during a shootout with po

question I will forever face 

92
him to prison?

A final thought on handling 

within the squadron: You m

up. Once a case is deemed a

for your involvement as comm

should insist on receiving u

the process to ensure that th

outcome is being achieved. Th

will not only confirm that you

being carried out, it will giv

more opportunity to interac

individual’s supervisory chain 

toring forum.

93
Great Ideas

Choose work you love and y

never have to work a day 

life.

—Co

Good thoughts in your he

delivered mean squat.

—Kenneth Bla

The purpose of this chapter 

you some program ideas to 

you mentally prepare for 

While far from all-inclusive

intended to spark your imag

you develop your own program

cess. Once again, these thou

from across the Air Force and

have been ops-tested in the f

commanders interviewed. 

Take Responsibility fo

By taking responsibility for 

squadron, you will not onl

95
ends. People in your organizat

want to have your job. Not bec

the responsibility it entails or 

the power or prestige. They sho

be a commander someday 

looks like you are having so m

fun in the job. Believe me, this 

ier said than done. As you ha

many of the stories shared thu

will be plenty of moments wh

will seem overwhelming and a

fun at all. Keep these thoughts 

or your peers. An enthusia

mander radiates his or her e

throughout the squadron. It 

proven truth that squadrons t

personality of the commander 

warts and all. If you are a gr

squadron will generally not b

place to work. People will ke

mood. Walk in and slam the d

office some day. Within 10 min

folks in your squadron will 

something is up and many k

sors will waste valuable time 

whether they did something to 

such a foul mood. By the end 

96
We often dont realize the effe

on our units as “the boss.” Be p

enthusiastic about your squa

mission, and your role as comm

the other hand, I would never 

ting on a show. Unless you’ve 

serious acting training, your 

see through you in a second a

have the reverse effect. It is no

to be positive every minute of ev

times, you might need to show 

fully controlled anger to ensur

ate emphasis is placed on a pro

However, in general, you must 

a positive influence on the squ

Lt Col Dave “Face” Nichols is 

most positive commanders I

with. At Aviano AB, Italy, his e

and love of the 510th Fighter 

the Buzzards, resonated aroun

He agreed to share a few words 

ship with us.

People make leadership 

complex, frustrating, and re

I approach the challenge wi

ple acronym—ICE. It sta

intelligence, compassion, ene

97
Intelligence is your learn

studied abilities, your t

competence, and your le

skills; that is, your bag o

edge. As the commander, y

understand the technical a

your business and be am

best at what you do—this 

you to lead. Don’t try to g

“intelligence” in a vacuum

about your mission and un

your people. Know what t

others expect of the squad

the “smart guys” in the u

spin you up. Read about an

stand other leaders. Never t

have learned it all—con

study until the day you pas

unit guidon. Be an intelligen

Compassion is easy to exp

very difficult to accomplis

people need to know that 

about them and that they c

you to look out for their in

tried to start on the right 

each new “Buzzard” by insis

98
tled. I encouraged them t

time at home, then I e

why—it was entirely selfish 

part. While they were ass

“Buzzards,” there would b

when we would have to w

and hard both deployed 

home. We were never more 

hours from loading live ordn

our aircraft and flying th

harms way. I made it cl

when this happened, I need

focused 100 percent on th

hand—not worrying about p

at home. I also encouraged 

share their experiences w

loved ones so they would fe

what we were doing.

Approach your command 

nity with energy. Make s

people know and can see 

are excited about your job 

mander. Let them feel and b

of your excitement—enough 

the workplace becomes e

and enjoyable. Enthusiasm 

gious—spread it wisely.

99
This is something that com

time in the seat, and it 

acronym together. Use not o

experience but also othe

inside and outside the squa

one has all the answers to t

complex situations you will 

with as a commander. Tap 

many sources as possible a

“going it alone” on the tou

Chances are, someone aro

has faced a similar situa

can offer helpful advice.

Remember that you have b

sen to command because 

demonstrated success. Le

will be a daily challenge for 

commander. Use the ICE ac

help. More than anything 

enjoy every minute—it tru

best job in the Air Force!1

Sponsor Program

Of all the “people” program

have in your squadron, non

100
The positive benefits are imm

When a new member of your 

arrives, have the sponsor 

many folks as possible, thro

squadron T-shirts and ball ca

meet the family. Often they a

and beat from a long trip. F

restaurant that is willing to 

squadron and hang your pa

wall. Make this the location yo

for incoming family dinners. 

you can’t make every dinner

you should establish a proc

your weekly staff meeting th

you of incoming personnel an

assignment. Establish a stand

dure to ensure that the s

allowed time off to help the 

get settled. Encourage spous

groups to get involved in the 

Dazzle the newcomers with 

family—they are joining an 

that takes care of each other

sonal interest in the program 

onate around the squadron. 

the program at monthly co

calls. Follow up during mon

101
sorship, find out what happen

the positive payback of this 

immeasurable. Not only is 

becomes perpetual. When i

this family’s turn to sponsor a 

ber, they know how the game 

In the Air Force, we recruit 

but we retain families. When s

your squadron comes u

inevitable decision point of w

remain in the Air Force or m

civilian life, you want them to 

“fun factor” in their decision. 

compete with the commercia

the salary or stability game. W

have to offer is service that m

ference and unmatched ca

anywhere on the globe. You 

troops to know that the trea

received when they arrived 

squadron will never be repeat

Airlines or Microsoft. This kin

environment and support ne

exists in our Air Force. It is y

make this a priority and to tra

group of commanders to co

tradition. 

102
Research and celebrate the 

tory of your unit. If you do

squadron historian, hire o

Have him or her research th

Air University or the Air Forc

the places and times your un

called for duty. Before you 

mand (or as soon as possible 

study the squadron’s history

joining a potentially long line 

commanders who gave their 

soul to the unit you now com

in touch with them. Ask for t

tance in bringing the histo

squadron to life. Invite the

squadron for a commander’s 

are lucky enough to live in 

with past squadron memb

them out and make them f

today’s squadron. How man

the Air Force can you walk 

that celebrate their prou

throughout their facilities? Ch

most squadrons you have be

celebrated machines rather th

Specifically, we tend to put 

103
wore your squadron patch i

years. We need to reverse 

across our Air Force and you 

with your squadron. The ben

quickly seen as members reali

part of a long line of profess

have been in your unit. By dev

association with those wh

before,” you bring this history 

Mentoring Progra

As a commander, one of you

is to teach—to develop those 

to your care to their fullest po

prepare them for future leade

lenges. While you are puttin

inevitable daily fires, you can 

lect this responsibility. When 

Conley commanded the ma

squadron at Aviano, he de

superb mentoring program:

After becoming a squadr

mander, I found myself 

sense unprepared for the jo

attended the squadron comm

course and got all the hot t

104
edge. It is knowing how and 

think about, how to correc

the knowledge you have (

and understanding the rea

the commander. These th

only learned over time. I 

therefore, that one of my 

commander was to prep

younger officers for futu

mand. As such, I set up a 

called “Hoofers and Doo

mentoring. Once a month I 

one of my officers to host t

tion, usually Friday a

around 1600. The host offic

provide a room with food an

When we met, in an informa

phere, I would present the 

with a real world situatio

dealing with or had just de

and let each discuss it and p

recommendation. Once the 

sion was complete, I would 

insights and tell them what 

why. I also used the time to 

what was on their minds—g

bad. This was a great forum 

105
attend and enjoyed particip

much as I did.2

Clearly, there are an infini

of great ideas for improving th

service and quality of life fo

men. For any program to su

become self-sufficient, it m

three critical ingredients:

1. A single person in charg

accountable

2. A carefully studied and ex

plan

3. A plan for follow-up to tr

cess3

When a program fails, look 

you will likely find that on

three items is missing. Most 

tend to get the first two acc

but fail to follow up app

Develop a systematic appr

allows you to keep focused 

array of programs in the sq

ensure that they stay on track

106
you developed when you laid 

vision. By following these b

you will be well on your way 

lishing viable and exciting pro

will survive long past the day y

the squadron.

107

A team of dedicated military professiona

Air Force squadron go.

Notes

1. Col Dave Nichols, USAF, interview

February 2001.

2. Col Lansen Conley, USAF, in

author, January 2001.

3. Gen Mike Ryan, USAF, interview

June 1996.
It is truly an honor to be sel

command in the US Air Forc

challenge is to be worthy 

honor.

—Gen John P. 

The reality of the present 

future is clear. We will be call

utilize aerospace power around 

more frequently in support 

security objectives. By natu

medium we exploit, the techno

disposal, and the demonstra

sionalism of our airmen, we 

Force are best able to proje

power around the world witho

ing corresponding vulnerabilit

we like it or not, we are the low 

in the national security tool b

coercive and decisive warfar

plishing these missions, at t

expertise and professionalism 

has come to expect, takes p

innovation, courage, and abso

ence to our core values. As a 

commander, you are essential t

this success. If reading this 

109
how you want to command y

ron, I will have accomplished m

Best of luck and clear skies in t

you will ever have!

110
Air Mobility Command: 4

Blanchard, Kenneth H.: 95

Boera, Lt Col Mike: 63

Brake, SMSgt Michael: 10

Confucius: 95

Conley, Col Lansen: 65, 104

Creech, Gen W. L.: 1

Dahlbeck, Lt Col Guy: 27

Fanbee, Martin: 30

Fogelman, Gen Ronald R.: 9

Goldfein, Col Steve: 23, 26

Hill, SMSgt Beverly: 12

Jacobs, CMSgt Allison: 71

Jones, Lt Col Jim: 42

Jumper, Gen John P.: 109

Leaf, Brig Gen Dan: 2

Lincoln, Abraham: 64

Lofgren, Lt Col Jeff: 33

Loh, Gen John M.: 18

Lord, Col William: 4

Lyon, Lt Col Charlie: 60

McCain, Senator John: 17

Meyer, Maj Gen John G.: 20

113
Paget, SMSgt Ted: 64

Parrish, Sam: 11

Powell, Gen Colin: 51

Reagan, Ronald W.: 29

Schloemer, SMSgt Christopher: 13

Shula, Don: 49

Smith, Maj Gen Perry: 24

Stockdale, Vice Adm James: 73

Strategic Command: 10

Taylor, Robert: 15

USAF Senior NCO Academy: 10

Zoerb, Col Daniel “Doc”: 69

114
Sharing Success––Ownin

Preparing to Command i

Twenty-First Century Air 

Air University Press Tea

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Book Design and Cover 

L. Susan Fair

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Air Force Institute of Techno

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