Airman takes pride in building future leaders

by Senior Airman Cody H. Ramirez
374th Airlift Wing Public Affairs

1/11/2013 - YOKOTA AIR BASE, Japan -- It is a simple word to describe a powerful human trait or action; the ability to influence or guide a group of people to complete an act greater than themselves - leadership.

Tech. Sgt. Joseph Gambles is one familiar with leadership.

As a Professional Military Education instructor for the Yokota Airman Leadership School, Gamble ensures the Air Force is stocked with reliable NCOs who are responsible for tailoring young Airmen into future leaders.

The Airman Leadership School program is a six-week course Airmen must accomplish if they are to assume the rank of staff sergeant. According to Gambles, ALS molds Airmen into better leaders by giving them the skills needed to be effective supervisors.

"My job as an instructor is to be a living extension of the ALS curriculum that students are responsible to read," Gambles said. "That is to say, if the students cannot grasp the material from the reading alone, I apply different methods of presentation until the student can comprehend it."

Senior Airman Robert Tangen, 374th Medical Operations Squadron Allergy and Immunizations technician and current ALS student, said Gambles has an approachable and open teaching style while still commanding authority as an instructor.

"If you do not understand something or you need clarification, (Gambles) is good at breaking it down and making it understandable," Tangen said. "You are not afraid to approach him and you never feel like you have a stupid question.

"It really shows his professionalism overall, being approachable in that manner," Tangen added. "Gambles shows you what type of person you would want to be in a supervisory position."

Gambles said he ensures the students are able to fully understand and apply lesson principles (on course exams), grade written and oral assignments and execute a graduation ceremony in a distinct, formal manner, but his personal goal as an instructor is to allow students to see what they are capable of becoming: a great supervisor and leader.

"In-residence ALS is of the utmost importance because these members are crossing into a new tier where they are going to be responsible for supervising other Airmen," Gambles said. "This course really highlights for them the weight of that responsibility while, at the same time, equipping them to face that challenge."

Gambles said without this training, the majority of new NCOs fall into one of the two extremes of the supervisory spectrum: being too strict or being a buddy rather than a leader. According to Gambles, most new NCOs feel like leadership, for them, is too far a destination to reach, but by the time the students graduate, they are well informed of what they need to do to carry the mantle of supervision.

The cirriculum taught includes one-on-one counseling, setting standards, evaluating and providing feedback, methods of motivating and how to produce quality written products. The program's curriculum exposes the students to dozens of leadership philosophies and motivational theories, techniques to manage time, stress, group dynamics, human diversity and joint operations.

"What makes the learning experience 'complete' is that, in order to succeed in the program, students must incorporate the 'new concepts' of time, stress and conflict management," the instructor said. "They need to actually be a better communicator, not only for briefings, but to actually function as a team."

Gambles, who said he is in the best position since he began his Air Force career, has instructed seven flights through the ALS program and is currently working with his eighth. He said the highlight of his work is witnessing the moment a student realizes their potential to be an effective supervisor and becomes aware of the difference they can make in a subordinate's life.

A conviction to do right by their Airmen is the most important ideal a supervisor can maintain, according to Gambles. He said what drove him to become an instructor was the lack of this conviction in many supervisors.

"All across the service there are members with mediocre to poor supervisors, and that was severely affecting how they in-turn would supervise," Gambles said.

"After I graduated from the NCO Academy in December 2010, I realized I had strength in public speaking," he added. "I felt I could use this talent to help others and attempt to send a higher quality supervisor back to the units."

Gambles does exactly that with every course he instructs, according to Tangen, who said the ALS courses focuses on leading by example and Gambles is able to be that example the students can look up to while they are learning.

"We can look back and think 'he did it that way' and try to emulate that style that he sets being an instructor, or basically a supervisor, for this course," Tangen said.

Every class evolves into a team over the course, according to Gambles. He said it is always great to witness service members "going from conflicting with one another to building friendships that will last for years. Also, the pride and unity that culminates between all of the students, and us, the staff, on graduation night - that never gets old."

Chief Gaylord inspires Alamo Wing at annual awards banquet

by Elsa Martinez
433rd Airlift Wing Public Affairs

1/8/2013 - JOINT BASE SAN ANTONIO-LACKLAND, Texas -- The fifth Chief Master Sgt of the Air Force inspired members of the 433rd Airlift Wing and their guests at the Alamo Wing's second annual awards banquet at the Gateway Club Jan. 5.

Chief Master Sgt. Robert D. Gaylord, who retired in 1979, regaled guests with anecdotes about his 31-year career that led to his formula for success of opportunity, aptitude and attitude. But, he added, the most valuable asset to a well-rounded life was the continued pursuit of education.

"Never stop learning," he remarked. "You must wake up every morning and know that you are open to learning something new will enrich your life and those around you."

"It was an honor and a privilege to have a true Air Force living legend, Chief Gaylor as the guest speaker for our ceremony," said Col. Jeffrey T. Pennington, 433rd Airlift Wing commander. "The military and civilian award winners exemplified all the qualities Chief Gaylor covered. I guarantee wing leadership will continue to relay the importance of education to our Airmen. Only through continued learning will our Airmen and civilian force be ready to handle the challenges which lay ahead for the Air Force and our wing in the 21st Century."

Three AFSOC Airmen receive Sijan award for leadership

by Rachel Arroyo
Air Force Special Operations Command Public Affairs

1/10/2013 - HURLBURT FIELD, Fla. -- Three Air Force Special Operations Command Airmen at the tip of the spear received one of the Air Force's most prestigious awards, the 2012 Lance P. Sijan USAF leadership award.

The award recognizes Airmen who exemplify the highest forms of leadership not only at work but in the community and their personal lives.

This is the first time AFSOC Airmen have been selected in three of four categories.

Lt. Col. Nathan Green, commander of the 4th Special Operations Squadron, Hurlburt Field, Fla., is the recipient in the senior officer category.

Captain Blake Luttrell, a special tactics officer assigned to the 21st Special Tactics Squadron, Pope Field, NC, is the recipient in the junior officer category.

Senior Master Sgt. Davide Keaton, a pararescuemen assigned to the 720th Operations Support Squadron, Hurlburt Field, Fla., is the recipient in the senior enlisted category.

The award requires candidates demonstrate leadership through scope of responsibility, professional leadership, leadership image and community involvement.

All three Airmen have something in common when it comes to leadership -people are their priority.

Green commanded AFSOC's largest, manned flying squadron containing AC-130Us.

He also led the integration of seven Emirati special operations forces airframes into coalition operations, according to the award citation.

Green said he is extremely grateful to be honored with this award. He credits his leaders, mentors and family for shaping and supporting him throughout his Air Force career.

"I am speechless and very humbled to be able to lead our Airmen, especially in AFSOC," he said. "This award is a testament to them."

Communication is central to his leadership style. The Airmen have great capabilities to put the commander's intent in action so long as that intent is conveyed clearly, he said.

"There are many facets to leadership - sometimes you have to be a coach, sometimes a teacher," Green said. "You have to lead by example, and you have to trust your people."

Luttrell was awarded the Silver Star, the nation's third highest combat decoration, in January 2012 for gallantry in combat. He pulled his wounded team medic from a cave while under intense enemy fire and administered immediate medical treatment.

As the only Airman on an Army special operations forces team, he engaged in combat operations spanning 150 days including 25 high-risk missions resulting in 29 enemy combatants eliminated, according to the award citation.

He also instructed Afghan Army and local police force members on close quarter battle, assisting the transition effort in Afghanistan.

Luttrell says he learns just as much if not more from his people than they do from him.

"A leader is someone who is willing to listen to input, but isn't afraid to make tough decisions," he said.

Keaton, who completed his own tenth Global War on Terror deployment in 2012, also guided 14 deployments across four theaters that resulted in 3,023 combat operations and 568 enemy combatants eliminated, according to the award citation.

While stateside, he also saved a 74-year-old woman from drowning in a submerged car when an automobile accident caused her to run off the road into a lake. An onlooker appeared with a hammer, Keaton said. He grabbed it, broke the window and removed her from the vehicle.

Like Green, Keaton, who characterizes himself as a really down-to-earth guy, said he is also humbled to be selected for the Sijan award.

Keaton credits the special tactics career field for emphasizing the importance of getting the job done and encouraging Airmen to test their limitations, like Sijan was called to do.

To Keaton, leadership means taking care of your people.

"The most critical part of any project you work on are the people," he said.

The Lance P. Sijan USAF leadership award bears the namesake of the Medal of Honor recipient who was shot down in his F-4C Phantom fighter jet over Vietnam in 1967.

For 45 days, Sijan evaded enemy forces, and when he was captured and tortured, he refused to divulge any information beyond what is permissible by the Geneva Conventions until he died in the Hanoi Hilton, January 1968.

'Lean forward' to make a difference

Commentary by Col. Miguel Colón
821st Air Base Group commander

1/9/2013 - THULE AIR BASE, Greenland (AFNS) -- How many times have you heard a soccer, baseball or football coach tell his players to lean forward? In my experience, a good coach will always provide this advice.

You may wonder, what makes this advice so important in sports? Leaning forward enables the player to be in a position that allows him or her to anticipate an action and quickly react to a play. Coaches, regardless of sport, are communicating how important it is to maintain control of the play and ultimately control of the game.

Control enables the team to synchronize its plan in tempo and timing to be in a position to win. It starts with leaning forward and it takes preparation. Before a player can effectively lean forward, he or she must know the rules of the game and must have the skill to create an opportunity to score or stop the opponent.

Similarly, in the military you also need to: know the rules and know your job, while working to do both well. Leaning forward begins with understanding the rules or procedures captured in Air Force instructions, technical orders or operations manuals. Along with your training, these documents define the boundaries and best practices you can employ to accomplish a specific task. They are not all inclusive.

The better you know your job, the greater the number of options you have available to solve a given problem. Your success, therefore, and that of your team is predicted on how hard you work at knowing your job.

Thomas Edison once said, "There is no substitute for hard work. I never did anything worth doing by accident, nor did any of my inventions come by accident; they came by work."

In order to lean forward against today's challenges, it is extremely important to become a skilled technician or subject matter expert in your functional area. There are several benefits to knowing your job well.

The whole team benefits when everyone possesses the tools necessary to solve any problem quickly and decisively, and even more importantly, when you know your job inside and out.
This shared knowledge also allows the team to communicate with one another and focus on the core issue of the problem. It helps the team understand the complexity of the problem and to identify resources required to accomplish the task at hand. It increases the team's ability to lean forward and control the situation. Once the situation is under control, the team becomes efficient as it is able to effectively prioritize tasks and minimize wasted time.

Our operational environment is becoming more complicated and complex. When you become a subject matter expert, you will notice an increase in your confidence as you lead and motivate your team. It is that confidence that drives mission accomplishment and your team's ability to adapt to any situation. Whether faced with numerous challenges or complexity driven by technology, it is important now more than ever to lean forward. Only then can you quickly adapt to the situation and succeed in our process driven world.

In the same fashion a coach tells his players to lean forward, the Air Force also needs you to lean forward. As leaders, it is your responsibility to maintain your technical expertise and create the environment for the team to succeed. Know the rules, know your job and work hard at being good at both. Lean forward and take control of the situation and lead the team to success. Remember, you are ready and you can make the difference.

Be the leader you deserve

Commentary by Maj. Dale Williquette
22nd Maintenance Operations Squadron

1/8/2013 - MCCONNELL AIR FORCE BASE, Kan. (AFNS) -- We all know that the New Year brings resolutions that typically revolve around better health and fitness, paying off debt or competing educational goals.

What about making a resolution to be a better leader?

Vince Lombardi said, "Leadership rests not only upon ability, not only upon capacity - having the capacity to lead is not enough. The leader must be willing to use it. His leadership is then based on truth and character. There must be truth in the purpose and will power in the character."

Leadership is a key skill in almost any organization, but it is a must in the military. Key aspects of leadership include setting a good example, followed closely by setting and then enforcing standards. We all know these tenets from professional military education and mentorship that we receive from those we work with daily. There are two additional aspects of leadership that we should look at more closely if we want to be truly successful leaders.

The first is leading by being the leader you wish you had. We all know of good and bad examples of leadership. We have all worked for bad leaders and said to ourselves, "If I ever get a chance to lead, I'll never do what he/she just did."

We have also worked for outstanding leaders who we would attempt to emulate given the chance to lead. In my experience the best leaders were the ones who led as the leaders they wished they had. I know that sentence is a mouthful, but think about it. Would anyone want to be a bad leader for themselves? It is a leadership application of "do unto others as you would do unto yourself." This doesn't mean that you should cancel all standards and let people do whatever they want. It means that you should hold yourself to the same standard that you hold all of your folks to and treat them the way you would like a leader to treat you.

The second is followership. You're asking yourself, "What does followership have to do with leadership?" The answer is quite simple. The only individual in our military chain of command who does not work for a superior is the President of the United States. The rest of us are followers in some way. Those who you lead pay attention to how you follow your leaders. They will emulate your followership, therefore in order to be a good leader you must also be a good follower. In order to be a good follower I recommend you take the advice of the previous paragraph and be the follower you wish you had. Once again we have all had good followers and bad followers. As leaders we can learn from our followers if we just pay attention. If you are as good a follower as you wish you had, then your leadership will be happy as long as you maintain those standards we talked about earlier.

The ultimate goal of all leaders should be to grow their replacements. Our purpose should be to train our followers to be at least as good a leader, preferably a better leader, than we are now. By setting good examples of being the leader/follower we wish we had we can grow the next generation of Air Force leaders to improve upon our successes and continue the process of increasingly superior leadership. It is up to us to do it right.

CPPD Releases 2013 Naval Leader Planning Guide and Weekly Planner

By Susan Henson, Center for Personal and Professional Development Public Affairs

VIRGINIA BEACH, Va. (NNS) -- The Center for Personal and Professional Development (CPPD) has released the 2013 edition of the Naval Leader Planning Guide (NLPG) and the Naval Leader Weekly Planner (NLWP), CPPD leadership said Jan. 3.

Both versions of the planner were available online Dec. 13, and commands can download the PDF version free-of-charge from Navy Knowledge Online. Users can also download a file that can be imported into Microsoft Outlook that will populate personal calendars with the dates found in the product. Commands are authorized to use the downloaded source files to arrange for printing at local facilities to satisfy unit-level requests for the resource.

"We did a hard scrub of this year's the Naval Leader Planning Guide and the Naval Leader Weekly Planner to ensure we had the best possible product," said Capt. John Newcomer, CPPD's commanding officer. "We see delivering this product as part of our commitment to provide the fleet with the tools to lead with courage, respect and trust and mentor future leaders to do the same. The Naval Leader Planning Guide and the Weekly Planner are full of information to help leaders do just that."

The NLPG brings together a large amount of information in a compact, portable format. This year's edition includes a 15-month calendar (January 2013 to March 2014), a complete list of CPPD courses and services, contact information for all CPPD learning sites and Navy College Offices around the world, the Principles of Naval Leadership, and Navy and Marine Corps Selection Board and Fitness Report/Evaluation schedules. It also includes a directory of community managers and technical advisors at Navy Personnel Command.

The weekly version of this product contains a 13-month calendar, but all other sections contained in it are the same resources as the monthly guide, including the personal and professional development sections and the career management points of contact.

The 2013 product includes the latest Chief of Naval Operations (CNO) Professional Reading Program list, which was announced in October of 2012 in conjunction with the Navy's birthday. The Marine Corps Professional Reading Program list was also updated for 2013.

"We strive to provide the most up-to-date information possible to ensure the fleet has the information needed to meet mission," said Newcomer. "Of course there's always an opportunity to improve, and we greatly value feedback from everyone on the Navy and Marine Corps team on how we can make it even better - please send us your suggestions."

To download the 2013 NLPG, log on to www.nko.navy.mil and select the Leadership tab. The guide can be downloaded as either a PDF file for printing or as an Excel file, which can be imported into Microsoft Outlook.

CPPD is responsible for providing a wide range of personal and professional development courses and materials, including General Military Training, Navy instructor training, alcohol and drug awareness program training, suicide and sexual assault prevention, bystander intervention, and personal responsibility classes. CPPD's required leadership training is delivered multiple times throughout a Sailor's career via command-delivered enlisted leadership training material and officer leadership courses in a schoolhouse setting. CPPD also administers the Navy's voluntary education program, which provides Sailors with the opportunity to earn college degrees. CPPD additionally manages the United Services Military Apprenticeship Program, which offers Sailors the opportunity to earn civilian apprenticeship certifications.

Naval Station Newport Hosts Regional Sea Cadet Leadership Training

By Bob Krekorian, Naval Station Newport Public Affairs

NEWPORT, R.I. (NNS) -- A contingent of 60 Sea Cadets from the New England area graduated Jan. 1 from the 11th annual U.S. Naval Sea Cadet Corps (NSCC), Region 1-3, Training Academy at Naval Station (NAVSTA) Newport.

The academy started Dec. 26 with the arrival of 49 cadets who enrolled in a Petty Officer Leadership Academy (POLA) and 11 cadets who enrolled in an Emergency Medicine Seminar (EMS).

"Trainings such as these are prerequisites for a cadet's advancement," said Lt. Cmdr. Dave Hull, NSCC, academy officer-in-charge.

Cadets from Indiana, California, Texas, Maryland, and South Carolina were amongst the group that consisted of six female cadets and 54 male cadets. Cadets ranged in ages 14 to 18 and wear a modified enlisted uniform.

Cadets meet at their local units during the school year, and train during winter and summer vacations at Navy, Marine Corps, and Coast Guard installations nationwide.

"At the POLA cadets are learning to develop their leadership skills," Hull said. "Graduation from a leadership academy is a specific prerequisite for promotion to petty officer second class," he said.

Cadets received approximately 40 hours of classroom instruction on leadership, management, and counseling. Physical fitness training was conducted daily.

"Nearly 450 young men and women from across the country have benefited from this training opportunity over the years at Naval Station Newport," Hull said.

The Emergency Medicine Seminar is a pilot program that consists of classroom instruction and practical exercises. Cadets were certified in CPR, use of an automatic external defibrillator, and as first responders during the seminar.

"These cadets will receive first responder training from several Sea Cadet officers who are medical professionals," Hull said.

An ambulance/emergency medical equipment, and emergency medicine orientation was provided Dec. 30 by NAVSTA Newport Fire and Emergency Services personnel at the Public Safety Complex, Building 1373.

There IS an I in team

Commentary by Wayne Amann
Air Force ISR Agency Public Affairs

12/21/2012 - JOINT BASE SAN ANTONIO - LACKLAND, Texas (AFNS) -- Contrary to popular belief or conventional wisdom or even the cliché, there IS an I in team.

The I is you, the I is me. The I represents all the "I"ndividuals who make up a team. And nowhere is that more meaningful than in the United States military.

Our Armed Forces is a microcosm of Americans - individuals drawn from across our great land who bring to the fight unique backgrounds, strengths and talents, and who adhere to certain core values governing the military.

That combination of people and purpose provides the backbone of the military team concept, regardless of service branch, which leads me to why I'm writing this opinion.

During my 20-year active duty Air Force career, my subsequent time as a military contractor and my current civil service stint, I've always subscribed to the team first mindset. I was, and still am, proud to be part of something bigger than myself.

I found that sense of belonging rekindled recently when I was watching this year's Army-Navy football game. Besides service academy bragging rights, the Commander-In-Chief's Trophy, emblematic of gridiron supremacy among the three academies [Air Force being the third] was at stake, so the game meant something besides its traditional pageantry.

The Midshipmen were going for their 11th straight win in the rivalry and were leading the cadets from West Point, 17-13, in the waning minutes of the fourth quarter.

Army had the ball and was marching down the field for an apparent winning touchdown when the handoff between quarterback Trent Steelman and one of his running backs was fumbled near the Navy goal line.

The Middies recovered, won the game and dashed Army's hopes of salvaging something positive from a dismal 2-9 season.

As expected, the CBS television cameras showed an exuberant Navy squad, then honed in on Steelman, for what seemed like an extraordinarily long time. The senior signal caller was visibly distraught, holding his head in his hands on the bench. This was the fourth straight year his team lost to Navy with him at the proverbial controls.

During those heartbreaking moments for Steelman, the Bowling Green, Ky., native earned my respect. I can only imagine what was going through his mind at that time, but his post-game reaction reinforced my faith in individual responsibility and accountability.

Granted, in the overall scheme of things a football game doesn't really matter. That's exactly why Steelman's emotional display impressed me. Here's a young man, who is so passionate about team success, he exhibits accountability through his body language.

If he places that much importance on a football game as a quarterback, I have no doubt he'll bring that type of leadership to the battlefield as an officer.

In the military, as in football, individual actions have a domino effect on the team. Each individual is responsible to themselves and their teammates.

For Air Force folks, being a good Wingman is a lot like that. Each Airman, including civilians, looks out for each other, in part, by taking care of their individual responsibilities. Collectively, their accountability ensures mission accomplishment for all bluesuiters.

My bottom line is: it takes all the I's working in unison toward the same goal to make an effective team. For acronym fans TEAM can stand for: Togetherness Epitomizes America's Military.

Declaration 'turns words into action' for prevention

by Senior Airman Shawn Nickel
9th Reconnaissance Wing Public Affairs

12/19/2012 - BEALE AIR FORCE BASE, Calif.  -- Air Force's top leadership recently reiterated the service's zero-tolerance for sexual assault to stop a cycle of unprofessional behavior that is incompatible with the service's core values.

The 9th Communications Squadron at Beale Air Force Base, Calif., took the task seriously and decided to sign a declaration stating their commitment to stop sexual assault.

"We are all committed to end sexual assault, but this is our declaration to turn words into action," said Lt. Col. Susan Magaletta, 9th CS commander. "No person who should fear being assaulted when we are all teammates in this Air Force. We will stick together to bring an end to this behavior."

The idea for the declaration came from Senior Airmen Zack Most and Patricia Lendon.

The declaration which states:

As a 9th CS Airman, I pledge...

• To not be a passive bystander
• To have the courage to confront the situation
• To remember my core values and that I always represent the Air Force
• To recognize that consent cannot be given while someone is under the influence
• To understand that "no" always means "no"
• To accept the boundaries of my fellow Airmen
• To respect all individuals

More than 50 communications Airmen have signed the declaration since Nov. 13. The document is poster size and will rotate throughout the squadron to remain visible to all Airmen.

"We thought this would be a good way to account for ourselves as Airmen," Lendon said. "It's a constant visible reminder to stay mindful of what we do, say and act on."

Recently, Beale participated in the Air Force-wide health and welfare inspection to emphasize an environment of respect, trust and professionalism in the workplace and virtual environment. The purpose of this inspection was to reinforce expectations for the workplace environment, correct deficiencies and deter conditions that may be detrimental to good order and discipline. Organizations looked for and removed, if found, unprofessional or inappropriate items that hinder a professional working environment.

"We have an excellent record of professional relationships within our squadron already, but the steps won't stop here," Magaletta said. "This should extend into our personal lives as well."

According to a Letter to Airmen sent Nov. 16 by Secretary of the Air Force Michael B. Donley, Chief of Staff of the Air Force Gen. Mark A. Welsh III and Chief Master Sgt. of the Air Force James A. Roy, the Air Force must drive sexual assault from the ranks.

"You are a big part of the solution," the letter said. "Become personally involved. Recommit yourself to our core values. Be an advocate for professionalism and discipline. Let your fellow Airmen know you will not tolerate or support others who believe sexual assault is somehow acceptable - because it is not. Most importantly, if you are aware of sexual assault in your unit, report it."

'The Elephant in the Room'

Commentary by Lt. Col. W.E. Gene Mattingly
87th Mission Support Group

12/16/2012 - JOINT BASE MCGUIRE-DIX-LAKEHURST, N.J. (AFNS) -- This commentary is in regard to the recently published Air Force chief of staff memo and corresponding articles, "Combating Sexual Assault in the Air Force," "CSAF directs Air Force-wide inspection," and "CSAF talks leadership with wing commanders." I've got chills up my spine at the very deliberate leadership focus by our new CSAF, and I certainly feel his "call to arms" to destroy sexual assault in our Air Force, but also to really get after ensuring we foster a workplace environment of respect, trust and professionalism in the workplace.

I'm having trouble understanding how Airmen could hurt fellow Airmen through sexual assault or any form of sexual harassment for that matter. I'm convinced the problem is much more systemic than we give it credit. More than a decade ago, I was reminded we as members of the Air Force are simply a cross-section of our society. Personally, I like to think we represent the very best of our society. I've learned the hard way that is not so. I still keep my glass half-full, and for the most part, I earnestly believe that we have a majority of the very best.

The issue is those who make-up the worst of our society somehow make it into our great Air Force too. Not wanting to say that broken homes and relationships, rampant internet pornography and addictions to it, and continued abuse of alcohol are the reasons, but they are certainly contributing factors, and they just might be the "elephant in the room." I think the problem is related more to our moral fabric than anything else.

As an Air Force, we must remain alert to what is presented as societal norms, which our Airmen may embrace, but that our Air Force simply can ill afford to embrace. We must hold ourselves to a much higher standard. As an example, many think the core value of integrity is relative, not clear cut right or wrong. When, in fact, that portrayed as right is clearly a violation of personal integrity. Some people in our society may even chastise me for my moral high-ground stance on certain issues because it is counter to an overall societal view these days.

A year ago or so ago my first sergeant goaded me, "Hey sir, do you want a real education about what's going on 'out there?'--come with me to the Club Friday or Saturday night, or better yet sir, let's go downtown." I'm pretty sure I'm glad I didn't go, but as a commander I spent a lot of time thinking about discipline after the fact. Thinking back, quite possibly, going with the Shirt a time or two may have been a good idea--and maybe just maybe it would have deterred some deviant behaviors.

I'm not saying I have cornered all the reasons, nor all the answers to a moral and criminal dilemma, or why we have Airmen assaulting fellow Airmen.

This issue makes me about as sad as anything does after more than 26 years of honorable Air Force service. As an Airman, I'm ready and willing to be part of the solution, not the problem. I'm confident most of us are. The challenge is not to be passive or unwilling to talk about the "elephants" we see. Be frank, open and honest, holding one another accountable - let's see where it leads. To an even better Air Force? - I'm all in.

Fostering teamwork: It's not about you

Commentary by Maj. James Bartran, flight commander
36th Student Squadron, Squadron Officer College

12/14/2012 - MAXWELL AIR FORCE BASE, Al -- Henry Ward Beecher once stated, "No man is more cheated than the selfish man." Individualism, entitlement, self-servitude and egotism well ingrained in our personalities are cancers to team development. The cure rests in selflessness, genuine caring of others and a strategic mindset.

The implementation of these traits requires thought.

A great team is greater than the sum of its parts. How do you build such a team? How do leaders foster team development and cohesiveness?

Great teams take time, work, and most of all, strong relationships ... real relationships. However, in today's anti-analytical, distant culture that demands instant gratification; we expect results to just happen.

We should approach team development in a way that is less like social media, where one has a sense of control and can manage social interactions, and more like a friendship with all its intangible imperfections and unexpected synergies. What follows are thoughts on fostering this type of team.

It's not about you

We all have a propensity to think we live in a bubble. You don't.

As a leader, this truth carries more importance for you. Whatever your career ambitions, personal problems or insecurities, fostering teamwork demands equality. Each person or role has its place, and they are self-defined based on the team dynamic, creating balance.

This holistic mindset closely matches "the long grey line," as stated by Gen. Douglas MacArthur. All players have a place where they add the most value. This balance requires a degree of selflessness, and our mission sets require us to hold true or risk failure as a nation, Air Force, team and individually.

Walk the walk

Your actions speak louder than your words, and this truth is no less relevant while fostering teamwork. When leading a team, remember the importance of holding high standards from the simplest of requirements, such as uniform wear, to the demands of highly detailed missions.

No one can truly know your mindset, your motivations, aspirations and thoughts, but they can know how you chose to behave, dress and act and your true character. This becomes the bedrock for fostering teamwork. This leaves little mystery as to where people stand, which in turn allows them to branch out and begin their journey as a team. Finally, this helps the team in role clarity, eliminating the individual mindset. In its place, individuals begin thinking they are part of something bigger than themselves.

Relationships mean everything

During the most adverse encounters a team will ever face, the foundational relationships and friendships between its members bind them together. Organizations pale in importance to the brothers and sisters beside you during hardship. This identification, in turn, serves to strengthen the team even more.

Imagine for a moment that your commander orders you to take on a highly undesirable task. Imagine the differences in your willingness to take on this task based on your loyalty to the people you serve. Trusting one another and, in turn, developing real relationships will inevitably lead to teams that will overlook individual motives in place of team objectives.

Simply put, interaction fuels action. The most important leadership behavior to remember: you must uphold and foster trust between you and your team members. Failing to do so will result in breaking that trust and the team.

Vision is important

Without vision, your people will lack direction, focus and purpose. Vision takes one's eyes off of individual concerns and focuses the team, giving them confidence. This fosters teamwork on a number of levels.

While seemingly attainable, a true vision lies just beyond achievable. When the team accomplishes things it didn't at first believe possible during its journey to achieve the vision, everyone's confidence is boosted and team development is furthered.

It also puts the team on the same page and focuses efforts. This in turn demonstrates that everyone desires the same thing, creating buy in.

Leadership Basics: Conquering the Seven Deadly Sins

The December 20, 2012, episode of American Heroes Radio will feature a conversation with Lieutenant Art Adkins, Gainesville Police Department about leadership and his new book Leadership Basics: Conquering the Seven Deadly Sins.

Topic: Leadership Basics: Conquering the Seven Deadly Sins.

Date: December 27, 2012

Time: 1500 Pacific

Listen Online: http://www.blogtalkradio.com/lawenforcement/2012/12/27/leadership-basics-conquering-the-seven-deadly-sins

Lieutenant Art Adkins is a 29 year veteran of law enforcement.  He began his law enforcement career on the Fort Lauderdale Police Department and then joined the Los Angeles Police Department.  During his 12 years with the Los Angeles Police Department he attained the rank of sergeant.  Lieutenant Art Adkins returned to Florida to finish his law enforcement career with the Gainesville Police Department.  He has worked a variety of assignments including patrol, detectives, administration, vice, bunco-forgery.  Moreover, as a sergeant he has supervised both investigative and administrative police units.  Lieutenant Art Adkins is the author of The Oasis Project, Power Grid and

Leadership Basics: Conquering the Seven Deadly Sins

According to the book description of Leadership Basics: Conquering the Seven Deadly Sins, “By avoiding the pitfalls of the Seven Deadly Sins and embracing the Seven Heavenly Virtues, leaders can modify their 'rules of behavior' and become imminently successful. It is a choice. One road leads to a balanced, purposeful path of successful leadership while the other spirals downward to chaos. One brings harmony, the other discord. Which road do you want to take? There are two things you should to do to become a successful leader. One is to act like a leader, and the other is to take the steps to become a leader. Leadership Basics will help you accomplish both. This unique guide will teach you to conquer the Seven Deadly Sins- pride, envy, wrath, sloth, greed, gluttony, and lust- by using the seven heavenly virtues- humility, kindness, patience, diligence, charity, temperance, and chastity. Through specific examples and helpful advice, you'll learn what a leader looks like and the simple steps to get there. You hold in your heart all the traits you need to be an effective leader, and you hold in your hands an inspirational, comprehensive guide to Leadership Basics to draw those traits out. What are you waiting for?”

About the Watering Hole

The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life.  Sometimes funny; sometimes serious; but, always interesting.

About the Host

Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years.  He retired in 2003 at the rank of Lieutenant.  He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a Criminal Justice Department chair, faculty advisor and lecturer with the Union Institute and University.  He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership.  Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One.  He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.

Listen, call, join us at the Watering Hole:

Listen from the Archive:

http://www.hitechcj.com/americanheroesradio/leadership_basics.html

Program Contact Information

Lieutenant Raymond E. Foster, LAPD (ret.), MPA

editor@police-writers.com

909.599.7530

Facebook Event: http://www.facebook.com/events/303898456386695