My view of leadership

  • Published
  • By Master Sgt. Darryl Rink
  • 386th Expeditionary Security Forces Squadron
SOUTHWEST ASIA (AFPN) --  Throughout my career, I’ve seen leaders of all ranks come and go. But when I look back, there seems to be a connection between the assignments I enjoyed and those with leaders who were involved.

General Dwight Eisenhower once said, “Leadership is the art of getting someone else to do something you want done because he wants to do it.” The general could not have been more correct. Waking up each morning and putting on my uniform is easy when I know that at the end of the day I will go home with a feeling of pride and accomplishment.

Unfortunately, the ability to lead people into an atmosphere where there is a sense of “want to” isn’t handed out with new bars or stripes. Sometimes, along the way, mistakes are made and lessons learned. This was the case not too long ago when I was part of a small unit.

We had great potential, but each day our leader remained distant and uninterested in the internal dynamics of the organization. Our success was always measured by the end result, and in most cases it was “mission accomplished.” Although we produced good ratings for the status board, almost everyone came to work with a look of disinterest on their faces.

As with all Air Force work centers, eventually someone will leave, and leaders are no exception. Our leader did move on and a new boss was on the way. We all waited with a lot of anticipation. We had no idea of what to expect, but WOW, what a shock! I can only compare it to watching a medical show, and hearing a doctor say, “CLEAR.”

She took charge of our organization. I don’t remember her exact words, but she wasted no time telling us that things were broken and we were going to have put in some long hours to fix them.

Our new leader possessed characteristics that I had read about many times before, but I had never seen so many of them in one person. First of all, she was the most decisive person I had ever met. Her decisions were usually unpopular, but she would not waiver. She also displayed a high level of competency. She knew the business, and that was painfully obvious to all of us.

But if there was one thing that really put her over the top, it was her energy. It was impossible to be anywhere near her and not be drawn into her singing and warrior calls. Each morning, roll call was an adventure. We sang, cheered and laughed despite the long hours that were ahead of us.

Here was a leader who was near the end of a long career, but the energy she possessed would lead you to believe that she was a first term Airman. Adjusting to this new leader was no walk through the park, she was tough. But, she had a short–term vision for the people, and she got us there efficiently and effectively.

Prior to her arrival, we were led to believe that we were mission ready, but she knew that we were capable of being more than ready. She led us straight to the top and we enjoyed being there.

For the first time in a long time, work was a place we wanted to be. I wouldn’t dare say that a good leader needs to sing and cheer at the beginning of each day, but a little decisiveness, competence and energy can definitely be a good starting point for anyone who wants to be successful.