Do things right the first time, every time

  • Published
  • By Maj. James McClellan
  • 100th Logistics Readiness Squadron
ROYAL AIR FORCE MILDENHALL, England (AFPN) --  How many times have you heard someone say, “We need to do this right,” or have had a supervisor counsel you on “doing the right thing”?

I have many times in my career, but it was not until recently that I took the time to find out what this often-used phrase means. Understanding the parts of the phrase, as well as the meaning behind them, is critical to being an effective leader.

Leaders need to be actively involved in their units and the first part of this phrase is all about action: “to do.”

For a leader, the act of doing involves engagement with the troops, implies involvement in the key processes in the unit, and most of all, demands the leader be visible. More than likely, this means he or she must leave the comfort zone; get out from behind the desk, work a different shift and volunteer to lead additional duties.

A leader must be on point, out in front and active in the organization. But action is not enough; a leader must have a firm set of values and beliefs. This brings us to the second part of the phrase, “the right.”

The right is a measure of an individual’s set of values, beliefs and customs. Do you know the difference between right and wrong? Leaders are often asked to make decisions that have ethical implications. A firm foundation of institutional values and beliefs, like the Air Force core values of "integrity first, service before self and excellence in all we do" should be our anchor, the foundation that leaders and followers alike require.

In an article titled "Air Force Standards and Accountability," former Air Force Chief of Staff Gen. Ronald Fogleman stated it best. He said, “At the very foundation of those concepts must be standards that are uniformly known, consistently applied and nonselectively enforced.”

Getting to the third and final part of the phrase, “the thing” is the actual act you are executing. This is the technical part. Leaders need to have a technical understanding of the processes they are charged to manage.

Of course, this is gained through experience and training in one's career field. I counsel the company grade officers in my unit to “walk the line.” This is a phrase plucked out of my logistical experiences and refers to understanding the intricacies of fuel pipelines, valves and tanks in a typical fuels management flight. You have to walk the fuel lines to really understand how the entire system functions.

Leaders must take the time to “walk the line” every day to ensure they know their business like no other. After all, sound decisions start with a solid understanding of the thing you are doing.

The next time you say you’re going to “do the right thing,” think about the parts of that phrase and what it means to your followers, your unit and you. Don’t let them down by not following through completely. Remember to implement the Air Force's core values at all times.