Leadership is all around you

  • Published
  • By Senior Master Sgt. William Hartley
  • 752nd Munitions Support Squadron first sergeant
VOLKEL AIR BASE, Netherlands (AFPN) --  As airmen, we are constantly reminded we are all leaders, and as we gain rank and responsibility, the ability to lead becomes more critical.

While I was preparing for promotion testing by reviewing the Promotion Fitness Examination Study Guide, Chapter 7, "NCO Leadership," I was taken aback by the paragraph on self-evaluation and how it is hard to be the complete leader. Rarely will people find someone who can say, "Yes" to each of the questions. So, for each question I tried to think of an example, and realized that great leadership is evident in each NCO assigned here.

New NCOs only have to use their eyes and ears to gain fantastic examples of what works and what doesn't. Great leadership examples aren't exclusive to colonels and chief master sergeants, but are also displayed by our youngest and brightest airmen.

For example, question No. 1 asks: "Do I have the courage to make tough decisions and stand by them?"

This is the toughest question and the most difficult for young supervisors to do. The example I use is a technical sergeant giving an honest, less than firewall mark on an enlisted performance report after repeated feedbacks failed to bring the expected behavior. The troop might have been bright, energetic and very popular within the unit, but he failed to complete mandatory training in the prescribed time. The technical sergeant stuck to his guns on the rating, despite the scrutiny. That is a leader.

Another example reflects on question No. 10: "Am I willing to accept my subordinate's failures as my own, yet immediately recognize their successes as theirs?"

My organization recently completed an in-depth inspection to prepare for our upcoming surety inspection. Within one flight, there were significant failures as well as noted strengths. This particular superintendent was the first to congratulate his airmen whose duties were recognized as superior and accepted the failed areas as his own.

My favorite question is No. 9: "Do I really listen? Can I withhold judgment until I have all the facts?"

Though I have been a first sergeant only a short time, I have been blessed to work for two different commanders who display the gift of patience. When a problem or issue arises, they are not quick to jump to a course of action. Rather, they always seem to draw all the appropriate information out of folks before acting. This is leadership at its finest.

Lastly, question No. 4: "Am I willing to do my best with what seems to be inadequate means?"

During one of my work center visits, our communication maintenance shop was troubleshooting a piece of equipment. Frustrated that the equipment wasn't responding according to the technical order, I asked if they had additional references. I was surprised to learn that most problems encountered with this equipment weren't listed in the technical order. Over time, they had built an in-house checklist of potential fixes and continued to add to it as unique challenges faced them. Everyday NCOs are doing their best with inadequate technical data to keep the mission going. Fantastic leadership.

I've only covered four questions of the 12 listed in the PFE to show that great leadership happens all around us. New NCOs as well as old can simply look around and see living examples.

It is rare that you will find the perfect leader. Each of us contributes based on our strengths. Each of us has shortcomings to improve. I urge new staff sergeant-selects to look around when seeking lessons in leadership. They are all about us. (Courtesy of U.S. Air Forces in Europe News Service)