Airmen depend on supervisors, so be a good one

  • Published
  • By Chief Master Sgt. John Page
  • Oklahoma City Air Logistics Center
What's the difference between a supervisor and a leader?

As supervisors, you're responsible for your people's actions and for evaluating them according to standards. As leaders, you set the example by displaying integrity, honesty, dedication, fairness and concern for your subordinates. The roles of leadership and supervision go hand-in-hand.

The most important job you'll ever have is being a great supervisor. Our country and the Air Force depend on those who supervise to accomplish the mission. Supervising is a huge responsibility that can be challenging, rewarding and sometimes frustrating.

I've had 22 different supervisors during my 27 years of service in the Air Force and I can still remember each one's name. They each had a different style and taught me something through their strengths and, yes, even their weaknesses. Today, each one continues to influence the way I supervise.

One of the first things I learned is great supervisors lead by example. This is setting the standard and doing what you expect others to do.

If you expect those you supervise to be at work on time and ready to go, you had better be doing the same. If you encourage your troops to get involved in base and community activities, be out in front of them leading the way.

The second thing I believe a supervisor should do is keep a balance between being mission-oriented and people-oriented. This is often difficult to do, but if your focus is on nothing but getting the job done, you can fall out of touch with your people.

As a supervisor it's important to know your people and to take a personal interest in those who work with and for you.

Years ago, the term Air Force family was something you never heard. Thankfully, that's changed. The Air Force knows the importance of family and over the years has adopted many family-oriented programs. We truly are a family and must take care of each other.

Supervisors should take a sincere personal interest in their people -- know their families, their goals and their other interests. Doing so makes it easier for them to approach you when something is going on in their life and they need assistance.

Do your part to keep the balance between mission and the people; you'll be amazed at the results.

A great supervisor also takes time and puts forth the effort to give honest performance feedback. I always thought providing feedback on an outstanding performer would be easy, but many times the task is much more difficult.

Performance feedbacks aren't an option for supervisors, they're a necessity. It takes considerable thought, time and effort to give thorough and honest feedback. I encourage you to take this responsibility seriously because it really benefits the person and shows that you, as a supervisor, care.

Finally, supervisors need to recognize their people for quality work. People need to know that their contributions to the mission are valued, and that process begins with the supervisor.

Recognizing someone for outstanding work can be as informal as a "thank you" and a handshake. You can do it privately or publicly. You can devise shop-level award programs or take advantage of squadron-level and wing-level award programs.

Don't forget to recognize your entire team because it's teamwork that really makes the mission happen. The recognition given to an individual or team is fundamental to their motivation.

So when it comes time for you to be a supervisor, be a good one. Your country, your Air Force and our future supervisors and leaders are counting on you. (Courtesy of Air Force Materiel Command News Service)