Commander's Corner: Memoires from an AF Reserve Commander

Editorial Note: As I approach impending retirement, I take this opportunity to reflect back on an amazing career, culminating as the squadron commander of one of the most experienced, diverse and patriotic organizations in the United States Air Force.  I hope after reading this article, you will understand the history and composition of the 96th Flying Training Squadron, how Air Force reservist fit into total force integration at Laughlin Air Force Base, Texas, and learn a few leadership lessons from a commander who leads a squadron of Citizen Airmen who literally serve without service commitments. 

In 1998, the 96th FTS was reactivated at Laughlin AFB as the first Air Force Reserve unit to employ all three pilot training airframes (T-37, T-38, and T-1) as part of an integrated initiative supporting Undergraduate Pilot Training.  Today, experienced and seasoned Citizen Airmen from the squadron serve side-by-side with their active duty counterparts instructing students in all three Laughlin airframes: the T-6, T-38 and T-1.

The Citizen Airman concept is rooted deep in American history.  Citizens have been called to duty in support of this great nation since its beginning.  Today, military members can voluntarily choose to answer a full-time or part-time calling to support and defend the country as an Air Force reservist. 

The most popular question our members are asked is, “what does it mean to be an Air Force reservist?”  In simple terms, many members of the 96th FTS are traditional Air Force reservist, officers and enlisted Airmen with civilian careers who travel to Laughlin to serve for short periods of time each month.  Our traditional Air Force reservists come from diverse backgrounds; we have more than 35 airline pilots, two carpenters, one published author, one crop dust pilot, one farmer, one pastor-in-training, one IT tech and one comedian. We have members who live and travel from all corners of the United States and even overseas to serve here monthly!

Other members of the squadron are members of the Active Guard-Reserve.  Many have been on active orders for their entire career, while others have taken a leave of absence from their civilian or government careers to accept long-term active duty orders.  Additionally, some squadron members are spouses or family members of active duty service members assigned to other Laughlin units. 

 Therefore, as a commander who manages a squadron encompassed of members who pursue various career paths, I ponder on how to foster an organizational culture that prevents my members from throwing in the towel?  It’s simple.  Our squadron has sustained for 20 years at Laughlin by upholding four key points.

1.  Lead by example.  The concept sounds easy and almost like a cliché, but I try to set the example in all ways, not just the “easy “ or “mission” orientated ones like fitness, or flying productivity.  For example, how can I tell my squadron that family comes first if I am forsaking my own family by staying and working at all hours of the night?  Or, how can I foster a positive culture if I am quick to anger or walk around with the appearance that I am stressed out all the time.  Great leaders inspire others to lead.  If I sell this leadership role as a burden, why would anyone volunteer for this? Lead by example….in all that you do…the way you talk, walk, work and play.

2. Don’t sugar coat bad news or attempt to bend the truth so that you don’t end up as the fall-guy or gal.  Everyone hates bad news.  Delivering bad news, like a disciplinary action or unpopular restriction or procedure, cannot undermine Lesson #1.  At the end of the day, we all make mistakes…even leaders.  Don’t waste your time sweating the delivery of bad news…focus your efforts on the recovery plan and rehabilitation.

3. Lead like you are not afraid to get fired…your organization deserves it.  As a leader, my job is to enhance the lives, work environment and effectiveness of my followers.  Notice, I did not say that my job was to enhance or promote my own career.  Nothing is worse than a leader who is in it for him or herself.  Things have a way of working out for leaders who put their members first.

4. At the end of the day, leadership is about relationships.  Take the time to know your people.  Make sure your decisions reflect their needs, not your wishes.  We have all seen leaders who have self-initiated goals that were reversed or replaced as soon as their tour ended.  True leaders foster and cultivate organizational goals that last longer than two years!