sharing success owning failure - united states air force

Sharing Success—Owning Failure

Preparing to Command inthe Twenty-First Century

Air Force

DAVID L. GOLDFEIN

Colonel, USAF

Air University PressMaxwell Air Force Base, Alabama

October 2001

Disclaimer

Opinions, conclusions, and recommendations expressed or impliedwithin are solely those of the author and do not necessarily repre-sent the views of Air University, the United States Air Force, theDepartment of Defense, or any other US government agency.Cleared for public release: distribution unlimited.

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Contents

Chapter Page

DISCLAIMER . . . . . . . . . . . . . . . . . ii

CONTENTS . . . . . . . . . . . . . . . . . . iii

FOREWORD . . . . . . . . . . . . . . . . . v

ABOUT THE AUTHOR . . . . . . . . . . vii

PREFACE . . . . . . . . . . . . . . . . . . . ix

ACKNOWLEDGMENTS . . . . . . . . . . xi

ABSTRACT . . . . . . . . . . . . . . . . . . xv

1 EXPECTATIONS OF COMMAND . . . 1What Does the Boss Expect? . . . 2What Do the Troops Expect? . . . 9What Do You Expect? . . . . . . . . . 18Notes . . . . . . . . . . . . . . . . . . . . 22

2 VISION AND ENVIRONMENT . . . . . 23Developing and Communicating

Your Vision . . . . . . . . . . . . . . 24Building the Environment . . . . . 30Notes . . . . . . . . . . . . . . . . . . . . 49

3 WALKING THE WALK . . . . . . . . . . . 51Notes . . . . . . . . . . . . . . . . . . . . 72

4 HANDLING JUSTICE . . . . . . . . . . . 73

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Chapter Page

5 GREAT IDEAS . . . . . . . . . . . . . . . . 95Take Responsibility for Fun . . . . 95Sponsor Program . . . . . . . . . . . . 100Celebrate Heroes—Not

Machines . . . . . . . . . . . . . . . . 103Mentoring Program . . . . . . . . . . 104Notes . . . . . . . . . . . . . . . . . . . . 107

CONCLUSION . . . . . . . . . . . . . . . . 109

BIBLIOGRAPHY . . . . . . . . . . . . . . . 111

INDEX . . . . . . . . . . . . . . . . . . . . . 113

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Foreword

Command is the ultimate service. It is atime when we have the singular responsibil-ity to create and lead strong Air Force units.A time when our passion for our Air Forceand our vision for its future must be over-whelmingly clear.

Early in the “Developing Aerospace Lead-ers” initiative, we began to focus on the wayin which the institution teaches leadershipand prepares airmen for command. What wefound was a wide range of practices and awide range of expectations—a complicatingfactor in today’s Expeditionary AerospaceForce.

We realize that preparing our officers tocommand effective, mission-oriented unitsmust be a deliberate process. It mustdevelop our unique airman perspective, cre-ating commanders who are able to commu-nicate the vision, have credibility in the mis-sion area, and can lead our people withinspiration and heart.

The foundation of our institution’s effec-tiveness has always been its leaders. ColonelGoldfein’s work provides valuable lessonslearned and serves as a worthwhile tool tooptimize your effectiveness as a squadroncommander.

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This book is a must–read, not only forthose selected to command a squadron butfor all our young officers, helping themunderstand what the requirements ofsquadron command will be. Remember,command is a unique privilege—a demand-ing and crucial position in our Air Force.

Sharing Success—Owning Failure takesyou a step closer to successfully meetingthat challenge.

Charles D. LinkMajor General, USAF, Retired

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Colonel Dave “Fingers” Goldfein enteredactive duty in 1983 following graduation fromthe USAF Academy. He has completed a Mas-ters in Business Administration, SquadronOfficer School, Air Command and Staff Col-lege, Air War College, and the State Depart-ment Senior Seminar.

Fingers earned his pilot wings at Shep-pard AFB, Texas, in 1984 and remainedthere as a first assignment instructor pilot(FAIP) in the Euro-NATO Joint Jet PilotTraining Program. Following Sheppard, hechecked out in the F-16 Fighting Falcon andjoined the 17th Tactical Fighter Squadron atShaw AFB, South Carolina. During thistour, the squadron deployed to Abu Dhabi,United Arab Emirates, where Fingers led his

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Colonel Goldfein with his fellow Aviano warriors duringOperation Allied Force

About the Author

flight on 40 combat missions over Iraq dur-ing Operation Desert Storm.

Upon returning from the United Arab Emi-rates, Fingers was selected for WeaponsSchool and reassigned as initial cadre to buildthe composite wing at Mountain Home AFB,Idaho. Flying with the 389th T-Bolts, ColonelGoldfein served as squadron weapons officerand then chief of wing weapons, tactics, andintelligence.

Following Air Command and Staff College inresidence, Fingers served as Aide de Camp tothe Commander of AIRSOUTH in Naples, Italy,and then as Executive Officer to the USAFECommander at Ramstein AFB, Germany.

In 1997, Colonel Goldfein re-qualified in theF-16 and returned to Europe as OperationsOfficer and then Commander of the 555thTriple Nickel Fighter Squadron at Aviano AB,Italy. As commander, Fingers led his squad-ron on combat missions over Serbia, Kosovo,and Bosnia-Herzegovina during OperationAllied Force. He is a command pilot with over3,500 flying hours. His decorations include theDistinguished Flying Cross (1 OLC), DefenseMeritorious Service Medal, Meritorious Ser-vice Medal (1 OLC), and Air Medal (5 OLC).

For 18 years and 13 moves, Fingers hasbeen married to Dawn (Thumbs). They arethe proud parents of two daughters,Danielle and Diana. He currently serves asdeputy chief of Combat Forces Division atHeadquarters USAF, Pentagon.

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Preface

Congratulations on your selection for themost challenging and rewarding job in theAir Force—squadron command. The intentof this paper is to help you prepare mentallyfor the task ahead by discussing a fewthemes central to a successful commandtour. It will not answer all of your questionsabout “how to command”; nor will it breakany radically new ground in the “art of leader-ship.” Rather, the ideas expressed here areintended to spark your imagination as youbegin preparing now for how you want tocommand your squadron.

These thoughts are not mine alone. Inresearching this project, I asked officers fromacross the Air Force, recently from command,to share stories of the greatest challenges theyfaced. What was the environment? How didthey react? Why did they choose a particularpath? Most importantly—what did they learnfrom the experience? Many of the stories Iincluded in this paper involve situations inwhich the individual failed. Why? Because itis from studying our failures that we learn,grow, and improve as officers and leaders.As a commander, you will be privileged toshare in many successes of your organization;however, you will personally own every fail-ure. In the end, this is the true loneliness of

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command. Failure comes with risk and bothare integral to a successful command tour.

So read over the ideas presented here witha critical eye and think now about how youwill react given similar circumstances. Askimportant questions such as: What are myexpectations of command? What do thetroops expect of me? What will be my vision?How will I create an environment thatensures mission success? How will I buildmy team? How will I handle justice? Who isultimately responsible for fun in mysquadron? By thinking critically about thesequestions now, you will be better preparedto lead successfully in the greatest job youwill ever have.

Good luck commander!

Dave “Fingers” Goldfein

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Acknowledgments

I am greatly indebted to the officers whoparticipated in this project. Sharing successis relatively easy. Owning failure, however,and then sharing the story of that failure ina published paper takes courage and a com-mitment to helping you succeed. Addition-ally, this project was significantly improvedby the keen insight and editing skill of MajGen Perry Smith, USAF, retired. His book,Rules and Tools for Leaders, remains amongthe most practical guides on command andleadership written.

Maj Gen L. D. Johnston Maj Gen (retired) Perry M.Smith

Maj Gen (retired) Chuck Link Maj Gen (retired) BobTaylor

Brig Gen Dan “Fig” Leaf Brig Gen (sel) Steve “Goldy” Goldfein

Col Daniel “Doc” Zoerb Col Terry “Hubba” NewCol Jim “Rev” Jones Col Charlie “Clyon” LyonCol Judy Fedder Col Brian “Bbop” BishopCol Dave “Face” Nichols Col Anthony “Tony”

RebelloCol Lansen Conley Col Mike “Boe” BoeraCol Jeff “Weird” Harrell Lt Col Jeff “Butkus”

LofgrenLt Col Bill “Bigfoot” Eliason Lt Col “Ragman” HarveyLt Col Theresa “Junior” Giorlando Lt Col Steve LaushineMaj Duane “Imus” Creamer SMSgt John LongSMSgt Michael Brake SMSgt Beverly HillSMSgt Christopher Schloemer MSgt Larry Johnson

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Sharing Success—Owning Failure: Prepar-ing to Command in the Twenty-First Centurywas originally written as a research report forthe National Foreign Affairs Training Center,Arlington, Virginia.

The photographs in this volume portrayAllied Forces personnel at Aviano Air Base,Italy, during Colonel Goldfein’s tour of dutyas squadron commander, 555th FighterSquadron. All are USAF photographs.

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Abstract

The single most important element of suc-cess in war is leadership. Leaders inspireothers to achieve “above and beyond.” Theexpectations of both leader and follower playkey roles in the development of leadership,as do the leader’s vision, the working envi-ronment, and the example established bythe leader. The squadron commander isessential to accomplishing the mission ofthe United States Air Force. He or she mustensure that justice prevails among andbetween those commanded, and he or shemust establish programs that promotehealth and happiness among the familieswithin the command.

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Chapter 1

Expectations of Command

Excellent leaders stand for absoluteintegrity, absolute honesty. Theypreach the concept of honesty in theorganization. Excellent leaders prac-tice integrity in thought, word, anddeed. And they insist upon integrityand honesty on the part of their sub-ordinates.

—Gen W. L. Creech, USAF, Retired

Any dialogue on preparation for com-mand must begin with a discussion onexpectations. No doubt you clearlyremember the day you were informedthat you had been chosen for command.Anticipation mixed with pride and a fairamount of uncertainty and fear—soundfamiliar? This section will discuss somekey issues associated with what yourboss expects, what your troops expect,and, perhaps most important, what youcan expect.

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What Does the Boss Expect?

As a wing commander, the mostimportant personnel decision I evermade was the selection of mysquadron commanders. No otherofficer would have a greater positiveor negative effect on our ability toaccomplish the mission.

—Brig Gen Dan Leaf—31st Fighter Wing Commander

Leaders who hire subordinate com-manders have a responsibility to clearlylay out their expectations for success.Too often, command in the Air Force isviewed as a test of the individual forfuture service rather than an opportu-nity for the organization to succeed andthrive under proven leadership. Thisover-arching focus on testing the indi-vidual rather than the success of theunit has resulted over time in a corre-spondingly shallow program to formallyprepare you for command.

A Navy officer who is chosen for a 36-month command tour will spend the first18 months as executive officer (focused onlearning the art of command) in the veryunit he or she will eventually lead. An

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SHARING SUCCESS––OWNING FAILURE

Army or Marine officer will attend severallong training courses focused on com-mand and leadership prior to acceptingthe colors of his or her first unit. In con-trast, Air Force officers selected for com-mand are currently required to attend aone-week major command (MAJCOM)squadron commander’s course focusedlargely on staying out of jail rather thanleading and managing effectively. Thislack of emphasis on thoroughly preparingan individual to succeed in command sug-gests an even greater need for you andyour new boss to establish mutuallyunderstood expectations for success.

As you begin the transition process,set up an appointment with your com-mander. Ask about his or her expecta-tions and indicate that you are open toany advice—your commander has likelybeen in your position. Do not arrivewithout pen and pad in hand. One offi-cer I know showed up for an interviewwith his numbered Air Force com-mander and was tossed out of the officeto find writing tools—definitely not theway you want to begin your tour! Thebottom line: Do not leave the interviewuntil you understand clearly what isexpected of you.

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EXPECTATIONS OF COMMAND

Sometimes, a face-to-face meeting isnot possible prior to a command change.In these cases, send a note to your newboss and request his or her thoughts onsuccess. Col William Lord, who served ascommunications director for Headquar-ters Air Mobility Command (HQ AMC),outlined his expectations in a letter tohis new commanders. It helps themchart their own course for success:

Congratulations on being namedsquadron commander––it is the bestjob in the Air Force, and the tough-est. To help you get off on the rightfoot, I’d like to offer some words tohelp with your mental preparation.

To start with, you need a commandphilosophy and initial focus. Threereasons: (1) you only have onechance at a first impression, (2) formuch of what you actually accom-plish in your 2-year command tour,you must first establish a focus inyour initial 6 months, and (3) yourfirst few weeks will haunt you if youaren’t prepared. Those entrusted toyour charge want and need to be ledfrom day 1 of your command tour.

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Get to know and network with yourfellow commanders––irrespective ofcareer field, MAJCOM, or specialty.If you succeed, you will become sen-ior officers together before you knowit. You will need one another. If youregard each other as competitors,you will hurt yourselves, your com-mand chain, and our Air Force.Don’t get lost in the “glamour ofbeing the boss.” You’ll find the expe-rience produces many rewards (notawards) along with a good measureof hard work and disappointments.

Now is a good time to send a shortthank you to family members andany mentors that helped you duringyour career. Don’t substitute withemail [sic]––the personal touch anda hand-written [sic] note show goodbreeding. If you haven’t sent a noteto your new boss and wing king, doso––they selected you.

Take time to scrutinize your per-sonal affairs. From relationships tomoney matters, you need to besqueaky clean. As a commander,you will sit in judgment of others,

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and you cannot afford to surrenderthe moral high ground––ever! Youare expected to be above reproach.Your personal life won’t get you pro-moted, but it can rapidly do you in.

Study up on your officers and seniorNCOs before you take command––my office can help with personnelbriefs and RIPs. These are yourcharges––worry about them, guidethem, and develop them to becomeyour replacement, or at least some-one you’d be proud to have associ-ated with your name. These troopsshouldn’t be worrying about theirnext assignment––that’s your job.

Plan out your first 30 days now andhave in mind what you want toaccomplish. Some hints:

• Publish your command philos-ophy.

• Meet with your Top 3 (or 4) thefirst day.

• Visit every work center andevery shift. Keep these visitsregular.

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• Determine the areas you areleast comfortable with andfocus on these. Don’t be afraidto ask questions––the troopswill respect your interest

• Meet all of your fellow com-manders on their turf.

• Call on the Wing SEA, MPFFlight Commander, Chaplain,and all other agencies thatprovide service to your unit.

• Inspect the dorm and eat inthe dining facility.

• Write job descriptions of eachof your key subordinates andgive them out one on one.

• Schedule a commander’s callwithin the first month.

Take ownership of every part of yourorganization and teach this to subor-dinate leaders. Once you’ve walkedpast trash on the ground, a wall thatneeds paint, or a broken door, you’vejust blessed it—and you’ll continue tooverlook it every day after that—untilit gets pointed out by your boss.

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Establish immediately that yoursigned signature is your bond. It’shard to get credibility back once yourname becomes meaningless. Alwaysinsist on putting the actual date ofsignature on everything you sign.

Spouse involvement in unit andbase activities—there aren’t anyabsolutes. The only wrong answersare zero and everything. If yourspouse is a joiner and a doer,encourage it. If not—don’t force it.Just remember that taking care ofthe families in your unit is an impor-tant part of the job—we recruit indi-viduals, but we retain families. Howyou go about this will vary but theresponsibility will always exist. If notyour spouse, find someone who willhelp you lead in this area.

Finally, be an officer and an airmanfirst—a communicator last. Aero-space power is our business—com-mand information is our contribu-tion. Make a concerted effort to staycurrent on operational issues anddoctrine. If you don’t understandaerospace power application, it’s

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nearly impossible to effectively sup-port the business.

Again, congratulations on your selec-tion for command. I look forward toworking with you to accomplish ourmission.1

Are there any questions as to what thisleader expects of his new commanders?With a few personal touches, this lettercan serve as an excellent start for your let-ter to subordinate leaders and supervi-sors. Remember, establishing clear andmutually understood expectations withyour flight commanders and flight chiefswill be your responsibility as commander.

What Do the Troops Expect?

Good leaders are people who have apassion to succeed . . . To becomesuccessful leaders, we must firstlearn that no matter how good thetechnology or how shiny the equip-ment, people-to-people relations getthings done in our organizations.People are the assets that determineour success or failure.

—Gen Ronald R. Fogleman, USAF, Retired

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Now what about the troops—what aretheir expectations of you as a new com-mander? To answer this question, I sur-veyed the USAF Senior NoncommissionedOfficer (NCO) Academy at Maxwell AirForce Base (AFB)–Gunter Annex, Ala-bama, and asked attendees to answer thefollowing questions:

• What do you expect from your newcommander?

• How do you define a successfulcommander?

• What do you not want to see inyour new boss?

Among the most thoughtful responsescame this one from SMSgt Michael Brake,a flight leader at the academy and formerassistant to commander in chief strategiccommand (CINCSTRATCOM):

1. I expect leadership in action—notby proxy. Commanders must getout from behind their own per-ceived comfort zones and get toknow their folks. I’ve experiencedtoo many stories of shift personnelbeing surprised by senior leader-ship visiting them on a mid, swing,

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or weekend shift. Shouldn’t be asurprise—should be expected. Noother way for the commander to getthe true pulse of their personnel.

2. Leaders make mistakes—andgrow through the opportunity.Don’t be afraid to make them andfess up when you do—subordi-nates will know you are real. Atthe same time, understand thatsubordinates also make mistakesand need the same opportunity togrow as a result. Accountabilityyes, perfection—impossible.

3. Communication is vital—goeswith number 1. Unless it is detri-mental to the organization, shareinformation. The result will beinclusion and fewer rumors,thereby making everyone feel sig-nificant.

4. Empower personnel. Former ChiefMaster Sergeant of the Air ForceSam Parrish said it best: “If whatthey want to do is (a) good for theAir Force; (b) good for the individ-ual; and (c) doesn’t hurt anyone—why stop them?

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5. Live by the core values. Live by thecore values. Live by the core val-ues.2

Here is another entry from SMSgt Bev-erly Hill, also a flight chief at the SeniorNCO Academy and former commandsystems manager at Robins AFB, Geor-gia, who explains her expectations of anew commander as follows:

1. In the commander, I am lookingfor someone who lives the core val-ues every day. If you are wrong,admit it up front. Have thecourage to stand up, without evercompromising personal beliefs, forwhat is right and fair. Don’t sayone thing and do another—we seewhat is done, not what is said.

2. I define a successful commanderas one who supports, and in somecases stands up, for his or herpeople when they are right. Addi-tionally, I look for someone whotreats everyone fairly and is inclu-sive (decision makers shouldinclude male, female, minorities,enlisted). Finally, a successfulcommander has high standards

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and demands that his/her officersalso reflect and live the core val-ues.

3. What I don’t want to see is a com-mander who is partial to certainindividuals; one who won’t sup-port you as a professional; or onewho doesn’t have the courage tosupport tough, unpopular deci-sions up the chain of command.Clearly, I don’t want a commanderwho is dishonest.3

The final entry comes from SMSgtChristopher Schloemer, former first ser-geant and now an instructor at theSenior NCO Academy:

1. Listen. I have a lot of experience tooffer. Nothing puts me off morethan a new commander thatknows it all already. Obviously,you have new ideas and a newperspective, but hopefully, also anopen mind.

2. Be decisive. A wishy-washy com-mander is death for an organiza-tion. Make informed decisions asmuch as possible. See #1 above.

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3. Be consistent. As with anyone,you will have both good days andbad. However, if the troops comein and ask the secretary “whatkind of mood is he/she in today,”your organization will not be aseffective.

4. Be visible. The troops need to seeyou. I used to put “walk around”time on my commander’s sched-ule. Nothing raises morale morethan knowing the commandercares enough to visit them in theirwork areas.

5. Don’t micromanage. You don’thave time to handle every detail.That’s why you have so many peo-ple in your squadron.

6. Have high expectations of yoursenior NCOs. Hold their feet to thefire and ensure they are earningthe title “senior NCO” every day byupholding high standards andleading troops.

7. Integrate the core values into yoursquadron every day. If you expectyour troops to live by these, you

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must live by them. I once had acommander who made referenceto the core values in every correc-tive action he took—it was veryeffective.4

If there is a central theme in all of theessays I received, it is the expectationthat commanders live the core valuesevery day. While accomplishing thismight appear simple, it takes continu-ous effort to ensure you never make adecision or take action that might givethe impression (even unintentionally)that you are compromising these corevalues.

As an example, here is a story of a baddecision I made while commander of the555th Fighter Squadron. It taught me agreat deal about unintentional conse-quences.

The time and place: July 1999 atAviano Air Base (AB), Italy

We had recently ended OperationALLIED FORCE, the air campaignover Serbia and Kosovo. I received acall from aviation artist Robert Tay-lor, among the most respected andwell-known painters of military air-

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craft in the world, asking for assis-tance. He was working on a paintingof the F-16 entitled “Viper Venom”and asked for help by providingunclassified information on oursquadron aircraft. Talking on thephone to the artist, we workedtogether to ensure he had the exactdetails in order to recreate the F-16to his impeccable standards. Shortlyafter the painting was completed, Ireceived a call from his staff askingif I would agree to sign the print as acommander and combat veteran (allof his aircraft paintings are signed).I was both honored and humbled bythe request. After some thought anddiscussion with the JAG to ensurethere was no ethical or legaldilemma, I agreed to sign the print.Additionally, I shared the story of aparticular mission that highlightedthe international NATO team effortof ALLIED FORCE. So why was thisa failure?

First—as a commander, I failed toput my troops first. Remember whatColonel Lord said in his letter? Thereare rewards that come with com-

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mand—not awards. By allowingmyself to be singled out, I failed torepresent my people, who con-tributed more than I ever did. Acommander should be out front andin the lead in all but one circum-stance—when there are accolades tobe received or success to be shared.

Second—I failed my fellow com-manders who fought side by sidewith me. A commander has loyaltyto three groups—his commandchain, his fellow commanders, andthose he is privileged to lead. By notinsisting that my fellow commandersbe represented on the print, I failedto fight for their interests and theinterest of their squadrons.

Finally, and most important for thisdiscussion: when I had time to pon-der this decision in the weeks andmonths that followed, I had to admitthat I had not put service before self.In Senator John McCain’s book,Faith of My Fathers, he states, “gloryand honor are achieved only whenone serves something greater thanhimself.” The very best commanders

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are truly selfless in all things and atall times.

This was a great lesson on makingdecisions with our USAF core values infocus. While your initial intentions mayvery well be honorable, you must thinkthrough your decisions and actions toensure our Air Force core values are atthe heart of your existence every hour ofevery day.

What Do You Expect?

A good leader sets goals, measuresprogress, and rewards perform-ance. He or she tries to give every-one a stake in the mission of theorganization and its outcome. That’sthe role of leadership.

—Gen John M. Loh, USAF, Retired

To complete our discussion on expec-tations, we must explore perhaps themost difficult question to answer—whatshould you expect from the commandexperience? A squadron command touris equal parts inspiration and aggrava-tion—times of exhilaration and times ofdepression. It is all-encompassing, and

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it becomes pervasive in every aspect ofyour life. Decisions will often be gut-wrenching and unclear. Your people will,at times, both inspire you and disap-point you. It will be, for many, the firsttime you are responsible for areas youdon’t truly understand; that is, outsideyour technical stovepipe and/or comfortzone. The larger and more diverse theorganization under your command, thegreater this discomfort will be.

As a new commander, you might behesitant to ask questions of subordi-nates for fear of appearing uninformedand losing respect. Remember, however,that you have been chosen for commandbecause of your demonstrated leader-ship abilities. You will garner far morerespect from your airmen if you take thetime early in your tour to understandtheir part in achieving your vision. Canyou think of a single instance duringyour career when a commander askedyou to explain what you do or how youdo it and you were bothered by theintrusion? Chances are, you appreciatedthe fact that he or she took the time toask your opinion. Your airmen will be nodifferent. They don’t expect immediate

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tactical or technical expertise in everyarea. However, they do expect you tounderstand how they fit into the big pic-ture so you can be a credible advocate.

Maj Gen John G. Meyer, USA, wrotean outstanding book titled CompanyCommand: The Bottom Line. (You need acopy!) General Meyer asks the followingkey questions, aptly describing the com-mand experience:

1. Are you willing to dedicate your-self 24 hours a day, seven days aweek, if necessary, for your unitand your troops?

2. Is your family willing to bear thesacrifices?

3. Are you willing to lead by examplein everything you do—to live in afish bowl with your personal andprofessional life open to view?

4. Do you understand that loyalty isa two-way street?

5. Can you challenge your troops togo the extra mile, knowing thechallenges may increase eventhough the rewards remain thesame?

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6. Are you willing to put your neckon the line and take risks whennecessary?

7. Are you willing to make the toughdecisions, regardless of the conse-quences?

8. Are you willing to take responsibil-ity for everything that happens, ordoesn’t happen, in your unit?

9. Are you willing to support yourboss completely and wholeheart-edly, even if he or she is not a per-son you like?

10. Are you willing to sacrifice yourcareer to protect and preserve thedignity of your troops?5

If your answer to each of these ques-tions is “yes,” then you can expect toenjoy the single most difficult, mostchallenging, and most rewarding profes-sional experience of your career.

In the next chapter, I will offer somethoughts on the commander’s vision andshare a few stories intended to help youdevelop and communicate your ownvision. I will then offer some ideas onbuilding an environment for success.

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Notes

1. Col William T. Lord, USAF, interviewed byauthor, November 2000.

2. SMSgt Michael Brake, USAF, interviewedby author, December 2000.

3. SMSgt Beverly Hill, USAF, interviewed byauthor, January 2001.

4. SMSgt Christopher Schloemer, USAF,interviewed by author, January 2001.

5. John G. Meyer, Maj Gen, Company Com-mand: The Bottom Line (Washington, D.C.:National Defense University Press, 1990), 8.Reprinted with permission by Byrrd Enterprises,Inc., Alexandria, Va., 1996.

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sharing success owning failure - united states air force

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