Know your Airmen as individuals, lead as team

  • Published
  • By Chief Master Sgt. Misty Shaffer
  • 60th Diagnostics and Therapeutics Squadron

TRAVIS AIR FORCE BASE, Calif. – As a 22-year chief master sergeant, I have come across many leaders and supervisors in my time.  Some leaders I wanted to emulate and others I wanted to do the complete opposite of what they did.

When I walked into Wilford Hall Medical Center, Lackland Air Force Base, Texas, as a brand new airman basic, 22 years ago; I was overwhelmed. I had just graduated from basic training, I did not know anything about the military except what I learned in basic training and technical school.  Walking in to the only medical center in the entire Air Force at the time, I didn’t know what to expect.

The last thing I expected was for the chief master sergeant at the 59th Pharmacy Squadron superintendent, to walk up to me and have a 15-minute random conversation. As an airman basic, I was so nervous to talk to a chief master sergeant, I did not know why he was asking me where I was from, information about my family or why he was interested in why I joined the Air Force.

As time progressed, I became a little more comfortable when the chief spoke to me because every time he came up to me, he would sincerely ask me how I was doing. Although I would tell him everything was “fine,” he always knew when something was wrong. He would be so in tuned with what was going on with me, he eventually figured out what my concerns were and assisted when he could. Whether it was my upgrade training, a personal situation or anything else.    

As I look back at my time at Wilford Hall Medical Center with that chief, I think back to what made him so special and so memorable. I realize it was the simplest thing. He always took a genuine interest in me as an individual. He had over 300 members in his squadron and he knew every single one of us.  He knew our first names, our children’s names, and our spouse’s name, where we were from and even took the time to know what our interests were.

I found his interpersonal approach to leading Airmen truly uplifting and I’ve strived to make it one of my “leadership mantras” throughout my career. My formula is pretty straight-forward; know your Airmen as individuals, then lead your Airmen as a team.

During my time with Chief Murray, I learned what it meant to be an effective chief master sergeant, not just an E-9.  I also learned that plotting your course to be an effective leader needn’t wait until you’ve neared the pinnacle of your career. Start with those foundational leadership principles you learn in Airman Leadership School, then build on them by getting out from behind your desk and visit your people where they’re executing the mission. Take time to invest yourself in their personal and professional aspirations, then use that knowledge to motivate, develop and inspire them to reach their fullest potential. 

As leaders, I think we often feel as if we have to do all the talking and have all the answers. I believe in the old saying, “You were given two ears and one mouth for a reason. That’s because you should listen twice as much as you speak.” Leaders do not have a strangle-hold on good ideas. As a matter of fact, it’s those Airmen turning wrenches, loading pallets, programming systems, treating patients and a myriad of other functions that are closest to the processes and executing the mission that offer the best perspectives.

Gain their trust by listening to them, value their input and figure out ways to integrate into the organization’s mission as a team.

 As I grew in rank over the years, I constantly reflected on how much of an impact leaders have had on me and my career. I noticed that leaders who took the time to establish a genuine rapport with their people, no matter the size of the organization or personnel composition (military, civilian or reservist), tended to have higher morale, stronger camaraderie, and a synergetic approach to mission accomplishment. 

Chief Master Sgt. Murray made me feel important and cared for and that’s what I strive to do for my Airmen.  I challenge each and every one of you reading this, regardless of what your rank is and how many people you have under your charge, to try this simple formula: Know your Airmen as individuals, then lead your Airmen as a team.