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For the last two years I have had the tremendous honor of serving maintainers as a squadron commander, an uncommon path for someone who grew up in the flying community. When I received the call, I wondered how my skills would translate and what I could offer the unit. I found out quickly what I did not know, but the unit’s mission and large population of Airmen revealed to me the servant leadership model so frequently written and talked about over the last decade. To improve the unit’s morale, function, and growth, I learned to approach the unit not as a top-down organization, but as a balanced inverted pyramid.
Most organizational charts look like a typical pyramid, with the boss at the top and the majority of personnel at the bottom. It fits the typical military rank structure, corporate organization, and even our culture and language. We “move up in responsibility” as if ascending a pyramid to a higher level. Airmen feel they are at the bottom, and can get confused between hacking the mission and what they perceive as supporting demands from noncommissioned officers and senior noncommissioned officers. Many feel the weight of the organization on top of them and they leave.
As I learned more about the unit, I changed my thinking. Aircraft status and maintenance compliance are measures of an aircraft maintenance squadron’s success, so focusing on those who work on aircraft must be the priority. The Airmen will take care of the aircraft, the rest of us must take care of the Airmen atop the base of our pyramid. NCOs “promote down” an inverted pyramid, gain their 7-level, and become a front line supervisor. I see the inverted pyramid at work as new staff sergeants train and supervise their Airmen and feel the burden of that responsibility months after putting on the stripe.
To be successful in their role, NCOs must draw strength from the mentorship, leadership and positive example of the SNCOs below them. Together they work to support Airmen and complete the mission. The officers organize, train, and equip the unit with an eye toward tomorrow’s requirements and a feel for how the unit performs today.
My job at the bottom of the inverted pyramid is to take responsibility and balance the unit with the help of the first sergeant. The unit must rest on the firm ground of Air Force standards, and it is my job to ensure those standards remain firm and uniformly applied. Balance comes from a sense of fairness in the unit, and a recognition from Airmen that leaders value and support those who meet standards and reward those who exceed standards.
Servant leadership and the inverted pyramid model sound great, but without balance, the Airmen wait for a return to the status quo. Balance requires patience, vigilance and consistency from leaders at all levels for trust to take hold. While we don’t always get it right, it’s a model that helps us prioritize resources and energy.
I am grateful for my time in command, and for the opportunity to serve and invest in our Airmen … truly our most precious resource.
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