What are the lessons learned from airman basic to colonel?

  • Published
  • By Col. Robert M. Lucania
  • 60th Diagnostics and Therapeutics Squadron commander
TRAVIS AIR FORCE BASE, Calif. --  Last week, I celebrated 35 years of total military service. It's hard to believe all the changes experienced and lessons learned while serving in our great Air Force. I've seen ten variations of our uniform, numerous weapons system changes and thousands of policy changes to name just a few. Not to mention celebrating 13 promotions from Airman Basic to Colonel and holding five different Air Force Specialty Codes. 

I entered basic training military Valentine's Day 1974. The occasion was tense and I remember the instructor yelling, "Pick them up, put them down" as we tried desperately to follow commands in an orderly fashion. Being a New Yorker who liked to speak with my hands, did not add any advantage to my situation. During basic training I learned honor, hard work, selflessness and the importance of getting along with people from different cultures. We learned how to reach consensus and work toward a common goal. 

In Security Specialist School we worked long hours and trained hard. On occasions we stood guard 14 hours in the hot sun and complacency was never tolerated, conveying a lesson of patience and mental endurance. We were the crucial element to protect resources and total alertness was essential. 

After school, I joined the Strategic Air Command's 380th Security Police Squadron in a place where temperatures dropped to 80 below zero. My lessons in patience, endurance and team work made me a model Airman which led to a selection to the Air Force Presidential Honor Guard. Training consisted of continuous military drilling and excellence from rooms to the last detail of our uniforms. I had the honor of standing inspection for the President of the United States and several foreign dignitaries including the Queen of England. The duties demanded stamina, discipline, patience and teamwork. The Honor Guard taught me that several Airmen are better than one when they all work together. 

In 1982, I was commissioned as a 2nd Lieutenant and worked in physical therapy at the Tactical Air Command's Regional Hospital Langley, Va. I learned about medicine, caring for people and officer professionalism. From there I was assigned to the Regional Medical Center in Germany where I grew as an officer, completed Air Command and Staff College, learned a foreign language and culture, completed a Master's Degree and most importantly, met my wife Ursula. 

An important career lesson came out of Germany: when it comes to career broadening, grow where you are planted. When I think back on my time in Germany, I remember working over- time doing everything no one else wanted to do. Before long my resume was completely diversified and when the Fellowship at Headquarters Air Force Personnel Center was available my package was competitive. Following the fellowship, I was hired on staff and later as branch chief. I learned several valuable lessons in prioritizing, multitasking, looking at the big picture, keeping up with current events and the most important people in the world are the ones who need your help because they give you the chance to show you care. 

From there, I was assigned to the 3rd Medical Group as a flight commander where my leadership lessons and medical training were reinforced. After that, I joined the 1st Medical Group serving as the deputy squadron commander and had my first opportunity in command. Fortunately, the only major leadership challenge during this period was evacuating and relocating the medical staff during hurricane Isabella. 

All that I learned over the years supported the task at hand, making the evacuation smooth and without casualties. While sitting in for the commander, the most important lessons were: leaders must always be honest, be a role model and work hard because Airmen are watching all the time. If you take care of the people, they will take care of you and the mission. 

A true leader makes a promise to those they lead and you must have the moral courage to stand up for them and care for their families. Once you break that promise, you will never be trusted again. Once you become a leader it is no longer about you, it's about people ... that's the most important aspect of being a true leader. 

There were more than 350 Airmen in the squadron and I knew them all. I walked around daily to talk with them. I know their needs, goals and dreams. When they were in trouble, I helped, mentored or rehabilitated them. Did I work more than 15 hours a day? Most of the time. However, knowing the Airmen and mentoring was the most rewarding part of the job. It's not about promotions, money or greatness. It's about grooming future leaders, watching them grow and giving them credit for the organization's success. This is the lesson I have successfully carried through my last two tours as a commander. If you remember any of this, I hope you remember to care for your Airmen and their families! 

When asked if I would have done anything different, I would have read more about past leaders when I was a young company grade officer, attended Toastmasters or taken a course in theatrics. Those would have helped, however, they were not a show stopper -- but I recommend them to all leaders. 

This is how I summarize 35 years of learning? Honesty, patience, stamina, selflessness, hard work, alertness, staying informed, teamwork, caring and courage. We sum that up in today's Air Force by using the phases Integrity First, Service before Self and Excellence in All We Do. Sound familiar? It's the best lesson anyone can carry through their lifetime.