Supervisors, mentors make lasting impressions Published Oct. 27, 2006 By Col. Stephanie McCann 60th Diagnostics and Therapeutics Squadron commander TRAVIS AIR FORCE BASE, Calif. -- A retirement ceremony was held Oct. 20 for Master Sgt. Michael Gilliard, beloved First Sergeant of the 60th Diagnostics and Therapeutics Squadron. During his farewell remarks, Sergeant Gilliard talked about the critical role his first supervisor played in helping him to decide to serve in the Air Force beyond his initial commitment and in shaping how he would approach his future roles as a supervisor and First Sergeant. Sergeant Gilliard described his first supervisor as a mentor who was like a father figure to him. He indicated that this supervisor got to know the "whole person" and took time to find about things that were important outside of work such as family, sports and hobbies. This supervisor was well respected by his personnel, and through positive role modeling inspired them to accomplish the mission. Sergeant Gilliard contrasted this "model" first supervisor experience with his next supervisor who created such a negative work environment by belittling some subordinates and favoring others that morale and unit effectiveness were seriously degraded. He indicated that he persevered through this experience because he knew that this behavior was not typical of all supervisors and it provided him with an invaluable lesson in how not to treat his future subordinates. These experiences, which occurred early in a career that spanned 27 years, were never forgotten and underscore just how important those first experiences between supervisors and those entrusted to their care really are. Clearly, being an effective supervisor is not easy but it is one of the most critically important, if not the most important responsibility of Air Force leaders. Supervisors play such a critical role because they are charged with guiding, mentoring and shaping our Air Force's and our nation's most cherished treasure, our young people. Supervisors must ensure that they provide an environment in which all Airmen can flourish and where all personnel can obtain the training and skills needed to perform their mission so that they will be prepared to serve their nation wherever and whenever it calls them to duty. In reflecting on what differentiated Sergeant Gilliard's inspirational first supervisor from his "toxic" second supervisor, it appeared that the former exemplified the traits of a true servant leader. A leader who made his people the focal point of his attention and energies instead of himself and who inspired trust and confidence because of his actions. Sergeant Gilliard ended his remarks by saying that we must take our role as a supervisor seriously because we never know how powerfully our actions may impact on others. Today more than ever, our Airmen must hit the ground running and are serving in some of the most austere places on earth. They need and deserve the best support we as supervisors and leaders can provide them.