Are you laying bricks or building cathedrals?

  • Published
  • By Maj. Jearl C. Allman
  • 60th Security Forces Squadron commander
TRAVIS AIR FORCE BASE,Calif. --  Recently, I read a book titled "Forget Success," by retired Gen. Roger Brady.

The overarching intent of the book suggests leaders should not concentrate on their own success or legacy, but rather the principles of leadership. By doing so, success in and of itself will take care of itself. However, one particular small passage of the book struck me to be most thought provoking. It was a parable regarding two bricklayers.

"There is a familiar story of two bricklayers. One, when asked what he did said, 'I lay bricks.' The second, when asked said, 'I build cathedrals.' " Brady wrote.

After reading this passage, I couldn't help but to reflect on our own Airmen in this same light. I asked myself how many of our Airmen actually understand the level of responsibility that is entrusted to them and the true impact they have in support of our mission.

More importantly, this moment of thought quickly led me to contemplate - do our leaders really understand the impact they have on our Airmen? Whether you are characterized as a supervisor, an NCO or an officer, all of our designations unquestionably necessitate that we lead. It's a charge that not only obligates us to fulfill our licit duties, but it also comes with the onus of actually mentoring to those Airmen we are entrusted with to accomplish our mission.

Prior to transferring to Travis, I was a branch chief for the Inspector General at Air Force Global Strike Command. During my tenure there, I soon recognized a pattern among those units that exceeded the standards. More times than not, those wings that generally excelled at their mission were inundated with Airmen who possessed a high level of enthusiasm and confidence.

It was obvious that they got it and understood the level of importance that was commensurate of their responsibilities. However, this type of awareness did not just independently manifest itself into their nature. It was inculcated into their character by leaders. Leaders at every level who took the time to realize that there was a great deal more to ensuring mission success than driving a desk, executing checklists and pushing out direction from a computer understood they must get out from behind the desk and make the effort to get face time with their Airmen and mentor to them.

By doing so, the Airmen began to acquire a better sight picture of who they were and how much reliance was placed upon them. As a result, this galvanized the unit as a whole and motivated the Airmen to grow and appreciate that what they did made a difference.
Speaking for my defenders as an example, the sentries at our gates aren't simply checking IDs as people pass by. That defender is ensuring the security of our military family and safeguarding our mission capability. However, notwithstanding all that has been said, our Airmen still have a level of responsibility to take ownership of their lives.

With that said, I charge our Airmen to take ownership and understand that they don't simply have a job, but play an instrumental role in a legacy that will transcend generations to come. Ask yourself, are you just laying bricks or are you building cathedrals, empowering the world's greatest Air Force and ensuring that Travis remains America's First Choice?