Courage underscores all parts of leadership

  • Published
  • By Chief Master Sgt. Kevin Hart
  • 60th Air Mobility Wing Command Post
TRAVIS AIR FORCE BASE, Calif. --  I'd like to ask you a question I get often: "What motivated you to make rank?"

When I look back at my career and reflect on why I invested so much time studying, working long hours and working on my personal development, the answer is quite simple.

Initially, I saw it as a means to a better financial situation for my family. I'll be honest. I never saw myself in a leadership role, let alone making chief master sergeant at such an early stage in my career.

However, as I have been fortunate enough to be promoted, my perspective has changed dramatically. While my personal motivation has helped me to achieve the top enlisted rank, I soon realized what is expected of me is not about my own desires. Sometimes, we are thrust into leadership roles and we are required to put the needs of others before ourselves and this requires mental, physical and spiritual adjustment.

There are hundreds of books and speeches on what it takes to be a great leader, but the one characteristic that is the consistent starting point for becoming a leader is courage. Courage is the virtue that strengthens all other leadership characteristics.

Whenever I have the privilege of speaking with young Airmen and they tell me their career goal is to be a chief, I ask them "Why?" I will get the familiar statements, "I feel I can give back to the Air Force" or "I want to make a difference" and while these are all admirable reasons, I also remind them making rank is not about self-gratification. It's about taking care of your people.

As military members, we know that true leadership takes courage and this is demonstrated in our ultimate sacrifice. Last week, the world lost a great historical leader, Nelson Mandela, whose life is summed up in a simple quote by him, "I come to you as a servant, not as a leader." He was looked upon as a leader who stood up to injustices and who compromised himself completely for others.

Approximately two years ago, I had a new master sergeant come to work for me. Her new supervisor confided in me that she was having personality conflicts with her previous supervisor and, unfortunately, these conflicts led to individuals manipulating her enlisted performance report.

I investigated and challenged those involved to consider her claims before it became an official record. I met with numerous individuals in significant leadership positions within her losing unit who all agreed that an injustice was occurring and urged them to bring this situation to the senior rater. For reasons I cannot ascertain, none of these individuals would step up on behalf of this Airman and justly support her claims.

In a final attempt, I personally contacted the senior rater deputy, outlining a detailed viewpoint why there is a possible injustice occurring. He also agreed with me and encouraged me he would investigate. Sadly, it was too late and her EPR became record. Ultimately, the master sergeant submitted an inspector general complaint which has been substantiated. Unfortunately, it is still at Secretary of the Air Force IG to determine retribution.

There were a handful of leaders involved in this scenario who agreed to the mishandling of this situation, but they chose to do nothing. Some will insist her case is now being worked through the proper avenues, which is true.

However, it has been two years and she has not even been competitive for promotion to senior master sergeant. How do we give back those two years of lost opportunities for her and her family? The outcome of my master sergeant's career wasn't what either of us desired and I will never forget her husband's sincerity when he told me, "Chief, we really appreciate everything you tried to do for us."

I share this story as an example of how leadership and courage go hand in hand. As senior leaders, our job is to put courage inside of people -- to encourage them. For those with a goal to inspire change within the Air Force, you can develop this characteristic at any level of your career if you are up for the challenge.

Distinguished leaders are not remembered by their awards or accomplishments. They are remembered for their courage to try and their selfless sacrifices to take care of others before themselves.