Leaders relate to Airmen through their actions

  • Published
  • By Chief Master Sgt. Michael A. Goetz
  • U.S. Air Force Band of the Golden West band manager
TRAVIS AIR FORCE BASE, Calif. --  In the Air Force, we've all heard someone say, "take care of your people, and their families."

Have you ever stopped to think why we hear this so often? As Airmen, our No. 1 responsibility is to accomplish the mission. However, without smart, dedicated, hard-working people and the unconditional support of their families, the mission will not get accomplished.

This philosophy is not new. In fact, it's been a fundamental concept in our Air Force culture for many years, but, are we truly putting forth our best effort on a daily basis to be involved in the lives of our people and understand the needs of our Airmen?

In light of today's challenges, it's up to each of us to do our part. Nowadays, Airmen face many uncertainties, especially at the staff sergeant and technical sergeant levels. They want to know, "Why am I being asked to do so much as a first-line supervisor, but don't get the same treatment in return? Will I have a job next year, after 15 years?" The list goes on, but if you're unaware of the needs of your fellow Airmen or the people you supervise, it's not too late to ask yourself what kind of supervisor, leader and teammate am I? How can I help others and inspire those I come in contact with?

Chief Master Sgt. of the Air Force James Cody said, "Our focus remains on providing an environment of care, development and mentorship for our Airmen."

So how do we accomplish this? In my opinion, there's no one right answer, but perhaps a good first step for supervisors to consider is to be actively involved with their people.

If you don't know anything about them, it's probably time to get out from behind the desk and learn a few simple things such as where they went to school, are they married, what are the names of their children, do they have any hobbies or goals? Do they have a Community College of the Air Force degree and is their upgrade training on track?

Genuinely caring for your Airmen is essential and helpful when providing honest and realistic performance appraisals. Share your experiences and don't be afraid to mentor, correct and develop folks. Having an understanding of Airmen's strengths and being able to explain the four pillars of resiliency--mental, physical, social and spiritual--will go a long way.

It really doesn't take long for people to figure out what you care about in life by your actions. Leadership and supervision is about relating to people, not just a title. So, as a supervisor, it's important to be honest with yourself first, stay true to who you are and give it all you've got.

Taking the time to develop Airmen is not an easy task and it's not something that can be done only online or computer based training. It takes human interaction, patience, effort and an ability to evolve. If done properly, no doubt you will instill confidence in others and ensure the success of tomorrow's leader, which could impact an Airman for a lifetime.