Connection quintessential in leaders' attributes

  • Published
  • By Chief Master Sgt. Richard Tallman
  • 821st Contingency Response Squadron

TRAVIS AIR FORCE BASE, Calif. – By now everyone has recognized the changes surrounding culture and generational differences as they progress in their military career. 

 

One of biggest contributors to recent cultural changes stems from the differences in the needs of our millennial force, which makes-up the brunt of our technical level Airmen.  Substantial research in government and corporate sectors has proven that this generation in particular needs to be valued and challenged. 

 

In the civilian sector, the no. 1 reason folks in this age-group leave their companies is due to the disconnection with their supervisor and leadership team. Obviously, our Airmen have a different commitment and can’t just leave when it gets tough or even toxic. 

 

It means they could inhabit a vital position that they ultimately do not want to be engaged in due to lack of proper mentorship and/or leadership connection.  If this happens, we are setting them up for failure and a scenario of subpar performance. 

 

This begs the question: How do we ensure our folks, no matter the generation feel valued and connected with those above and even around them? More substantial examination proves that the most vital way to connect with someone is through vulnerability.  Now, you may be thinking, “How can we be vulnerable? We’re the world class Air Force?” When researchers use this term, it is in reference to allowing yourself to be human among your folks. 

 

There is sometimes a tendency to dehumanize ourselves and others and this might be born from “old school” thinking.  In reality, the more authentic and “real” our folks are able to see us as then the more trust we build, the more connection and, ultimately, the reward from this is unsurmountable.

 

Think earlier about that person that is holding the vital role. What’s the mission cost if they leave or perform poorly?  What’s the risk of having them occupy this vital space? 

 

Now, picture this person connected and plugged into their position with a high trust level toward their leadership. They are now engaged and motivated. 

 

This is where we are now able to tap into tertiary effort and the competitive advantage from our people.  It is where we get the most innovation and forward strategic thinking.  It moves progress rather that the inevitable stunt and stall that could take place otherwise. 

 

The differences are vast and quantum.  The question to consider is how effective have you been at connecting with your total force team of active duty, reserves and civilians?  How engaged are they to give maximum effort without burnout or disdain?  What have you done to contribute to any of the current issues around engagement, trust and connection?  What can you do better to create a high-performing environment like the one described? 

 

I would offer that it usually stems from people not able to see the human behind the uniform and actually connect enough with that person to truly hear the direction, guidance, leadership that you may be trying to provide.