What message are you sending?

  • Published
  • By Col (Dr.) Michael G. Miller
  • 60th Surgical Operations Squadron
TRAVIS AIR FORCE BASE,Calif. --  A jury finds an Airman guilty of using hard drugs on multiple occasions. Through the course of the investigation we find this Airman had a history of poor performance including dereliction of duty and lying with multiple letters of counseling and reprimand leading up to the bust. This is usually followed by some type of discharge, which can carry significant permanent consequences, such as loss of benefits and ineligibility for certain jobs.

However, the defense emphasizes these consequences in their arguments in an effort to gain sympathy for their client. The jury shows compassion and does not give the Airman a bad- conduct discharge, leaving leadership with general discharge as the "worst" discharge option.

As a result, the effective message sent to the Wing population is "do drugs, don't show up to work, lie and after a few months in confinement you'll be out of the Air Force with a general discharge."

Is that what the jury intended?

An officer obviously loiters in a doorway at 4:28 p.m., and then bolts from the building at 4:35 p.m. as the last notes of our national anthem fade to silence. A junior Airman is upset when a first sergeant "mentors" them for ducking inside the Base Exchange at 4:30 p.m. as the first notes of retreat sound.

What message did that officer teach the junior Airman?

A new section officer in charge makes a rule: no eating at your desk -- you must eat in the break room. He also institutes a rule that the junior enlisted must empty the trash in the section because the housekeeping contract doesn't include that service. Every day, a junior Airman empties obvious lunch remains from the officer in charge's office. Years later, this junior Airman, now a Tech. Sgt., is 'mentored' by a Senior Master Sgt. for holding her Airmen to a standard she doesn't meet.

What message did that officer in charge teach?

An Airman repeatedly ignores the latest mandatory computer based training tasking, but eventually complies with the tasking only after a second e-mail from the squadron commander threatening administrative action for all CBT criminals. This Airman is puzzled when they are never selected for the "good" temporary duty stations.

What message did the Airman send leadership by ignoring mandatory training?

Ducking Commander's Calls, missing medical appointments -- what message do you send? All of these say your time is more important than the commander's or one of your fellow Airmen who needed that appointment. Walking by trash on base states you are ok with living in a pigsty. Are you any different than the slob who threw it down in the first place?

A midlevel NCO doesn't hold his Airmen to standards because they "don't want to" and "Who's gonna know anyway if they tucked their PT shirts in? It's a silly rule anyway." The message this NCO sends is that standards don't really apply, or that you can pick and choose which standards apply. It's a modern Air Force anyway -- everyone's well-educated and can make these calls for themselves.

A wing commander gives up his Saturdays to work out with potential fitness failures. What message is sent? The message is that fitness is really important -- he's made it a priority in his own schedule that Airmen in need of help can get help. He's demonstrated a level of commitment to the squadron commanders and unit supervisors, making it very easy for them to motivate their Airmen.

Actions always speak louder than words. Everyone in a leadership position leads by example -- both good and bad.

When you're a subordinate and fail to comply with standards or complete tasks in a timely manner, you send a message up your chain that your time is more valuable than theirs. You know they'll have to stop what they're doing to track you down and ensure you comply. When a mid-level supervisor applies standards unevenly or doesn't apply them to themselves, then the message is that you can pick and choose which standards to follow.

Think about your actions and the decisions you make. Think two steps down the line and how different audiences will perceive your actions and make sure you're sending the message you want.