A culture of resiliency

  • Published
  • By Maj. Douglas Whitehead
  • 71st Security Forces Squadron commander
VANCE AIR FORCE BASE, Okla. --  In recent months, the terms resiliency and comprehensive Airman fitness have become focus points within our Air Force.

Resiliency is something that can be innate, meaning you are born with it. However, it can also be learned. Resiliency is much more than just another faddish "buzz" word being thrown around to address a concern. It is a way of life and in order to be truly effective, it needs to be taught, practiced and embedded into our culture as Warrior Airmen.

Resiliency starts with leadership -- not just the commanders, but leaders at all levels. It is incumbent upon us as Air Force leaders to speak with our actions, not our words alone. In order to develop a culture of resiliency within our Air Force, we, as leaders, need to get involved in our Airmen's lives. Not in an intrusive way but in a mentoring and caring way, and that requires physical presence.

In today's dynamic and global environment we need to ensure our Airmen are properly prepared for the physical and emotional rigors of our chosen profession. Physical presence and leading by action is the framework that promotes the principles and characteristics of resiliency within an organization.

As leaders we must engage our Airmen first. Then demonstrate a level of care beyond self interest, establish group cohesion, prevent isolation, promote flexibility in problem-solving and engender a higher purpose.

Ultimately, as leaders, we must be the role model for resiliency. A resilient force is a prepared force, and a prepared force can accomplish anything.

Case in point, in 1914 Sir Ernest Shackleton embarked on a Trans-Antarctic expedition. His goal was to be the first to cross the Antarctic continent; which he considered to be the last great polar journey not yet completed.

He renamed his ship the Endurance after his family motto, Fortitudine Vincimus -- "by endurance we conquer." Unbeknown to him at the time, Endurance was an appropriate name.
 
Shackleton and his 27-man crew began their journey and soon were stuck in the ice. To make a long story short, the crew endured a nearly 2-year ordeal and all 28 men were stranded in the most remote place on Earth.

What makes this story remarkable is that none of the crew members died despite the extreme and adverse conditions they faced. Without knowing it, Shackleton applied the principles of resiliency and demonstrated the leadership necessary for survival. Bottom line, his physical presence and leadership by action developed a culture of resiliency amongst his crew resulting in their survival.

As we continue to develop resiliency in our Airmen, we must actively engage with each and every one of our Airmen, get to know them and their families, lead by action and most importantly, be physically present.

By doing this, we as leaders will be able to prevent many small problems or life stressors from becoming a major crisis in our Airmen's lives, resulting in mission focus and success.

In closing, take care of your Airmen and they will take care of the mission. With a culture of resiliency we can accomplish anything.