Mentoring helps create unique personal leadership style

  • Published
  • By Lt. Col. David Clark
  • 5th Flying Training Squadron
Vance Air Force Base, Okla. --  As my time as commander of the 5th Flying Training Squadron comes to an end June 24, I am forced to acknowledge the truth in the cliché "time flies." With what seems to be a very short time in the driver's seat, I realize there is so much more I want to accomplish. However as I look back, I am quite proud of the great things members of the 5th FTS did accomplish and I know much of what is on my "squadron things to do list" and then some, will get done as Lt. Col. Jerry Kirchner and his director of operations Lt. Col. Kevin Kallsen take the reigns.
Every one of us in the Air Force, whether officer or enlisted, study, practice and execute elements of command. Throughout most of my professional military education and training, from Reserve Officer Training Corp to the Air War College, I, as many of you have, read numerous case studies and biographies about successful and not-so successful leaders; all this in preparation for my opportunity to command.
During my time in the Air Force, I have worked with some of these great leaders, some not-so great leaders and several in between. I must confess that as far back as my days as a slightly over-confident lieutenant, I thought to myself, "Man, if I am ever a squadron commander I will never do that!" Fortunately I saw some really great commanders who overshadowed the others and caused me to think, "Man, if I am ever a squadron commander, I want to be just like him!"
Certainly, my academic studies laid a basic foundation for me to draw upon, but I again must admit the truth. I really only remember some of what I studied about leadership. What I discovered, though, is just remembering the important parts of good leadership traits and techniques is all I really needed to do. I gained so many bits and pieces of knowledge that when I took command of the 5th FTS I had enough knowledge collected to give me the basic tools I needed. I certainly do not want to lessen the value of academic studies, but I do want to emphasize the importance and impact my personal experience with good and bad leadership has had on my approach to command.
I remember Col. Edward Baxter. I remember Col. John Kent. I remember the trust they put in me and the opportunities they presented to me. I also remember when I didn't meet their standards (of course that's another story). One way or another it was all motivating, and I never forgot those lessons. In pilot terms "personal experience is huge!"
What I am really saying is that I finally comprehend the value and intent of "mentoring." Most of us understand the formal process of mentoring. Performance feedback and career counseling are a vital part of mentoring. However, I discovered the importance of not just leading by example but teaching by example. That means "mentoring by example." A lot of decisions I made as a commander I shared with my squadron. Not because I was looking for consensus, but to demonstrate the decision-making process. Therefore, when they have the opportunity to command they, like me, might not remember all the decision making processes they studied in their PME, but they may remember how I approached it.
When I was "growing up" in the Air Force, there was a lot of talk about being a leader and not a manager. I think that still holds true today, but not in such a black and white fashion. What I have found is there is a time and place for both. In fact, I spent the majority of my time managing. Once in a while, I find the need to lead and occasionally the need to be decisive and unwavering. When I find myself micromanaging, then I know a process in the squadron is broke. That's when I need to put it all together and be decisive in leading those individuals back to a process so they can appropriately manage their responsibilities. The key is knowing when to do what. The fact of the matter is we in the Air Force are so professional, dedicated and talented that most of our daily mission runs quite routinely.
Everyone has a unique leadership style. I found my success as a commander lays in the fact that when tough decisions arise, I would be foolish not to convene my "brain trust" to explore the issue and suggest solutions. This is not managing! It is leading, because I wisely use the assets I have at my disposal and accept full responsibility to make the final call.
As far as Team Vance is concerned, I am probably unique as a squadron commander. As strange as it sounds I don't live here. I don't even live Oklahoma! I live in Texas and commute. For those who don't know me, I am a reservist. I live in Dallas and fly for American Airlines as well as fly here and command the 5th FTS. Sounds crazy I know, but it isn't unheard of in the Reserves. With that said, by virtue of the physical distance, there was no way I could be at the squadron every day and therefore no way I could "micromanage," even if I wanted to. I had to rely on my people to consistently do the right thing, as it should be.
My approach to command was this. I would take care of my people and they would take care of the mission. As luck would have it, the plan worked. I have often said, "If you let me pick 10 people I have met in my Air Force career, we could run any company in the country. You are that good!"
In closing, I want to thank the men and women of the 5th FTS for their heroic efforts and dedication. The silver lining in the story is although I am leaving the 5th through the vision and trust of Col. Bryan Benson, Col. Kevin Kriner and Lt. Col. Miles Crowell, I have been given the opportunity to remain a member of Team Vance as the 71st Operations Group deputy commander. This move is a first for the reserves and a first for Vance. So once again the 71st Flying Training Wing leads the command in Total Force Integration.