Character, Competence, and Commitment…the measure of a leader

I finished my first edition of this book in September 2003.  I had it made into a book (not published) to give to a group of personal friends and my family.   I received tremendous feedback from the first edition so I decided to write a second edition and have it published. 

This edition is more meant for “prime time.”  The first one was a little crude, blunt, and probably too straightforward for the average reader.  So I updated my original edition; adjusted some of the lessons; and added a few other thoughts along the way since September 2003.   

Throughout my career in the Air Force I was a leader that led.  I tried to become a student of leadership in order to make my own style better.  I truly tried to make myself, my troops and my unit better. 

As you read over these pages of insight and lessons learned, please understand this is what I’ve found worked for me or others I thought were successful.  Some people I’ve come across haven’t done these and still had some level of success.  You can punch holes in every philosophy, not just mine.  That’s not the intent of this book, but rather to share some of what I’ve learned.   I consider myself a leader and teacher.  I’ve spent and will spend my life mentoring those around me.

This is what I’ve found works for the “majority” of people.  As the “Boss” said in Cool Hand Luke, “Some men, you just can’t reach.”  To some it doesn’t matter what you do, they just don’t get it.  Newman still did it his way.  Don’t fret, stay focused and on course and trust me you’ll be successful.  Don’t let the 10% get you down.  Take care of your lead dogs and they’ll take care of you.

I learned a lot from watching others.  In essence I saw what worked and more importantly, what didn’t.  I capitalized on my own mistakes and those of others.  No lesson is learned better than the hard way. 

I’ve read a lot of books on leadership in my life.  Being a leader was what I desired to be good at aside from my job.  The only way to get better is first of all experience it, but also you must receive training and education. 

I took the responsibility of leadership with fervor.  I would assess every situation and if I needed to lead, I would.  If I didn’t (for example some times you must let those below you run with the ball) it was because I didn’t feel a need or it wasn’t my place. 

I’ve heard that the Air Force doesn’t actually teach “leadership.”  I don’t know if you can teach leadership per se.  I don’t really have an opinion on whether the AF taught it or not.  What I believe is the AF put us in an environment, and the leaders led.  Sure, the AF presented some education and training, but how do you learn how to lead, except to lead?  I believe they taught knowledge, skills and abilities, but the actual act of leading was nurtured and developed over time.   

You’re a product of your environment:  if people are put in a place that requires leadership, the leaders will lead.  They learn by doing and the sled dogs (see chapter on Sled Dogs) learn by watching and then doing when it’s their turn.  Leadership is a responsibility and an art, not a job or duty title. 

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