Page 2 - Nellis, Creech and NTTR Bullseye 11-13-15

2 November 13, 2015
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What motivates you?
By Col. Kirsten Benford
71st Medical Group commander
VANCE AIR FORCE BASE, Okla. —
Motivation is an idea that is used to
explain behavior. It is the reason for
people’s actions, desires and needs.
What motivates you? Is it a pay raise,
promotion, family or friends?
When I applied for an ROTC schol-
arship back in the early 1980s, my mo-
tivation was monetary. I needed money
for college. Many of us join the military
for monetary reasons. Others join for
travel, adventure and to see the world.
Occasionally, we need to reflect and
I know who, what, when and where … but why?
By Tech. Sgt. David W. Hardy
JB Charleston Airman Leadership School
JOINT BASE CHARLESTON, S.C. —
Leading by example can be a heavy bur-
den, but it is the burden we choose to
carry when we don the uniform each day.
As leaders, we should focus on show-
ing others “how” to be an American
Airman who embodies the core values.
We should also explain “why” it matters
to serve with the utmost integrity be-
cause the “who, what, when and where”
will then fall into place.
For example, when I was in ammo, I
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Commentary
reevaluate our motives for being in the
total force. What is curious to me is the
number of people who stay in the mili-
tary beyond their original commitment
when they seem to have lost their initial
motivation, enthusiasm and zeal.
I entered the Air Force with a three-
year commitment back in 1992. I stayed
in the Air Force because I appreciated
the more level playing field and oppor-
tunities for growth and development.
I have thoroughly enjoyed each job
and “bloomed where I was planted.”
It is hard to stay motivated when you
don’t get assigned the career field or
base that you really wanted. That being
trained Airmen on upgrade tasks. If I in-
correctly showed them how, they would
obviously err in their role. However, if I
failed to explain why it was important
to follow technical orders, for example,
the temptation may be too great to cut
corners in the future. It may also deprive
them of pride in mission accomplish-
ment. My negative leader influence could
then be contagious and spread to other
areas of their job and life.
When you show someone how to per-
form and explain why it is important,
you get to the heart of the matter. Air-
men not only need more head knowl-
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said, it helps to keep a positive attitude
and believe that things happen for a
reason. We all can bring something to
the fight if we stay motivated “in spite
of ” our temporary circumstances.
We need to remind ourselves of the
choice we made to be part of the total
force and get excited about the fact that
we can still serve.
Motivation, enthusiasm and a posi-
tive attitude are just as contagious as
negativity. They help us push through
trials, unmet expectations, undesired
jobs and other disappointments.
When I walked around the 71st
Medical Group when I first arrived a
edge; they need more heart knowledge.
Airmen want to perform well and work
on high-performing teams. We owe
them the tools to become outstanding
individuals who accomplish incredible
things as a team. Show them the impor-
tance of wanting to always do things
the right way rather than simply doing
things the right way when someone is
looking.
Think about the kitchen fight scene in
“The Break Up.” Jennifer Aniston brow-
beats Vince Vaughn into helping wash
the dishes, but she doesn’t like that he
is simply giving a hand. No, she states,
status, physical handicap, political affiliation or any other
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few months ago, I couldn’t tell those
happy to be here from those simply
riding out their assignment. Everyone
appeared motivated and enthusiastic
about the role they were playing. I fed
off that enthusiasm and motivation and
wanted to be a better leader and help
each of my team members succeed.
I was ecstatic when I was first as-
signed to Vance. Then I “caught” the
medical group enthusiasm fever and
was motivated to keep up with the
team.
Now I am “committed to excellence,”
and want everyone I come in contact
with to catch the fever as well.
“I want you to want to do the dishes,”
which is something he cannot fathom.
Many Airmen share these exact senti-
ments. Maybe you have felt the same
way at some point in your career.
Our challenge is to get our Airmen
to want to do the right thing. If we are
going to exhort them, we must first
model exemplary behavior. This calls
for inner reflection; a sober assessment
of ourselves is invaluable. Take a deep
look in the proverbial mirror and allow
your inner light to provide a visible path
for others to follow. Ethical leadership is
contagious and it starts with you.
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