Page 23 - Luke AFB Thunderbolt 12-4-15

Thunderbolt Dec. 4, 2015
http://www.luke.af.mil
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RELATIONS (from Page 2)

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morrow before sundown at all costs.” There is an
objective, a timeline and what risk or priority it
should be given.

The challenge is that in peacetime and at Luke
Air Force Base, it’s easy to lose sight of objectives.
Leaders are concerned with asking too much, or
do not fully understand what they are asking for.
This is where subordinates, thinking through
what they are being asked to do, need to speak up.

Subordinates, who are given a vague objective
and timeline, can make or break a project by
asking questions that remove unknowns. Subor-
dinates are the experts and know the intricacies
of what is being asked. If, as a subordinate, you
think you know what to do, but it could take
two or three different paths, ask questions that
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or objective and help you understand which path
to take. This will save everyone both time and
frustration in the end.

Just as in combat when unknowns pop up dur-
ing any project, they can force a change in plans.
Depending on where and when they happen, those
unknowns can be handled at the lowest possible
level or elevated. It all depends on if the timeline
will still be met. If it can’t be handled at the lowest
level, then someone must elevate the problem and
get direction from leadership.

Commanders owe subordinates clear objectives
and timelines as well as a level of risk or, in peace-
time, a sense of the priority level. Subordinates
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if it’s too vague. If both work together and com-
municate effectively, then subordinates and su-
pervisors will have a better working relationship.