Page 12 - Desert Lightning News So. AZ Edition, May 2019

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INNovAtIve (from Page 2) stopped asking permission to do things that were within our au-
thority. We went to the people we knew could deliver, prioritized Airmen development and trusted people to pursue ideas without constant oversight or timelines. We also learned the rules ... and how to navigate within them.
Through our experience, we found Spark cells only need one thing to succeed: a commitment to follow-through and willingness to find a way. We call this “getting out of the way.” This must be the mind- set at higher-level staffs if we want to create institutional change. What does Spark need to succeed?
There is an immense amount of “low-hanging fruit” right now and many unit-level innovations have focused on that. Anything that moves the needle is valuable; however, the lessons learned here will enable breakthroughs in the future. Breakthrough in- novations will only come when the organization’s culture supports the innovator. In the time between solving the low-hanging fruit and the first breakthrough, we have to create the mechanisms to quickly churn unarticulated needs through our cultural barriers to execution.
We must also focus on how we leverage the talent that we have within the unit and foster their non-traditional development. We affectionately refer to our Spark team as the “Land of Misfit Toys.” This is not meant in any way as a slight on the talented Airmen we engage with, but as an assessment of where talent is hiding on base. Spark is an outlet for diverse Airmen with unique backgrounds to connect and deliver amazing capability. The tal- ent is there, yet the pipelines and support to quickly respond to their needs are not.
Our end goal for the Spark program is that it eventually ceases to exist. This end state is not because we will solve all the problems or we failed to deliver. Rather, that Spark’s disruption perme- ates beyond the wing, enabling Airmen-led initiatives to rapidly provide capabilities to the warfighter. But our Airmen need help, help from the senior leaders, who praise their innovative spirit, to drive action at all levels.
May 2019 www.aerotechnews.com/davis-monthanafb Facebook.com/DesertLightningNews
LeAD (from Page 2) makes excellence a habit.
With clear expectations, leaders have to dem- onstrate what success looks like. Be a role model. Next, ensure people understand the perfor- mance standards. This will not be the same for everyone. No cutting corners; take the time to ensure people understand the importance of changing their behavior. Through good storytell- ing, vision, persuasion, conversations and role- modeling, the leader can ensure understanding. Review progress and adjust course. When the next fire drill comes you will see a significant change, but likely will not see perfect results. That is the time to address individual behaviors for those not meeting the standard, instead of doing “group therapy” or group discipline, which
does not work and tends to demotivate.
What actions would you need to take? You could have mini-drills and monitor until indi- viduals meet the goal. Then, by the next drill, you will see those who do and don’t meet expecta- tions. It will become clear this way of leading is not an easy process, but it does unite the team
toward a common objective.
Follow the same process when leading your
people to build a team.
During the next fire drill, I challenge you to be
a role model, observer, change agent and leader to make it better.
Make time and lead your people effectively as it relates to the mission, too. As you do this, you will see the culture in your team become more productive, positive and a model for oth- ers to follow.
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Desert Lightning News
JumP (from Page 3) turned it over to chief for comments as he usually does. She
quickly refocused the commanders in the room to the impacts of this effort on our Airmen.
She spoke about the principles of being a good wingman and how we cannot lose focus on the health and well-being of our Airmen. Then it happened. While she did not get up out of her chair and jump, she did adjust her chair with a quick pull forward – a “chair jump” – and reminded the leadership team about the impact of these extended hours on our Airmen’s sup- port network. She emphasized that the heavy lifting was not just done by the wing, but by the family members who support the Airmen in each organization as well. Her comments paved the way to put in place a support mechanism for the newly as- signed Soldiers spending the holidays away from their families, as well as extended hours for support networks on base for all personnel. Her determination to never forget about these sup- port networks enabled Davis-Monthan AFB’s incredible success in this effort.
As chief prepares for her transition into retirement, I hope she realizes the impact she’s had on each Airman she came in contact with. Whether it was a brief interaction at Club Ironwood, a staff meeting chair adjustment, a greeting in the hallway or a quick stop-in to say thank you, chief always jump- started the message and connected the topic at hand to the people who mattered most. As I look back on this brief period in my service, I can’t help but think of her ability to address the largest of crowds or an individual Airman as a model I will carry throughout my life.
Chief Johnson was born to be a command chief, and her interactions-based mentorship is a classic example of that fact. Her talents are not simply a product of professional military education or individual achievements. They stem from her belief that the Airmen in the wing are not there to serve her, but in- stead that she is serving alongside family and friends and never wants us to forget the way she feels about us. Safe travels, chief.
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