Page 2 - Nellis AFB Bullseye 9-25-15

2 September 25, 2015
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Air Force, 68 years later:
Recognize past achievements, vector for future success
By Lt. Gen. Chris Nowland
12th Air Force (Air Forces Southern) commander
DAVIS-MONTHAN AIR FORCE
BASE, Ariz. — With the establishment
of the Air Force as a separate service,
American leaders recognized the need
for and value of a service focused on the
invaluable effects that airpower brings
to the fight.
While we make up the youngest of the
American military services, the Air Force
was born from, and continues to be, a
beacon of innovation and change. The
ability to assess, adapt and achieve has
been a mantra since before we became a
separate service. It’s our heritage.
Sixty-eight years later, we continue
this tradition. Our core missions haven’t
fundamentally changed since 1947. In
fact, we’ve only added to them. Today we
stand ready to fly, fight and win against
threats in air, space and cyberspace. And
while we are the most advanced Air Force
Humble leadership advances team ahead of self
By Chief Master Sgt. Jacob P.E. Dunbar
AFSOC Installations and Mission Support
HURLBURT FIELD, Fla. — There are
instances in life that demand we subdue
our pride to ensure the overall advance-
ment of the team or institution. These
situations require humble leadership.
Harnessing impulses and reactions will
require much restraint, strength and disci-
pline to pull it off, but doing so is important.
Airmen demonstrate humble leader-
ship in many ways, but here are four
examples:
Doing something you don’t like or feel
is degrading
This takes a lot of heart. Although
your inclination is telling you “don’t” you
have to find all the reasons to “do”. It is
not always about what we like to do, but
it is about what needs to be done. Some-
times we just have to suck it up and go
accomplish the task. In the time you take
complaining and figuring out how not to
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Commentary
in the world technologically, it’s our Air-
men both in uniform and out of uniform,
who afford us this notoriety.
With names like Jimmy Doolittle,
Benjamin O. Davis, Chuck Yeager, and
Jason Cunningham, our talented Air-
men come from diverse experiences and
communities throughout the United
States, truly representing a cross-section
of America. We operate across air, space
and cyber domains to provide the nation
with unmatched global vigilance, global
reach, and global power.
These pioneering and courageous
Airmen set the stage for continued suc-
cess and valor by today’s Airmen. As we
continue in their footsteps, we owe it to
them and our country to ensure those
who follow after us understand the great
responsibility bestowed upon those who
call themselves Airmen.
Now, more than any other time in our
history, we need bold leaders who en-
courage innovation, embrace new think-
do the job, you could already be done.
Focus on the team’s goals and purpose
when working for someone who gets on
your nerves or you think is incompetent
Though you can’t help to notice the
individual’s flaws, you must keep your
eyes on bigger things. Helping such a
person will be hard especially when they
are stubborn, but you can’t give up. If
they fail, the entire team could fail. To
fill the gap of incompetence and lack of
credibility, everyone else has to pick up
their game. The ramifications of team
failure are greater than your individual
desires. Yes, the person’s behavior and
skills may not be up to par, but you need
to get them there. When there is an obvi-
ous failure in leadership, the entire team
has to work harder to fill the void and
keep progressing.
Remain professional when someone
is disrespectful
The first thought could be to retaliate,
but often that makes the situation worse.
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ing, and
take prudent
risks to achieve mis-
sion success.
As a service, we may not get more re-
sources and we may not get more people.
But I guarantee that we will continue
to be looked to as the world leaders in
employing and projecting American
military power through the air, space
and cyberspace. This is an edge we can-
not lose, and it’s up to us as Airmen to
ensure we don’t.
We cannot predict what will hap-
pen in the world in f, 10 or 20 years.
Keep advancing, because every time you
get sidetracked by petty matters, you
lose focus and stop the momentum. By
treating people professionally you set an
example. It often reduces tension and
incites them to change their approach.
Instead of continuing bad behavior, they
choose to copy what you do.
Compromise personal ideas for the
good of the team
Most of us have deep-rooted views of
how work should be done and how people
should act in various situations. Your
perspectives can set back the team, if you
allow it. Instead of moving along, you get
hung up on verbiage. How you see things
through your lenses can be drastically
different from others, but that does not
mean any of the ideas are bad. It is more
about what is best for the team. Even
though you think your thoughts are more
profound and beneficial than others, it
does not matter, a decision was made by
the team, and you must be humble and
status, physical handicap, political affiliation or any other
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But we must
stay flexible and
agile to maintain our
technological edge, to develop and
educate Airmen, and to train and employ
forces.
Sixty-eight years ago, the United
States recognized the need for the Air
Force to exist as a separate service. Since
then we’ve made air superiority our hall-
mark through dedicated Airmen with
innovative ideas. It’s these ideals which
make us unique and make us the best in
the world.
Happy Birthday, Airmen.
loyal enough to put the institution first
rather than your feelings.
Final thoughts
Humble leadership is tough for some
folks. It requires a considerable amount
of self-discipline to subordinate your
pride, desires and views. Each individual
has the choice to check out or stay in
the game. Remaining says a lot about
a person. It does not make you weak.
It takes more strength to keep leading
than to quit. Remember, you are lead-
ing, and people are following. If you
give up because you are stubborn and
selfish, then everyone else will be doing
the same thing.
People learn from us. The next time
you ask for their support and they don’t
like your ideas, don’t be surprised if they
give you a dose of your own medicine and
choose to quit, too.
Humble leadership is not about you and
me, it is about advancing the team even if
you have to make some concessions.
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