Courage in Leadership
COLUMBUS AIR FORCE BASE, Miss. --
For any leader, there comes a time that demands courage, that tests our character, that demands that we step out from behind the desk to do what is right. The challenge could be dealing with a boss or superior who is doing something illegal or directly counter to AFIs, or stepping up and keep a good Airman in the Air Force, or removing someone from a job for the good of the organization. Whatever the specific challenge, it involves identifying what is required, maintaining the courage to do what is needed and following through.
Courage is the power to face danger, fear, or difficulty with confidence. In leadership, courage is the willingness to take the "hard right" over the "easy out;" courage is an obligation, a duty. On the beaches of Normandy during the D-Day invasion, courage was the difference between the "go to war" speeches in the boats, and the NCOs and officers who led the assaults from the landing craft.
How do you know what the "right thing" is? We can refer to our Air Force core values, as defined in AFPAM 36-2241. We can also get guidance on standards of conduct from DoD 5500.7, Standards of Conduct, and DoD 5500.7-R, the Joint Ethics Regulation. For responsibilities in maintaining professional relationships, we refer to AFI 36-2909, Professional and Unprofessional Relationships. In general, if the behavior witnessed goes against Air Force core values, or undermines good order and discipline in the unit, then it is probably accountable under one of these regulations.
Once you identify what is the "right" thing to do, next comes the difficult part: doing something about it. It is far easier to "do nothing," to let the challenge pass our watch, and to hand it off to the next commander or leader. But we are accountable for our actions--and our inactions--and when duty demands, we need the courage to act. Courage is a "do it" sport; it means we've got to stop making speeches, to get out of the boat and onto the beach despite the gunfire. It means that once we identify the right thing to do, we are willing to take the required level of risk--personal risk--to see that the mission is accomplished. This does not mean that leaders should not analyze and mitigate the risks, or be at the point of delivery. All hard and worthwhile tasks involve some measure of risk. AFPAM 36-2241 advises that "All commanders and supervisors have the authority and responsibility to maintain good order, discipline, and morale within their units;" and "They may be held accountable for failing to act in appropriate cases."
What a leader should do about the issue depends on the circumstances. For an event involving Sexual Assault, the immediate response needs to ensure the physical safety of the victim, then get the victim support through the Sexual Assault Response Coordinator. For reporting most other issues, the initial response needs to include reporting via the chain of command. If the issue includes members of the chain of command, such as a commander who has developed an unprofessional relationship with a subordinate in the unit, notify the offending commander's boss, or file an IG complaint via AFI 90-301. Lastly, if the offender is under the leader's supervision, it is that leader's duty to correct the behavior. "Servant Leadership" author Jim Hunter advises that "Leaders who do not hold their people accountable to a set standard are, in effect, thieves and liars."
What if we cower as leaders? What if we are afraid of taking the risks required to do what is right? If we fail to try, if we fail to act, the costs will be to both ourselves and the Air Force. The most immediate cost is to the leader, who is fully aware of his or her duty, obligation and failure to take action. Most creative people can develop a story to justify almost anything: the timing wasn't right, I wasn't fully aware, the case wasn't perfect, etc. But these shallow excuses only garnish the true scars on our integrity and these cracks undermine the self-confidence needed to lead Airmen. When these leaders continue in leadership positions, they become more scared, not only scared for themselves to act, but they also undermine the decision-space and initiative of their subordinates and can stifle the entire organization.
More importantly, failing to take action undermines the trust in the leader and in the organization. Our Airmen value action more than words, and when they see us fail to do what we preach, they lose faith in our leadership and in our organization. This dichotomy of words versus actions undermines the trust that holds our Air Force together and soon takes root in cynicism that undermines morale and discipline.
In summary, leaders at all levels have a responsibility to uphold standards, and holding each other accountable for adherence to standards involves courage. These standards apply to all Airmen, those junior and senior to us. When Col. Sears presented his expectations to his commanders, he was clear that "Our Core Values and standards are non-negotiable." Similarly, Air Force Secretary Michael Donley advised that "Everyone is accountable for their actions, and we expect the highest standards of conduct from everyone in the Air Force--regardless of rank--and senior leaders have a special responsibility to those who follow them." These standards bind our Air Force together and through this bond we Fly, Fight and Win.
For any leader, there comes a time that demands courage, that tests our character, that demands that we step out from behind the desk to do what is right. The challenge could be dealing with a boss or superior who is doing something illegal or directly counter to AFIs, or stepping up and keep a good Airman in the Air Force, or removing someone from a job for the good of the organization. Whatever the specific challenge, it involves identifying what is required, maintaining the courage to do what is needed and following through.
Courage is the power to face danger, fear, or difficulty with confidence. In leadership, courage is the willingness to take the "hard right" over the "easy out;" courage is an obligation, a duty. On the beaches of Normandy during the D-Day invasion, courage was the difference between the "go to war" speeches in the boats, and the NCOs and officers who led the assaults from the landing craft.
How do you know what the "right thing" is? We can refer to our Air Force core values, as defined in AFPAM 36-2241. We can also get guidance on standards of conduct from DoD 5500.7, Standards of Conduct, and DoD 5500.7-R, the Joint Ethics Regulation. For responsibilities in maintaining professional relationships, we refer to AFI 36-2909, Professional and Unprofessional Relationships. In general, if the behavior witnessed goes against Air Force core values, or undermines good order and discipline in the unit, then it is probably accountable under one of these regulations.
Once you identify what is the "right" thing to do, next comes the difficult part: doing something about it. It is far easier to "do nothing," to let the challenge pass our watch, and to hand it off to the next commander or leader. But we are accountable for our actions--and our inactions--and when duty demands, we need the courage to act. Courage is a "do it" sport; it means we've got to stop making speeches, to get out of the boat and onto the beach despite the gunfire. It means that once we identify the right thing to do, we are willing to take the required level of risk--personal risk--to see that the mission is accomplished. This does not mean that leaders should not analyze and mitigate the risks, or be at the point of delivery. All hard and worthwhile tasks involve some measure of risk. AFPAM 36-2241 advises that "All commanders and supervisors have the authority and responsibility to maintain good order, discipline, and morale within their units;" and "They may be held accountable for failing to act in appropriate cases."
What a leader should do about the issue depends on the circumstances. For an event involving Sexual Assault, the immediate response needs to ensure the physical safety of the victim, then get the victim support through the Sexual Assault Response Coordinator. For reporting most other issues, the initial response needs to include reporting via the chain of command. If the issue includes members of the chain of command, such as a commander who has developed an unprofessional relationship with a subordinate in the unit, notify the offending commander's boss, or file an IG complaint via AFI 90-301. Lastly, if the offender is under the leader's supervision, it is that leader's duty to correct the behavior. "Servant Leadership" author Jim Hunter advises that "Leaders who do not hold their people accountable to a set standard are, in effect, thieves and liars."
What if we cower as leaders? What if we are afraid of taking the risks required to do what is right? If we fail to try, if we fail to act, the costs will be to both ourselves and the Air Force. The most immediate cost is to the leader, who is fully aware of his or her duty, obligation and failure to take action. Most creative people can develop a story to justify almost anything: the timing wasn't right, I wasn't fully aware, the case wasn't perfect, etc. But these shallow excuses only garnish the true scars on our integrity and these cracks undermine the self-confidence needed to lead Airmen. When these leaders continue in leadership positions, they become more scared, not only scared for themselves to act, but they also undermine the decision-space and initiative of their subordinates and can stifle the entire organization.
More importantly, failing to take action undermines the trust in the leader and in the organization. Our Airmen value action more than words, and when they see us fail to do what we preach, they lose faith in our leadership and in our organization. This dichotomy of words versus actions undermines the trust that holds our Air Force together and soon takes root in cynicism that undermines morale and discipline.
In summary, leaders at all levels have a responsibility to uphold standards, and holding each other accountable for adherence to standards involves courage. These standards apply to all Airmen, those junior and senior to us. When Col. Sears presented his expectations to his commanders, he was clear that "Our Core Values and standards are non-negotiable." Similarly, Air Force Secretary Michael Donley advised that "Everyone is accountable for their actions, and we expect the highest standards of conduct from everyone in the Air Force--regardless of rank--and senior leaders have a special responsibility to those who follow them." These standards bind our Air Force together and through this bond we Fly, Fight and Win.
