Short_JAT: Operation Mighty Griffin, 2019

The phone began to ring on the other end of the line that early afternoon,

TSgt Brady Mueller

“Security Forces Training, Tech Sergeant Mueller.” Came the reply on the other end of the
line.

“Hey Tech Sergeant, this is Tech Sergeant Lombardi with the 173d Security Forces Squadron out in Klamath Falls, Oregon.”

“Well how’s it going sir?”

“It’s another day in Awesome’ville out here, how about you?”

A light hearted laugh came over the phone, “Awesome’ville! I like it! … Man we’re just plugging away at another day out here in Boise. Living the dream and enjoying life.”

“Hell’z yeah! That’s great to hear! Well… the reason I’m calling today. I have two of my DSG guys that keep pestering us for coming out to Boise and doing a joint Annual Training event, your squadron and mine. What do you think?”

There was a slight pause on the phone before the exhaled breath came across, “Yeah, your Master Sergeant called me the other day to ask about that… Do they realize how much planning and hours we’re gonna have to do to accomplish this idea?”

I then let out my own large breath before I continued, “No… I don’t think they do. But, that’s why there is us. If we start planning this now… A year in advanced, I think we might just be able to pull this stunt off.” 

Another pause came across the phone. “Alright brother… Let’s go ahead and start working this. I will bring it up to my leadership here within the next week and we can simply start working it from there.”

“Sounds good Bro-Bro, I’ll do the same thing on my end, start working some concepts here and send them your way. We’ll just tag-team this thing till the end.”

The phone call ended, and my mind started grinding gears for how we would accomplish something that neither of our units had ever done before, working together, but also a large scale event of this magnitude that had not been done in almost 10 years for the 173 SFS.

The first thing I wanted to do however, was give it meaning… The name, the imagery, the concept… it had to have honor and heritage… it had to be there. I thought about one of our reoccurring events at Kingsley Field, “Sentry Eagle”.  I went through multiple ideas using those power phrases known for military operations. Sentry, Thunder, Northern, Centurion, Guardian, Defender, Eagle, Badger, Warrior…  no combination or concept seemed to stick.

I looked down at my KIA bracelet. “SSgt Travis L. Griffin… USAF KIA 4/3/2008”  I sat there, wrapped my hand around the bracelet and squeezed it tighter against my wrist. “Man… Trav would love this type of event…” I thought to myself for a moment; my mind connected to Travis’s last name. “Griffin… two great creatures that were merged in to one. That is exactly what we’re trying to do here! Operation Mighty Griffin! Oregon and Idaho… 173 SFS and 124 SFS… This is our concept, and this is how were not only going to honor Travis but all 14 of our fallen family members.”

The crest came shortly after I had set my thoughts on Operation Mighty Griffin. Ensuring that I captured both units in a way that would always show the unity and teamwork we wanted to accomplish.

Over the next year we went through the training objectives / classes we wanted our CADRE to teach and instruct. We discussed over 35 different topic areas. In reality the entire Security Forces Training Catalog was on the table; and every topic seemed to be a great choice.  Yet in the end, we simply had to limit items until we had a core foundation that we wanted to utilize for training our personnel. The overall training if taught down to the bare bone concepts and brought to full fruition would have needed multiple weeks of training to get them engrained with full force proficiency.

This is exactly the traditional issue that Air National Guard members are faced with. We don’t have weeks to train, we simply have a matter of days. Eight days to be exact. Eight days to provide the best training we could, and then get SF Defenders in to the field for a three day Field Training Exercise, (FTX).

FTX Plan of Events Meeting, 5 days before FTX kick-off.

Our operation was only able to be accomplished due to over 29 Security Force Defenders from two completely separate units working over 200+ hrs behind the scenes. Many of them never meeting their counter-part in person until the first day of training taking place. This also taking in to consideration the fact that over 37x separate units… Air Force, Air National Guard, Army National Guard, Marine Reserve, all had to be coordinated with, prior to mission launch. All throughout the event, one small change could not only be a major impact to one of those 37 other units, but could create an avalanche of impacts upon another one of the 37.

As we began our training courses, MSgt Matthew Quinlan reminded all of us. “Remember your audience… We have some brand new troops in our squads directly out of Technical Training Academy, and we are using some really big words, that even I sometimes get confused on… Don’t use $20 words for a $2 concept. We are teaching the basics to our guys, and keep it basic, simple and make sure they understand the concepts.”

 

SrA Jason D. Nathan

Leading up to the training, and triple checking my calendar, I knew we had one KIA Anniversary coming up, SrA Jason Nathan, KIA 23 Jun, 2007. Making sure we honored our fallen family members, we also wanted to make sure we continued to share stories of courage, honor, and perseverance.

 

 

 

 

 

 

We shared stories of Security Forces Defenders like Sgt Kimberling,

Sgt Kimberling

who would simply tell people, “I’m just a regular guy.” As MSgt Lambrecht would go on to say… “There are hundreds of stories like Sgt Kimberling in our career field… we need to make sure we keep sharing their stories and reminding our young SF Defenders about their stories.” Sgt Kimberling, a Bronze Star, Air Force Combat Action Medal, and Army Commendation Medal recipient, is the humble warrior that would simply say, “I will go… I will fight.” But at no time did he want a spotlight placed upon him.

 

As Lt. Annelise Rowe would remind our members, “Even a regular guy, can do extradorinaiy things.”

 

 

SSgt Jonathan Finer

As SSgt Jonathan Finer shared his story with members in training, “I’m passionate about 9-Line Medevacs, and want to make sure every single person knows how to call them in… it takes on a different meaning for some people when you have to call them in on your brothers whose only hope of survival is that helicopter getting to them as soon as possible.”

 

 

These Security Forces professionals set out to make sure Operation Mighty Griffin wasn’t some classroom experience where all you see are photos on a power point presentation. They coordinated air assets to match the real-world experiences they had all lived through in their military careers.

TSgt Adis Sisic

“I kid you not TJ… there we were on a mission when we got hit, and got hit hard… RPG’s, Machine Guns… we get on the radio and call out TIC, (Troops in Contact.).

I had no TACP/JTAC experience… I had never talked to an air asset before and called in an air strike. I was simply with my guys and knew that we needed Air Support as soon as possible.

As soon as I get on the radio to call for help, this voice comes across the radio waves and says, “This is the Polish Air Force, we’re on our way now! Where are you guys at?”  We popped smoke to mark our location… and the next thing we see is this Polish Attack Helicopter comes screaming over the hillside next to us, and provided our overwatch and support as we regathered our forces once the firefight was over. Bad ass man, bad ass!”

 

A-10’s Call sign Tank-1 and Tank-2 doing simulated attack runs for the Op: Mighty Griffin members to see first hand what it looks like.

Coordinating with the 190th Fighter Squadron and the 168th General Support Aviation Battalion; Operation Mighty Griffin members got a first hand experience to have Emergency Close Air Support, (eCAS) from A-10 Warthogs but also UH-60 Black Hawks for a hands on 9-Line Medevac.

 

 

 

A fireteam prepares to carry their “Simulated” wounded team member on the Medevac after their trained RTO directly coordinated the pickup with the pilot.

 

As the last day of the FTX came to a close. We had one final major event to conduct. An award and recognition ceremony.

With all the squad members packed in to a stuffy classroom. We stood on stage, and started with reading off the title of the Award, the fallen SF Defender it was named after, recapped their story, and then explained why the member or team was selected.

As the members came up on stage they were handed off a piece of paper… colored toner printed across the sheet… and an engraved A-10 Anti-Tank round casing.

 

 

 

 

SrA Elisabeth Leonard shared it best on her social media page.

SrA Elisabeth Leonard’s social media post after receiving her award and recognition.

Though Travis was the one who inspired us to title our Annual Training, “Operation Mighty Griffin” We wanted to make sure that our Airmen always had something to carry each one of our fourteen fallen family members memories on with them. That we always honor them and keep their stories and memories alive and within us. Seeing posts like SrA Leonard’s, TSgt Jesus Guevara’s and many more was that validation that not only did we provide awesome training, but training with meaning… heritage… and honor. It wasn’t the colored paper that made it mean something… it was the name that was printed on that paper that means everything.

 

Our Security Forces Family

It wasn’t just training we accomplished, nor an award that was earned. It was a new extended family we gained. A group of men and women, that I am proud to call a part of my military family. When you can sit around a table with them, pour out your heart, with tears in your eyes, and know that they have your back. Through thick, and thin, in battle and once the firefights are all over with.

It is this extended family that made it all worth it. The long hours spent in the office by yourself late in to the night. The multiple phone calls and emails asking, and answering questions. The metric ton of stress on your shoulders, the sleepless nights… Was it worth it? EVERY FUCKING SECOND.  Thanks to my new family in the 124th Security Forces Squadron. I love you guys, and will always have your back. This was Operation Mighty Griffin.

 

 

Ldrstc_Chp.28_Did you do your best?

CHAPTER 28

Did you do your best?

In leadership, you can become so personally attached to the process that depression, sadness, or even guilt can slowly be absorbed in to your heart and spirit. A few chapters back we talked about your followers best is only to be matched by giving your best. So where does the guilt, sadness, or even the depression come in to play? Because we all have bad days, we all get frustrated when we don’t see change within our structure, our work environment, our people, or maybe even ourselves. There are days that we will be at that point of questioning what is going on, and what am I doing wrong, why am I not seeing the changes and am I doing everything I can?

These are all questions that I would honestly say happen in everyone who truly has the heart and passion of leading people. You go through these motions of doubting your own efforts that you are so desperately wanting to give to your people.

Many companies and organizations all adopt mission statements, and their core values, or character traits that they promote throughout their whole business infrastructure. The military across the board all use value relatable to honor, service, and duty. The Air Force has one value that it always shoves at its members, “excellence in all you do.”

As a young military member, I was having one of those questions of how does someone contemplate excellence. My basic military training instructor then asked, “Are you able to obtain perfection.” I stood there attempting to contemplate the question and possible answers when they then concluded, “No. But it is in the pursuit of perfection that you find excellence.” The other military training instructor I had would say, “TJ, you need to do your job so well, that if someone is to ever come and inspect your work, that they have no doubt in your mind that you did your absolute best.”

As I continued to go throughout my military career I always had that mentality in mind and as that driving force internally, yet there was a void inside myself as to how do I know myself if I am giving my absolute best. It wasn’t until four years in to my career that I had a senior leader and mentor who looked at me and said, “TJ when you go home and look yourself in the mirror, are you able to tell yourself that you gave your best effort today? If you tell yourself you gave your best, then what more can I as your boss ask of you?”

That is a question that every single leader needs to ask themselves; but furthermore it is something that every person on the team can ask themselves. It is a self-reflection tool to help yourself assess how much effort you are truly giving your people and team. If you are ever in any doubt on the amount of effort that you are giving your people; stop, go in to a bathroom, look yourself in a mirror and ask yourself to your own face, “Did I give my absolute best effort to my people, our team, and even myself?” If you can say yes, then you can sleep at ease knowing you are giving your best.

Ldrstc_Chp.27_Be Humble & Not A F***ING PRICK!

CHAPTER 27

BE HUMBLE & NOT A FUCKING PRICK!

Humility is by far one of the best character traits anyone can have. It is something that is very refreshing to see, feel, and experience when it is genuine and sincere. However, humility is something that can be very bland and unbearable to some people.

To remind us of this vital character trait; I want to remind you the definition.

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Humility:

Noun: A modest or low view of one’s own importance; humbleness.

Humble:

Adjective: Having or showing a modest or low estimate of one’s own importance:

Verb: Lower (someone) in dignity or importance:  “I knew he had humbled himself to ask for my help”

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The antonyms to humility and its different variations are being proud, overbearing, boastful, or even having the sense of nobility over someone else. So where do we bring this all together and full circle? If you were to take my advice and become the humblest person on the planet and did amazing things, you could even lose credibility as a leader because you can be too modest or have to much of a low view of yourself. The humility that I speak of is never to replace the pride you should have in your abilities or in your successes as a business or military leader, but is your counter balancing weight that is always there to keep you grounded to reality.

Tim Duncan and Calvin Johnson are undoubtedly some of the best players in their sporting fields. Though I do not spend a large portion of my time following these players; what I would say is that every time I see them in an interview it is very clear that you can sense their humility by how they speak about their team. It is there that we see exactly the balance of professional self-pride and humility. They in their positions are a vital piece that they are self-aware of, yet their leadership is infused in always promoting the team they are surrounded by and dedicated to. We’ll see more of this concept in later chapters.

Master Chief Steve Nash has been a wonderful friend and mentor I have come to have in my life. Master Chief was one of the first fifty men who was selected to start one of the most elite fighting forces in military warfare. The United States Navy Seals have elevated themselves to the highest prestige of history throughout the scope of warfare. The way Master Chief Nash always described it was simply like this. “TJ, for us we never thought we were the best of the best. I simply was killing myself every day trying to be as good as Jim at running. But come to find out, Jim was trying to be as good at swimming as Tony, and Tony was trying to be as good at shooting weapons as Chris was. Every single one of us was trying to be not better than the others, but we simply wanted to be as good as them. We had respect for each other’s abilities and wanted to be performing at the same level as the other guy. That is how you build teamwork.”

One must always take pride in their work; it is what gives us the motivation to want to give our best and be our best. Humility is what reminds us of our first chapter. The fact that we ain’t shit, and always have room for improvement. It should keep us grounded in the reality that we are not able to achieve our accomplishments without the team that surrounds us. The place won’t look great unless our janitor is taking pride in their work. The secretary who answers the phone is vital to being your voice to the company when you’re not available. The accountant who keeps the books accurate and straight can give your management teams accurate assets available for projects. All of these things are what promote the environment that our team operates in, but also that our clients, our customers, even our competition relates to who we are as people.

For the vast amount of people who have worked for someone who’s ego arrived in a location before the person ever did; how did you feel working for them? Did you feel they were approachable? Did you feel as if they were willing to listen to you? You as an employee, as a worker, as a follower hate having a boss whose ego, or boastfulness is so high that it goes far beyond their pride. As a leader, you are there to give your expertise and knowledge to your people in order for them to grow, in order for them to make the team better, but if your ego is going to be filled with so much arrogance towards your own accomplishments; you could very well be a one-man shop that will eventually have a toll not just on your team, or business, but also yourself personally. Be humble and ensure you always know that you cannot accomplish anything without the team around you.

Short_PATRIOT SOUTH 2019

Chalk 1 and Chalk 2 loaded on to their respective KC-135 cargo transport aircraft. The 14 members of the 173 Security Forces Squadron members returning home alongside their 142 Security Forces Squadron brothers and sisters in arms, as well as forging a new bond with the 142 CERFP medical staff.

The 2019 Patriot South exercise kicked off in full swing on March 1st when Air National Guard and Army National Guard units all across the nation converged on Georgia for a simulated natural disaster recovery and response exercise.

After three days of classroom instruction and refresher training ranging from National Guard Policy 500-5, Medical Recovery and Response, to Crowd Control, the ORANG SFS and CERFP teams linked with their Georgia State Patrol, (GSP) Officers who acted as their On-Scene Law Enforcement Liaisons for the exercises.

The team was split in to two squads. Squad A and B was then paired with three to four GSP officers, as day one and two of the Patriot South exercises focused on Airfield Security Operations and Urban City Search and Rescue as well as Law Enforcement Mission Support.

The teams having to quickly unify with their GSP Law Enforcement counter parts, found ways around tactical communication differences, personnel utilization and multi-task challenges as each exercise inject was inspired by real world incidents scene across the nation and reported to the ANG Crisis Action Team at NGB headquarters during Domestic Operations and Humanitarian Mission Tasks Security Forces has faced in the past.

Day three culminated in a five staged, final crowd control scenario, where all role playing and responding personnel were utilized. The SFS, CERFP, and GSP put all their training and teamwork to use as smoke grenades, flash bangs, RBM stingball grenades, and FN303 Less-Than-Leathal rounds were utilized to maintain and restore law and order in the exercise scenario.

When the yellow colored smoke had faded away from the city streets and all the gear stowed away, the intermixed Oregon Air Gaurd stood proud when SFS Crisis Action Team Manager stated, “This team is by far the best Crowd Control Team we’ve ever seen at a Patriot South or Pateiot North exercise! They did outstanding, and it is clearly seen how quickly and unified they were with their GSP counterparts, and that is exactly what they will see in real world operations. We couldn’t be more happy to have this team of ANG members attend.”

Hugs, high fives, and contact information exchanged as new friendships emerged from the exercise, the ORANG members fly home with excitement to be returned to their families, but also knowing that they showcased who they are as a team, and what they are capable to bring to the table. When our National calls on us in a moment of crisis, the ORANG is able, willing, and ready, to answer the call and provide the care, comfort, and support needed to repair, restore, and heal communities.

Ldrstc_Chp.26_Network

CHAPTER 26

Network

The concept of networking is something that is taught to many people throughout institutions of higher education and business. The military also teaches this concept because it expands the capabilities of your knowledge base and ability to achieve project efficiency through knowing more people that might be involved in your mission objectives.

The thing that I found irritating to me about the promotion of networking in the military was, “How does networking help you.” The networking principle was pushed with the focus of what it can do for you; this needs to be turned around 180 degrees when taught to you leaders coming up in to leadership positions.

The old school senior enlisted leaders of the military knew exactly what networking was about back in the day. Networking was being able to know more people throughout the military structure that could assist in helping to take care of their people. Your troop is not being paid properly; so you pick up the phone and call the person you have networked with in finance and see if they can help. They look in to the issue and get it fixed. The ability to network amongst different work areas helped everyone when it came down to overall work efficiency of the giant Air Force mission.

The networking model however not only needs to be turned around in terms of using it for the assistance of your troops, but there needs to be a big push of how can you assist the others you network with. I found that the networking between the civilian and military work communities is just as important. Additionally, as I began to make strong networking connections, I found that there truly was a big difference in how the military trains its personnel as compared to civilian work centers. What does this now make me? An analytical advisor to those different network connections, and an observant student to the expertise they had to offer.

The lying foundation to this groundwork is in personal relations. You may make this networking connection with another person in a different department, but the bond of its’ strength is all dependent on you, and how much of a genuine friend you will be to them. A person who cares and is concerned for that individual just as you are to your own troops as well. The best use of networking is not to establish your own personal knowledge bank of connections for personal gain, but that of your positive impact you can have by providing for your people and your networked associates.

Ldrstc_Chp.25_Through the Janitor’s Eyes

CHAPTER 25

Through the janitor’s eyes.

If you work at a company or business and do not know the name of the janitor you’re wrong. You are dead fucking wrong! But why is that? Because people don’t like cleaning up their own shit! In western society we are lazy, dirty, and just as disgusting as any other civilization on the planet, but in our midst are people with enough pride to be willing to clean toilets, take out trash, mop floors, clean windows and mirrors, and very rarely do they ever get any thanks or recognition for it. I would care to say that a vast majority of the time; a good majority of people do not even say good morning, or heaven forbid even spend 5 minutes of their coffee break to simply talk with them and get to know their story.

A janitor works in an environment that is a chemical factory of nasty; spending a vast amount of time in a bathroom, or taking trash out, two of the greatest odor areas we have. They don’t see people at their best, they normally see people in their process of relief and it is at those moments when many people do not have the energy to put their mask on, they don’t pretend to be someone their not, they are open, honest, and vulnerable, and see the people of an organization for who they really are. If you want to know how your people are; ask the janitor what they experience in the company. How are they treated by the staff; who do they feel is someone that is not trust worthy and why.

A janitor also does not have time for games or stupid political bullshit. They’re job is to clean up your fucking shit, make the place look better than it was, and do it all over again. I can honestly tell you that it has been on more than one occasion where I have gone up and asked for the janitors advise on things going on in my life, or even in my work environment. Why is this you might ask? Because I was a janitor at two different churches at two different points in my career. I worked in fast food and other different jobs where a part of my duties were to clean the bathrooms, and additionally upon joining the military and going to basic training, I was put in charge of overseeing the latrine, aka the bathroom.

I know exactly the type of person it takes to perform the job, and when you see a person who takes pride in their work, and is willing enough to fulfill a job of a janitor with that pride, you can be very sure they will give you a straight answer when you need one the most.

So if you are in need of a true story to put your mind in to a different perspective; I give you none other than the story of William Crawford. That is Master Sergeant William Crawford. Mr. Crawford was serving as a janitor at the Air Force Academy when one day a young cadet reading a historical account of a battle in WWII and saw the name William Crawford printed amongst the text. The young cadet then approached the janitor the next time he saw him and asked, “Excuse me sir, but I wanted to ask you about this excerpt from my study guide. Is this in reference to yourself?” The old janitor focused his eyes on the page presented in front of him, and slowly nodded his head. “Yes. Yes, it is. Though I assure you I was a much younger man back then.” In astonishment the young cadet stared back in amazement, “Sir, you were awarded the medal of honor.” “Yes. That is also true.”

William Crawford became the most recognizable person on campus within two days of this discovery. He was greeted by everyone; everyone did their best to clean up after themselves to make sure they didn’t create more of a mess than what was needed.

You never know who your janitor is, unless you get to know who they are; and never doubt the advice and knowledge a janitor can provide you. They are a valuable resource.

Ldrstc_Chp.24_Their Best is Your Best

CHAPTER 24

Their best is your best

I have witnessed to many people who are given a title of leader, who then tell their people what they expect out of them but they themselves are not willing to do it. You as a leader set the pace for your people that you yourself maintains.

The military expects its people to be physically fit, and for a person in a leadership position to force an expectation for their people and then they themselves do not apply a physically fit lifestyle does not bring you and your people closer together.

This is a good example of how a manager and a leader are vastly different. A manager tells people what they need to do and how they need to get tasks done. A leader however does it alongside their people. A leader understands that they have to hold the highest standards upon themselves to ensure they set the tone for their organization. Don’t have double standards for your people.

If you expect your people to give their absolute best, then you sure as better fucking give them YOUR best! Leadership is a privilege; it is something one “hopefully” earns by showing their worth and value and not just given flippantly. You have to remember the title of leader is something that demands your best, not for your own gain, but for those  that follow you. Additionally, you must EARN the position as a leader, rather than demanding from your troops. Receive their best effort by giving them your best effort.

 

LdrOlgy_EXCELLENCE in all WE DO

“A man who has the answer to the problem, and does not share it, is a larger problem than the obstacle currently facing the team.” – TSgt TJ Lombardi

The small room was filled with 62 young men wearing their Battle Dress Uniforms, (BDU’s). They were crammed in to the room, sitting cross-legged on the floor, because there was simply no room for them to fit otherwise. The intense, fearless, and unyielding Training Instructor, SSgt De-Leon Acosta paced the room as she asked the young BMT Flight. “Is perfection obtainable?!” The pause filled the room as everyone was afraid to answer. “Is perfection obtainable?! NO! But it is the pursuit of perfect that you find excellence!” She then followed it up with, “You must give your absolute best… that if at any time… someone comes to inspect your work, there is NO DOUBT… that you gave your best… NO… DOUBT!” The intense shout leaving an impact that would be an anchor for others to rely upon, for what the standard was, and still is to this day.

We should be pursuing excellence… in all we do…. It is not excellence in all “I” do… it is EXCELLENCE in all WE DO! Our passion for pursuit of excellence “should” be contagious. As we push ourselves, we should be pushing all of those around us to push themselves. You see, I… am pursuing excellence, I am pursuing to create the best quality of work, but we… together… as a team… must be pursuing excellence. We must all rely on each other, and we must all be able to come to the circle, and see everyone in our team together and tell one another in pure honest humility, “Yes! I will give us, our team, my absolute best!” And if you cannot truly have the integrity to stand there and tell your entire team that, than you know that you are a weak link.

If you are that weak link… WHAT ARE YOU GOING TO DO ABOUT IT?!?! Are you truly giving your best? Are you truly giving your team… your best? If you don’t know the answer, ask! If you are not sure where to turn to next… say so! Integrity in the form of an action, is to be a self-initiating choice of knowing that the problem will not be solved, unless you yourself take the action to find the solution.

If the team is presented with a problem that effects the progression of the team, and a man who has the answer to the problem, and chooses to not share it with the team, is a larger problem than the obstacle currently facing the team.

We as individuals and as a team must be openly dedicated to the progression of our mission together. For if one falls, we all fall. For it is not just I that needs to give my best, it is all of us that must give our best. Let us be a team that proudly states for all to bear witness, “Excellence in all WE DO!’

Ldrstc_Chp.23_SUCK LESS

CHAPTER 23

SUCK LESS

One of my unit Commanders use to tell me every time when I would ask him, “Sir is there anything else you need from me?” “Yeah TJ, suck less every day.” Though it may not have been professional or appropriate I would normally roll my eyes and slowly shake my head as I would turn around and walk off. I was sure in a day and age of political correctness that he would be fired any day for saying such a phrase; but it didn’t bother me. I appreciated him as a Commander. He would go on to later explain, “TJ, we’re not perfect and many of us go through moments where we just suck. We screw up and get in a slump, so many of us suck at something or somehow, so if you can show up to work tomorrow and suck a little bit less than yesterday, than that is all I ask.

It was a little surprising to hear something like that from a military commander in a high end politically correct military world, but at the same time I loved it because I was glad that he had enough of the old school military in him to say something like that. It’s a very true statement though and a good reminder that we all suck at something, and we at least have to have the courage to admit that we do. But if we can at least admit that we suck and work on being just a little bit better every day at working on our issues than we’ll slowly become better over time. The bigger part also, is to remember your troops, and personnel are going to suck also at work. They are going to have their slumps and their downfalls every once and a while. Give them a break, just as you would want to have a break.

Ldrstc_Chp.22_Your Door and Transparency

CHAPTER 22

Your Door and Transparency

I have seen many military leaders who would tell their troops, “My door is always open” The simple fact was that in reality it wasn’t. They had only said that to give the appearance that they cared, but eventually the word spread throughout the unit that the commander had no desire to discuss any issues with his troops he was ultimately responsible for.

I always told my troops that my door was open to them if they needed to talk. On some occasions I had troops want to talk to me at inconvenient times. It never seemed to fail that I always had a troop want to interrupt my dinner time when I tried to eat at work. There were troops that I had issued disciplinary paperwork to that had anger towards me and had written some pretty harsh rebuttal statements, but I still had to maintain my professionalism. I remember even taking my red pen and making corrections and then explaining to them how they could rephrase it to give them a stronger point of view. They normally nodded in agreement and would change it and resubmit their rebuttal.

The point to this is that you have to back up your words with your actual actions. Your actions will always speak louder than your words, but they have to match in order for your people to be able to feel comfortable with approaching you and presenting their issues or situations to you. Remember that you have had negative experiences in a work environment, but there is a good chance that they have also had negative experiences with bosses in the past as well. It may take a while for them to come to trust you or bring their issues to you; but when they do be sure you make your time available to them.

Additionally, always leave your door open when someone is in the room. One of the biggest things that I hated coming in to the military work area was “perception”. I would hear all too often, “Well the perception is…” or “We perceive this as…” In reality; fuck what your perception is unless you have solid evidence of what is actually going on; but it doesn’t take evidence to ruin a reputation. So how do we overcome this? We keep the door open as much as possible; but this also leads us to another point that we need to have and be transparent with our people. I didn’t always hide my emotions from my troops, but I didn’t always share with them what caused them. There is a big difference there. You see, if we are a team, and we are operating as a collective unit, though I am a leader, it is ok for my people to see me upset over something. They don’t need to know what is going on, but it allows us to be transparent with each other; for being transparent with each other and admitting we are both humans and both have bad days.

Transparency also allows for your people to see that you are not hiding anything from them and that you are being open and honest with them about situations. Your transparency will also cause them to be transparent with you about issues and situations going on. It does not mean that you go and share that with the entire office, you have discernment, but helps you to earn their trust in the process. Always keep a door open to your troops, and be transparent so they know you are just as much a person as they are.