Forging leaders part of legacy

  • Published
  • By Col. Steve Ice
  • 88th Medical Operations Squadron
WRIGHT-PATTERSON AFB, Ohio --  When you read this article, I will have been retired after 30 years of active-duty service. I have had many thoughts about many things as the time for my retirement approached. One thought in particular that kept recurring was "What legacy did I leave?" What did I accomplish in those 30 years served?

Programs, projects, patients treated and multiple assignments have come and gone, and what was there to show for it? Heart, sweat, soul, time, effort and money were directed toward activities deemed important or mandatory one day often to be abandoned soon after completion or only partially implemented. Money, politics, a new vision or other factors drove new decision-making in a new direction. It was a perennial crazy maker for me.

But it was just the way it was -- the expectation was to work hard, forget past efforts and join the best new team you can. I found it frustrating and found change always difficult. So I searched where to put my efforts for maximum effect.

The answer was leadership and developing new leaders -- hard to measure, harder to put into practice and something that wouldn't show immediate results. My commitment to leadership changed how I envisioned the Air Force and my world view. It wasn't about me and my success.

Rather, it was about success of others and the mission -- success brought about by others, not just my efforts. Leadership became not about being "on top" and having followers, but rather about being a servant and helping others to succeed.

So how best to achieve this new personal mission, a mission that would have to endure multiple assignments, different commanders, different unit missions and support other visions?

1. Be the model, the example, the standard. Being the leader is a 24/7/ 365 effort.

2. Communicate, communicate, communicate. Those in the organization need to understand the mission, where they fit in and what they contribute. They need to know what is expected of them. There should be no surprises.

3. Leaders must have a vision. They formulate the vision, promote their vision, get buy-in for the vision, defend the vision and then accomplish the vision through followers.

4. Leaders have followers. Leaders find those folks who find something in the vision for them and are willing to redirect their efforts to accomplishing the leader's vision.

5. Leaders find and develop talent. They challenge their folks to think, use their abilities to innovate, solve issues and accomplish the mission/ vision.

6. Leaders have metrics, reward efforts and performance . They hold people accountable. They reinforce standards, expectations and provide followers what they need to be successful.

7. Feedback and mentoring are a must. Followers need to know their leader is involved, paying attention, appreciate their efforts and will give input, good or bad, so they can improve. It is preparation for their next step, promotion ... their future.

8. Leaders improve things. They solve problems. They innovate. They see what's next to be done, and they challenge their followers to find new areas for improvement.

9. Leaders have to learn to ask the right questions, and be humble enough to listen. There is wisdom in crowds, and there is wisdom in the youngest Airman.

10. Leaders develop a "presence" of respect, trust, professional aloofness (but not arrogance and not a friendly friendship). Fear can be used, but always doing what you say and being honest are a must.

11. Where a leader spends his or her time shows what has value to the leader. Leaders schedule walkabouts and do unscheduled rounds. They visit work areas to establish presence. It affirms their followers' value and demonstrates that value. Leaders catch people doing good. Attending graduations, promotions and other functions count.

12. Leadership is about decision making and taking responsibility for those decisions -- decisions that are aligned with the mission, vision and goals of the organization;
decisions that are ethical, legal and moral; decisions that don't waste resources and are timely; decision made with the best information available at the time; decisions that can't be made by anyone else lower in the chain of command.

13. Leadership takes time, experience and practice. What works in one situation and one organization may not work in another. There isn't a one-size-fits-all recipe. Success will come with mistakes and failures. There are no protocols, no formulas, no timelines in the process of becoming a successful leader. It is learned behavior that with time and practice becomes more natural. Experience, questions, new situations, more questions, more decisions will lead first to understanding, then wisdom and eventually, intuitive decisions and possibly, mastery. Mastery is rare.

One of the most important insights I have had is this: future problems have to be solved with present resources, and future leaders have to be developed by present leaders. It has been my honor to help develop the next generation of leaders, those prepared to tackle the challenges of today and accomplish the missions of tomorrow. That is my legacy.