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  • Building likability as a leader

    With the multitude of professional development courses we as Airmen attend, I just wanted to hit on some regularly discussed leadership behaviors. That said, we should also be striving to improve as we grow as leaders at all levels. These tips can be helpful whether you are leading peers or subordinates. Actively working on the following behaviors
  • Looking back: Industrial Revolution

    The Industrial Revolution changed the economic systems of the world. Without this transition in technology, our military wouldn't be the same today. Europe was the first to thrive in this new revolution through economic and social reforms starting in the 1850s and quickly spread around the world. People became richer and people were able to work
  • Breaking 90%

    "Lee, get off my track!" the instructor yelled. The time clock showed that 21 minutes had passed. Everyone in my flight was finished with the mile and a half run except me. I didn't finish. Before that we had been mock tested on the sit-up and push-up portion of the test. I performed six sit-ups and zero push-ups--zero! I could not believe I was
  • Pride, professionalism and passion

    We are asked to internalize the Air Force core values from the onset of our careers. And as we progress throughout the ranks, despite what life puts in your path, we are again reminded to not only internalize, but epitomize the core values. Irrespective of your status as a basic trainee or chief master sergeant, we have an official mantra as to how
  • Ownership

    Let's look at the process of buying, owning and passing on a vehicle to a dependent. Typically you start by researching it from top to bottom. Next, you find the vehicle you like on a car lot and do a thorough once-over of the car looking for any issues. After purchasing it, you ensure it will stand the test of time by detailing the car regularly,
  • Improving relations between subordinates and leadership

    Commanders intent is a doctrinal term used in planning combat missions to communicate a desired end-state to subordinates. It describes a goal, timeline, and includes an acceptable level of risk. It is purposely vague in how to reach the goal. This is so subordinates can infuse their own expertise and information into the plan and come up with
  • The Cost of Freedom

    This past Veterans Day I found it heartwarming and enlightening to feel the support from the local community, all the way from the young children at the local schools, to the local World War II veterans in the local community. I also had the experience to see the different perspectives of what freedom meant to them. The younger children explained
  • First line leader need not be left out

    As experienced supervisors and leaders, are we empowering our junior leaders to spread their wings as supervisors and leaders at their level? Specifically, I’m referring to the day-to-day leadership roles within the work area.
  • Lead the way: Be the spark to set fire

    As a leader, do not let your ego get in the way. Stand tall, but not above everyone else. Do not tell people what to do, show them. Showing them is what leading is all about. When you show them, you are creating that spark.
  • The importance of mentorship

    The most frequently mentioned saying was, "If you want to travel fast, travel alone; if you want to travel far, travel together."
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