What makes a good leader? Published March 10, 2014 By Col. Sherry Hemby 94th Aeromedical Staging Squadron commander DOBBINS AIR RESERVE BASE, Ga. -- Have you noticed an individual moving along at a fast pace, filling all their squares only to turn around and no one is following? Have you seen individuals so consumed with their own success that they do not hear the voices of those they lead? Books and volumes have been written on leadership styles on and off the battle field. Different styles are successful depending on the group and the mission. Leadership styles can be studied and applied to the situation at hand. But, the bigger question is, if you lead, will they follow? How do you motivate the men and women that you lead? Over the years, I have served under dedicated dynamic leaders that I would follow into battle without a blink. I have also worked for bosses who were good managers, but lacked that spark; that certain something that would have made them great leaders. Unfortunately, the managers often left their Airmen feeling let down and without leadership. We do not get to choose our supervisors, however, how we will respond and how we will influence the success of the mission is always our choice. During my search for leaders to emulate, I read the book, "Dancing on the Razor's Edge" by Col. (Ret) Arthur Nicholson. He discussed how he used his "LAP" concept to motivate the Airmen he commanded. Below is a summary of how I used this concept with a twist of my own to motivate the Airmen I lead: Leadership Leaders take care of their people. They articulate clear expectations, set goals, and put processes in place to accomplish the mission. They listen to their Airmen in order to make an informed decision. They are the conduit to obtain tools needed and the power to remove roadblocks. Effective leaders set the vision. They recognize a job well done and have the hard talks to give straight forward feedback for those who are not meeting standards. Leaders lead from the front and set the tone for success. Accountability - up and down the chain Ultimately, we are accountable to the citizens of the United States. As leaders, we are also accountable to our Airmen. Accountability for leaders is "walking the walk"--making sure that you are true to your word--that you are accountable to those you lead. This starts with taking care of the people you lead and holding those individuals accountable when they fall short. Leaders hold both themselves and the Airmen they lead accountable. Professionalism Everything you do is a reflection of you and your organization. Producing quality products correct and on time, is a must. Pay attention to detail. Being professional means you have high standards and you live up to them. Good leaders expect professionalism from themselves and their Airmen. With clear expectations, providing a quality work environment, recognizing a job well done and constructive feedback, leaders can move with great strides toward a successful mission. Instilling a sense of pride for a job well done with an internal competitiveness goes a long way as well. The most effective leadership environment is built on implementing accountability and professionalism. Will you lead in a manner in which the Airmen are motivated to follow?
