Small-unit leadership a necessity in today’s force

  • Published
  • By Maj. Gerald Clouse
  • 90th Logistics Readiness Squadron commander
F.E. Warren AFB, Wyo. --  Dwight D. Eisenhower once said "Generals move the pins on a map, but the front-line troops have to get the job done." That premise is as true today as it was then. Without good front-line leadership, organizations stumble no matter how skillfully the pins are moved on the map. 

The Mighty Ninety is no exception, and that's why we need to develop leaders at all levels and give everyone the opportunity to lead. Air Force Doctrine Document 1-1, Leadership and Force Development, expresses the meaning of small-unit leadership: 

"Any Air Force member can be a leader and can positively influence those around him or her to accomplish the mission. This is the Air Force concept of leadership, and all aspects of Air Force leadership should support it. The vast majority of Air Force leaders are not commanders. These individuals, who have stepped forward to lead others in accomplishing the mission, simultaneously serve as both leaders and followers at every level of the Air Force,from young Airmen working in the life support shop, to captains at wing staffs, to civilians in supply agencies, to generals at the Pentagon ... leaders positively influence their entire organization, without necessarily being the commander."
 
Leadership is a learned skill. That's why we must foster a culture of commitment with our small-unit leaders. Commanders who demonstrate commitment to their small-unit leaders will have committed small-unit leaders. There's no question mistakes will be made, but the most indelible lessons learned usually are a result of our failures. 

We must encourage our small-unit leaders and celebrate their achievements. Help them overcome their failures. Empower them to make right decisions. Developing our force encompasses experiences and challenges combined with education and training to produce Airmen who possess the required skills, knowledge, experience and motivation to lead and execute a mission. 

The 90th Missile Wing does not lack leadership opportunities, even at the most junior levels. Our mission requires us to have small teams deployed far from base that are tasked with a great amount of responsibility on a daily basis. Young leaders have an obligation to themselves, those they lead, and those who have empowered them to study and learn leadership principles to best prepare themselves for the challenges ahead. Again, Air Force Doctrine Document 1-1 cites enduring leadership competencies: 

Exercise Sound Judgment: Develop and apply broad knowledge and expertise in a disciplined manner when making decisions. 

Adapt and Perform Under Pressure: Personally manage change and maintain continuity for self and others when mission requirements, work tasks or processes change. 

Inspire Trust: Maintain high standards of integrity. Subordinate personal gain to the mission's success and demonstrate loyalty to the unit and the chain of command. 

Lead Courageously: Display both moral and physical courage by showing a willingness to take risks, act independently, and take personal responsibility for actions.