Taking best care of our people – a leader’s mission

  • Published
  • By Lt. Col. Jim Rodriguez
  • 4th SOS
HURLBURT FIELD, Fla --  Our leaders are there to make sure the mission gets done; and there is only one way the mission gets done - people. Good, quality people like we have here.

So the $100 question is, "How do you take best care of the people who are getting the mission done?" The answer lies in two parts. First, everyone needs and deserves a plan, a roadmap that lets them look a few years into the future and see what possibilities are out there for them. Second, look out for what's most important in their lives. For many of us, that's our families, but not everyone is in that boat, and so for others, a chance at a choice assignment or an opportunity to cross train may be highest on their list. If we are going to subscribe to the adage "the troops come first" we have to make good on our commitment to understand what is most important to them.

A plan or roadmap gives someone a sense that they aren't just wandering through each day and each rotation endlessly. Commanders and supervisors who have the power and influence to affect change must give individuals reassurance that there is a plan for them, and it is advancing them through their careers. A plan helps them see that if they continue to apply themselves and make the sacrifices our high operations tempo Air Force demands, their chain of command will take care of them.

How many times have you heard leaders say, "I'm here to take care of you, so you can take care of the mission?" These shouldn't be empty words. Taking care of people means looking out for their future so they can concentrate on the tasks at hand. A five-year plan is just about right. It's not too far in the future to be meaningless, yet it's enough of a "look ahead" that they can plan their lives around it. It gives their family an idea of what is coming next and ultimately provides a little more stability in a world where much is so hard to predict.

A plan also focuses the efforts of our quality people. How do people know what to concentrate on if they don't know what the future holds? Is this person going down the command or senior management track? Then leadership opportunities at the lower levels as building blocks are essential.

Maybe their progression lies more on the technical or engineering side of things. Here we may need to concentrate on getting specialize training. The point is, just like taking a trip, it's so much better when you know where you're going and what to look for along the way. Otherwise, how is someone even to know if they have arrived?

The second piece is just as important; take care of what your people hold dear.
With so many of us away from home constantly and for long periods of time, taking care of families is more important now than ever before. Over the years while assigned to Hurlburt, I have seen this countless times, especially in hurricane season. But it doesn't have to be a crisis for a squadron or office to reach out to the families who have loved ones away. A simple phone call every week or so lets them know they aren't out of sight and out of mind. Additionally, we should be proactive in asking how we can help. Many will be reluctant to burden anyone else with their problems. But, we have to convey to them that taking care of families isn't a burden, its part of our commitment to the member who is serving.

Families are a top priority, but some are in different circumstances. Here is where getting to know those who work for and with us is so important. Our Air Force is filled with many different people and their priorities are different. Take the time to find out what motivates them and take active steps to take care of their priorities.

Does that young Airman long to someday wear chief stripes? Is that seasoned field grader just looking for one more chance to break away from the staff and be operational again? Take the time to find these things out and then work with them to help make their priorities yours. This can make the difference between getting a person who shows up for work, and one who is the "go-to guy."

Taking care of our people is so important in our Air Force today. We're asking more and more of fewer and fewer people. That is why the 16th Special Operations Wing commander has made "take best care of wingmen, families and resources" one of his aimpoints.

No one can concentrate on the mission at hand while worrying about their future or how their family is doing back home while they are away. Take care of the people and they will take care of the mission.