“The world is a dangerous place to live; not because of the people who are evil, but because of the people who don’t do anything about it.”
Albert Einstein
Extremely well trained. Reliably successful in highly dangerous environments. Superior situational awareness. Disciplined mental toughness. Sharpened self-control. Tech savvy. Self-starting. Elevated initiative. Take command mindset. Excellence under pressure. Hyper attention to detail. Innovative. Masters of situational and resource improvisation. Process dedicated. Respect for rules. Unassuming. Nerves of steel. Inspiring leaders. Protectors of life.
Bomb squad teams and their Commanders; Superheroes in anyone’s book, except for the playbooks of enemies.
I wanted to learn from these real-life, champions.… Read the rest
“The single most important element of success in war is leadership.”
Standing on the platform in front of troops and family for the fourth time to take command, this time of a Mission Support Group, I was following a popular and successful commander. I’d be leading a very talented unit of 2,600 Airmen, civil service personnel, and contractors. They had a tremendous reputation for excellence.
Talent can’t be taught, but it can be awakened!
“Good tactics can save even the worst strategy. Bad tactics will destroy even the best strategy.” -Gen George Patton
Standing in front of the assembled group of more than 150 staff to tell them they were being reorganized–again–was a little daunting to say the least. Everyone was clearly nervous about the change, but the leadership team assured them we would seize this latest change as an opportunity. However, embracing the change and looking for opportunities to make that change work for us was key to turning a potential disaster into success. Using a three step process we turned the reorg into an opportunity to chart our own future.… 
“A man has integrity if his interest in the good of the service is at all times greater than his personal pride, and when he holds himself to the same line of duty when unobserved as he would follow if his superiors were present”
The squadron was broken and the commander was the reason. He empowered no one, made all the decisions himself, and insisted on controlling even the most minute details in everything we did. By any measure, the commander was what we call a “single point of failure.”
“I don’t like that man. I must get to know him better.”
There may be situations in military leadership where the leader must keep the team in the dark–but in 27 years service and commanding five units I’ve never found one. On the contrary, the question asked most often by military leaders and those they lead is, “
Leadership is practiced not so much in words as in attitude and in actions.
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