TOP STORY >> Partners – not communists

By Col. Mark G. Czelusta
314th Airlift Wing commander

As part of our ongoing discussion on leadership themes, we looked at standards that are high and without apology. Prior to that, we examined mission as theme number one. Today, I would like to discuss our third leadership theme: Partnerships.

Our mission is either pointless or impossible without them. Pointless because we must be responsive to our Air Force and joint partners’ needs. We don’t fly large formations over Central Arkansas or combat missions over Iraq and Afghanistan without reason. We execute our mission to provide training to front line units and to meet the combat needs of our joint and coalition partners. It makes logical sense then that we form bonds with our customers to meet their needs.
Likewise these planes cannot launch without the teams of maintainers and support organizations that provide the mission ready iron and infrastructure required for success. This consideration answers the “impossible” aspect.

We all understand this, but I challenge you to take “partnerships” a step further and to execute your daily mission with the understanding that there are no communists in our military. I’ll explain.

Throughout the 75 years communism held its grip on Eastern Europe, communist leaders used assumptions of evil to create a distinct us-versus-them mentality. They regularly argued there were circles of individuals that wanted nothing more than pain and misfortune to fall upon the world. However, just the opposite was underway. While the democratic world was enjoying the benefits of intellectual partnerships, the communist world was falling farther behind. Granted, this is a simplification. But the free world can attribute much of its prosperity to shared creativity and open communication. Communism can point to the opposite as one reason for its demise.

How often have we used similar assumptions and arguments as leadership techniques? How often have we failed to assume goodness on behalf of our partners, preferring rather to argue that these people are somehow lazy, incompetent, or simply disruptive, and for no other reason than to see our own organizations work harder, or worse, fail?

Have we ever said that the ‘X’ Squadron or person ‘Y’ just doesn’t “get the mission?” That they just want to have another day off rather than put in a little extra effort? That they are saying “no” or being uncooperative because they don’t really care? Have we argued that folks asking for latitude somehow consider themselves above the rules? Maybe we even suggested they lack integrity.

The reality is every day across Team Little Rock, we see professionals completely committed, maintaining high standards and doing whatever it takes to get the mission done safely, effectively and legally. So then why do we get emotional and prepare to engage in a fight based upon this argument?

This situation is almost completely due to a failure to communicate. We all know “where you stand is based upon where you sit.” But even that quip diminishes the fact we are all empowered to overcome our differences. Communication is not just voicing your own ideas. Effective communication requires active listening as well. We need to not only see the situation from our perspective, but also consider it from the alternative view.

Taking the time to “slam” the alternate party, while providing us the immediate comfort of self-righteousness, rarely contributes to solving the problem at hand and never contributes to a long term partnership. To the contrary, it puts commanders into the role of defending their unit’s honor. Often a senior leader has to intervene, bringing embarrassment to both parties. All this results in reduced possibilities of open communication and shared creativity. Teambuilding opportunities are lost. And in the end, our Air Force mission may be limited.

If you are a service provider, don’t be so wedded to your processes that you overlook an opportunity for improvement just because an outsider has a different idea. Don’t be in a hurry to say “no.” Think of ways to help these folks out within the rules. If you are a customer, remember there may be specific rules--or just a good reason--against your proposal. Remember our partners are great Americans, answering their nation’s call to serve in a difficult environment. Strengthen these partnerships; have a reasonable, non-combative, two-way conversation ... for our mission is both pointless and impossible without them.