By Col. C. K. Hyde
314th Airlift Wing commander
Air Power has always had its critics who have been unwilling to accept its place alongside land and sea power as equal components of the joint force.
Air power’s history has been one of dramatic swings in popularity and achievement compared to the constant consequence that comes with centuries of notable land and sea achievement as instruments of the state. This continuous change, which reflects the adaptability of air power in the modern era, is also the bane which leads some to doubt its innate importance as an instrument of national power -- a power that can be decisive in warfare in the supported or supporting role.
In the post-World War II era, air power achieved an unbalanced dominance as nuclear deterrence and strategic operations were the preeminent expression of national power. This dominance gave way to a tactical focus in Vietnam with little connection between the strategic ends and tactical means and an even more confused purpose as major commands battled for ascendancy and the true meaning of air power.
In this period of identity crisis, the Air Force, led by the tactical “victors,” joined, as unequal partners, the Air-Land Battle Doctrine for the defense of Western Europe against the Warsaw Pact. The problem with Air-Land Battle Doctrine was not air power’s contributions to the defense of NATO against Soviet-aligned forces, but the diminution of air power to a supporting role with little consideration of the operational and strategic effects that air power brings to the joint force. Beyond close air support and battlefield interdiction, air power’s only contribution to combined arms was mutual assured destruction.
Enter John Warden and other air power advocates. They brought a new focus to the air power debate and stubbornly insisted that air power could be decisive at the operational level of war. They asserted that air power could and should be the supported force across a wide spectrum of operations. They brought a new equality of thought and vision to the use of air and space forces which revived the zeal of the Air Corps Tactical School. Their thinking led to effects-based operations, parallel operations, an expeditionary Air Force organization, and the prominent contributions of air power in Desert Storm, Allied Force and Operations Enduring and Iraqi Freedom.
Air Power was back, and its essence was captured in the 1990 white paper titled Global Reach -- Global Power. This document provided a treatise on air power’s capabilities and inherent characteristics -- speed, range, flexibility -- asserted air power’s unprecedented leverage in support of national security, and gave Airmen a common point of reference for engaging in joint operations as an equal partner. The Air Force had a unified purpose, was no longer drifting in the search for relevance, and for perhaps the first time, possessed capabilities and doctrine which were respected as more than theory.
Fast forward to 2010. Despite historic contributions to the joint fight and a new rallying cry of “All In,” our Air Force seems to be searching for its purpose. The nation has equated national security with counterinsurgency doctrine, which is essential to the current fights in Afghanistan and Iraq, but which unfortunately underestimates the contributions of air power as an essential component of the joint operations, and more importantly, assumes that the spectrum of conflict has been forever altered.
Air power’s role may be predominately a supporting one in the counterinsurgency fight and we should be “All In”, but the real danger may be sparing within the Air Force in which tribes seek to gain preeminence based on the relevance of their mission to the current fight. When air power critics start the feckless cycle of “irrelevance rhetoric,” the temptation is to lose our higher purpose as the world’s most dominant air, space and cyberspace force and turn against core capabilities which are not prominently represented in the current fight.
The seeds for this potential division were perhaps sown in the same document which rejuvenated American air power, Global Reach -- Global Power. By segmenting ourselves into mobility and combat tribes, we have undoubtedly increased the effectiveness of our Air Force in delivering war-winning capabilities to combatant commanders, but as we get further from the inspiration behind air power’s renaissance, we risk identification with each part rather than the whole.
Our national security depends on our Air Force to be the world’s leader in air, space, and cyberspace power -- a power that can be eroded when Airmen fail to understand our contributions to national security -- yesterday, today and tomorrow. We are American Airmen first and mobility professionals second.
Thursday, February 11, 2010
COMMENTARY>>Stellar performing Airmen!
By Chief Master Sgt. John Evalle
436th Airlift Wing command chief master sergeant
DOVER AIR FORCE BASE, Del. -- Every Air Force leader faces a similar challenge: how to motivate Airmen. Like Forrest Gump and his box of chocolates, an Air Force leader never knows what type of Airmen their unit is going to get.
Everyone loves to be part of a high performing team, but unfortunately every once in a while you’ll find yourself assigned with a group of folks that are less than highly motivated and have lost focus on “Excellence in all we do.” I’d like to offer two simple thoughts that I believe are basic truths in the motivation of personnel to help everyone work towards filling their units with stellar performing Airmen.
Motivation is tricky because what motivates some people rarely motivates everyone. Let’s face it, some people tend to complain about “free ice cream” because that’s just the way they are wired. A traditional Air Force definition of leadership points at the true source of enduring motivation as the ability to spark self-motivation in your followers. This is the first simple truth: when your Airmen are internally motivated to do their very best, you and your entire organization will benefit from soaring productivity and boundless success.
Unfortunately, some people in leadership positions miss this point entirely and never realize the full potential of personnel in their organization because they default to external motivation and command from a position of threatening authority. These leaders will typically see performance levels reach, but never exceed the specific results that have been demanded. Airmen will put forth the absolute minimum effort to complete a directed task for a supervisor that has treated them poorly and has not established a caring relationship.
There is no question that the effort to cultivate self-motivation is more time consuming and requires supervisors to foster personal connections with subordinates. A supervisor’s engaged leadership will develop into a relationship of trust, caring and mutual respect. A leader that builds a strong sense of trustworthiness will earn the loyalty and admiration of their subordinates. This is the second simple truth: the level of motivation in a squadron has little to do with the specific work being performed, but it does have everything to do with how the assigned Airmen feel welcomed, cared for and treated by their superiors. Airmen will work tirelessly without one word of complaint for many long hours, performing labor intensive duties for a leader that earnestly cares about them and that the Airmen genuinely respect. Think about the last leader you truly admired.
Do you recall how you sincerely wanted to perform your absolute best work because you did not want to let that leader down?
Motivation is tricky, but I firmly believe that a leader that embraces these motivational truths will enjoy going to work and ultimately be a proud member of a very successful organization. Airmen in your unit will be motivated to perform their very best even when you, the leader, are not around simply because they do not want to “let you down.”
Making a firm commitment to invest your time and energy into relationship building will generate self-motivation in your subordinates. And never forget, this commitment is not only to your unit and your stellar performing Airmen, it is a commitment to developing our future Air Force leaders.
436th Airlift Wing command chief master sergeant
DOVER AIR FORCE BASE, Del. -- Every Air Force leader faces a similar challenge: how to motivate Airmen. Like Forrest Gump and his box of chocolates, an Air Force leader never knows what type of Airmen their unit is going to get.
Everyone loves to be part of a high performing team, but unfortunately every once in a while you’ll find yourself assigned with a group of folks that are less than highly motivated and have lost focus on “Excellence in all we do.” I’d like to offer two simple thoughts that I believe are basic truths in the motivation of personnel to help everyone work towards filling their units with stellar performing Airmen.
Motivation is tricky because what motivates some people rarely motivates everyone. Let’s face it, some people tend to complain about “free ice cream” because that’s just the way they are wired. A traditional Air Force definition of leadership points at the true source of enduring motivation as the ability to spark self-motivation in your followers. This is the first simple truth: when your Airmen are internally motivated to do their very best, you and your entire organization will benefit from soaring productivity and boundless success.
Unfortunately, some people in leadership positions miss this point entirely and never realize the full potential of personnel in their organization because they default to external motivation and command from a position of threatening authority. These leaders will typically see performance levels reach, but never exceed the specific results that have been demanded. Airmen will put forth the absolute minimum effort to complete a directed task for a supervisor that has treated them poorly and has not established a caring relationship.
There is no question that the effort to cultivate self-motivation is more time consuming and requires supervisors to foster personal connections with subordinates. A supervisor’s engaged leadership will develop into a relationship of trust, caring and mutual respect. A leader that builds a strong sense of trustworthiness will earn the loyalty and admiration of their subordinates. This is the second simple truth: the level of motivation in a squadron has little to do with the specific work being performed, but it does have everything to do with how the assigned Airmen feel welcomed, cared for and treated by their superiors. Airmen will work tirelessly without one word of complaint for many long hours, performing labor intensive duties for a leader that earnestly cares about them and that the Airmen genuinely respect. Think about the last leader you truly admired.
Do you recall how you sincerely wanted to perform your absolute best work because you did not want to let that leader down?
Motivation is tricky, but I firmly believe that a leader that embraces these motivational truths will enjoy going to work and ultimately be a proud member of a very successful organization. Airmen in your unit will be motivated to perform their very best even when you, the leader, are not around simply because they do not want to “let you down.”
Making a firm commitment to invest your time and energy into relationship building will generate self-motivation in your subordinates. And never forget, this commitment is not only to your unit and your stellar performing Airmen, it is a commitment to developing our future Air Force leaders.
TOP STORY > >New food court cooking up improved selection and service for Airmen at Little Rock AFB
By Judy Olivo
AAFES Public Affairs Representative
The Army and Air Force Exchange Service will open the doors to five new or improved dining establishments at Little Rock AFB on Wednesday. New offerings include Charley’s Grilled Sandwiches, Taco Bell and Starbucks. Long-time Little Rock AFB favorites Robin Hood Sandwich Shoppe and Anthony’s Pizza will be co-located with the new dining options. All five restaurants will have new equipment and digital menu boards. Baristas and food personnel are trained and certified, ready to serve the
Little Rock Air Force Base community says Food Court Manager Vivian Brewer.
“Its location couldn’t have been better; it’s about a mile from every direction of the base and most employment offices,” said Ms. Brewer. “And the variety of options available means that an Airman could stop by here every day of the work week and still not eat at the same place twice.”
Beyond convenience and variety, dining at the Food Court is also an investment that keeps on giving thru AAFES’ endless support to the 19th Force Support Squadron--the troops morale, welfare and recreation fund.
Hours of operation, once the AAFES facilities open on Wednesday are:
Starbucks
Monday – Saturday: 6 a.m. to 8 p.m.
Sunday: 9 a.m. to 7 p.m.
Charley’s Grilled Sandwiches
Monday – Saturday: 7 a.m. to 8 p.m.
Sunday: 9 a.m. to 7 p.m.
Taco Bell
Monday – Saturday: 10:30 a.m. to 8 p.m.
Sunday: 10:30 a.m. to 7 p.m.
Robin Hood
Monday – Saturday: 10:30 a.m. to 7 p.m.
Sunday: 10:30 a.m. to 6 p.m.
Anthony’s Pizza
Monday to Saturday: 10:30 a.m. to 7 p.m.
Sunday: 10:30 a.m. to 6 p.m.
AAFES Public Affairs Representative
The Army and Air Force Exchange Service will open the doors to five new or improved dining establishments at Little Rock AFB on Wednesday. New offerings include Charley’s Grilled Sandwiches, Taco Bell and Starbucks. Long-time Little Rock AFB favorites Robin Hood Sandwich Shoppe and Anthony’s Pizza will be co-located with the new dining options. All five restaurants will have new equipment and digital menu boards. Baristas and food personnel are trained and certified, ready to serve the
Little Rock Air Force Base community says Food Court Manager Vivian Brewer.
“Its location couldn’t have been better; it’s about a mile from every direction of the base and most employment offices,” said Ms. Brewer. “And the variety of options available means that an Airman could stop by here every day of the work week and still not eat at the same place twice.”
Beyond convenience and variety, dining at the Food Court is also an investment that keeps on giving thru AAFES’ endless support to the 19th Force Support Squadron--the troops morale, welfare and recreation fund.
Hours of operation, once the AAFES facilities open on Wednesday are:
Starbucks
Monday – Saturday: 6 a.m. to 8 p.m.
Sunday: 9 a.m. to 7 p.m.
Charley’s Grilled Sandwiches
Monday – Saturday: 7 a.m. to 8 p.m.
Sunday: 9 a.m. to 7 p.m.
Taco Bell
Monday – Saturday: 10:30 a.m. to 8 p.m.
Sunday: 10:30 a.m. to 7 p.m.
Robin Hood
Monday – Saturday: 10:30 a.m. to 7 p.m.
Sunday: 10:30 a.m. to 6 p.m.
Anthony’s Pizza
Monday to Saturday: 10:30 a.m. to 7 p.m.
Sunday: 10:30 a.m. to 6 p.m.
Thursday, February 4, 2010
COMMENTARY>>Kandahar Airmen airdrop supplies to troops, prepare for troop increase
By Staff Sgt. Angelique Smythe
451st Air Expeditionary Wing Public Affairs
KANDAHAR AIRFIELD, Afghanistan -- Airmen of the 772nd Expeditionary Airlift Squadron here dropped 56 containerized delivery systems over three different drop zones within Afghanistan from the same aircraft Jan. 27 to support Operation Enduring Freedom warfighters.
“It’s more bundles than we’ve ever been able to drop in one day,” said Maj. Joe Framptom, deployed from 41st Airlift Squadron, a 772nd EAS operations officer.
“We’re testing it to iron out any kinks, so we’ll be able to go full speed and do more airdrops like this once the new rigging facility opens up,” he said.
The Army 82nd Airborne Corps’ new rigging facility, soon to be open, is where Soldiers will build CDS bundles filled with equipment and supplies needed to be airdropped to forward operating bases within Afghanistan. CDS bundles may include Meals, Ready to Eat, water, fuel, ammunition and medical supplies.
It takes a joint effort as well as a total wing effort to resupply troops in the field. Once the bundles are built, Airmen from the air terminal operations center receive them from the Army to load onto a C-130J Super Hercules for delivery via airdrop.
Airmen from the operations and maintenance groups ensure mission success through keeping the aircraft operational and the sorties on time and on target.
“Basically, everyone in the wing -- the operations group, maintenance group and mission support group -- works together to get this done to support the Army,” Major Framptom said. “That’s really what we’re here to accomplish.”
The airdrops combat improvised explosive devices by keeping vehicles and troops off the roads and by allowing the Army to stage in places they wouldn’t otherwise be able to set up as some forward operating bases are inaccessible except by air. Some FOBs are also too big to be resupplied solely by helicopter.
Resupplying servicemembers in the field is a very important part of the mission for this team.
“It enables those guys to get out and do their mission, knowing their supply lines are secure,” Major Framptom said.
The test comes as a part of preparation for the increase of troops in the southern region of Afghanistan, as well as an increased demand for airdrop.
“The new rigging facility represents the increase in capacity to be able to resupply more Soldiers in the field,” Major Framptom said. “They built the new facility in order to rig more bundles and be able to support more airdrops in theater. This test is to see if we can actually handle the volume that’s going to be produced once that new rigging facility opens up.”
Before Jan. 27, the most number of CDS bundles the aircrew had ever dropped in one day was 40; two drops of 20 each. For their test, they loaded and airdropped 20 bundles, returned for another 20, and then an additional 16 for their final mission.
Each bundle weighed between 1,500 to 2,000 pounds. As the aircraft reaches the destination, pilots angle it upward with the rear door opened. The strap is cut and each bundle rolls as gravity pulls them out of the aircraft, and then their parachutes deploy.
“We’re expecting to see about a 250-percent increase in the number of airdrops we can support here,” Major Framptom said.
“We’ve had to go to Bagram (Airfield in Afghanistan) a lot in the past to load. With this new rigging facility, we’ll be able to load here, which means we’ll be able to get more supplies to our Soldiers faster.”
451st Air Expeditionary Wing Public Affairs
KANDAHAR AIRFIELD, Afghanistan -- Airmen of the 772nd Expeditionary Airlift Squadron here dropped 56 containerized delivery systems over three different drop zones within Afghanistan from the same aircraft Jan. 27 to support Operation Enduring Freedom warfighters.
“It’s more bundles than we’ve ever been able to drop in one day,” said Maj. Joe Framptom, deployed from 41st Airlift Squadron, a 772nd EAS operations officer.
“We’re testing it to iron out any kinks, so we’ll be able to go full speed and do more airdrops like this once the new rigging facility opens up,” he said.
The Army 82nd Airborne Corps’ new rigging facility, soon to be open, is where Soldiers will build CDS bundles filled with equipment and supplies needed to be airdropped to forward operating bases within Afghanistan. CDS bundles may include Meals, Ready to Eat, water, fuel, ammunition and medical supplies.
It takes a joint effort as well as a total wing effort to resupply troops in the field. Once the bundles are built, Airmen from the air terminal operations center receive them from the Army to load onto a C-130J Super Hercules for delivery via airdrop.
Airmen from the operations and maintenance groups ensure mission success through keeping the aircraft operational and the sorties on time and on target.
“Basically, everyone in the wing -- the operations group, maintenance group and mission support group -- works together to get this done to support the Army,” Major Framptom said. “That’s really what we’re here to accomplish.”
The airdrops combat improvised explosive devices by keeping vehicles and troops off the roads and by allowing the Army to stage in places they wouldn’t otherwise be able to set up as some forward operating bases are inaccessible except by air. Some FOBs are also too big to be resupplied solely by helicopter.
Resupplying servicemembers in the field is a very important part of the mission for this team.
“It enables those guys to get out and do their mission, knowing their supply lines are secure,” Major Framptom said.
The test comes as a part of preparation for the increase of troops in the southern region of Afghanistan, as well as an increased demand for airdrop.
“The new rigging facility represents the increase in capacity to be able to resupply more Soldiers in the field,” Major Framptom said. “They built the new facility in order to rig more bundles and be able to support more airdrops in theater. This test is to see if we can actually handle the volume that’s going to be produced once that new rigging facility opens up.”
Before Jan. 27, the most number of CDS bundles the aircrew had ever dropped in one day was 40; two drops of 20 each. For their test, they loaded and airdropped 20 bundles, returned for another 20, and then an additional 16 for their final mission.
Each bundle weighed between 1,500 to 2,000 pounds. As the aircraft reaches the destination, pilots angle it upward with the rear door opened. The strap is cut and each bundle rolls as gravity pulls them out of the aircraft, and then their parachutes deploy.
“We’re expecting to see about a 250-percent increase in the number of airdrops we can support here,” Major Framptom said.
“We’ve had to go to Bagram (Airfield in Afghanistan) a lot in the past to load. With this new rigging facility, we’ll be able to load here, which means we’ll be able to get more supplies to our Soldiers faster.”
COMMENTARY>>Chaplains meet spiritual needs of Airmen
By Chaplain (Capt.) Sean Randall
19th Airlift Wing, chaplain
We carry no guns, yet U.S. Air Force chaplains are considered a force multiplier in the war theater.
Today in Iraq, Afghanistan and at home, the military expects its chaplains to meet the spiritual needs of today’s warfighters.
But it also recognizes the Chapel Corps’ importance in everything from counseling the hurting, encouraging the dejected and to being a leveling moral presence among the Airmen. Mixing faith and patriotism is a part of our higher call of duty.
In every war fought, there have been spiritual leaders who brought a message of hope and counsel to the men and woman in battle. Elisha the Prophet is one such leader. Today, we might call him a military chaplain. It was said that he had an ear for the voice of the Lord. He knew about the strategies and tactics of the Syrian army that had laid ambushes to destroy the Israeli army. Elisha was used of God to save the lives of the Israeli military repeatedly by revealing the enemy’s plans.
We continue to see U.S. Air Force chaplains answering the call of God to serve both God and country. Today, our chaplains stand with commanders, officers and enlisted alike, offering wisdom and insight that come from on high.
An outstanding illustration of the role and ministry of the chaplain comes to us from the Gulf War nearly 20 years ago. Gen. Ronald Griffith, former Vice Chief of Staff of the Army, and the commander of the U.S. 1st Armored Division in the Gulf War tells his amazing story regarding his unique relationship with his chaplain, Danny Davis, and the influence of prayer and God’s intervention in that historic war.
Although our military forces that fought in Desert Storm were the best trained and equipped of all armies that have ever fought, Gen. Norman Schwarzkopf and our generals feared there might be mass casualties and thousands of wounded men.
After a long extended staff meeting held by General Griffith in the desert prior to the invasion of Iraq, Chaplain Davis approached the general and asked for a private meeting with him.
Chaplain Davis asked, “General Griffith, what’s bothering you, Sir? I sense you are under a lot of stress and worried. I see it in your body language and hear it in your voice. Would you like to tell me about it?”
The general told him about his great concern for the men. The thoughts of having to send his men home in body bags to their moms and dads, wives and sweethearts and brothers and sisters tormented him day and night.
Chaplain Davis said to the General, “Sir, I have been talking with God. He has told me that the battle will not be long and drawn out. It will last only a matter of hours. You will not suffer mass casualties and injured men. The battle is not yours, but the Lord’s. Go to bed . . . get a good night of rest . . . be at peace.”
General Griffith said, “I sensed that God himself had spoken to me through my chaplain. I went to my tent, got into my bunk, fell asleep immediately and slept soundly for about four hours.”
What was the result? The war lasted only a matter of hours. There were only four casualties and 57 men wounded in the division. He continued, “I want to give God all the glory, and thank him for giving me a chaplain, a man of God, who hears from heaven.”
One sage from historical documents by the name of Solomon, wrote, “The right word at the right time is like a custom-made piece of jewelry.” (The Message translation).
The U.S. military chaplaincy was born of a combination of desire and need. As Gen. George Washington battled the British, he desperately wanted providence on his side. In order to ensure this, he reasoned his troops needed to be above reproach - and one way to ensure this was to have chaplains as a part of his team. Washington wanted chaplains to be religious leaders, but they were also to visit the wounded, take care of the dead, write letters home for Soldiers who couldn’t write and give discourses of a patriotic nature to keep the Soldiers from deserting. The chaplain became a very important link between the commander and the troops.
In the Civil War, their first duty was to advise the commander on the moral and spiritual health of the unit and then make any other suggestions for the happiness of the Soldier.
When Col. Ulysses S. Grant took command of the 21st Illinois infantry regiment, he had a Methodist chaplain, James Crane.
One day Colonel Grant ordered a Soldier to be tied to a tree and whipped for desertion. As they began to apply 50 lashes, Colonel Grant asked Chaplain Crane, “Chaplain do you think this is a good sentence?”
The chaplain said, “I don’t think it’s my place to say anything about that.”
Colonel Grant said, “No, it is your place. You need to advise me about whether what we’re doing is what we should be doing ... I know what the law permits; what I want to hear from you is whether you think this is the right thing to do.”
The chaplain said, “I think it’s an excessive number.” So Colonel Grant stopped at 25.
As one of Team Little Rock’s Chaplain Corps it is both my privilege and calling to serve beside you during a time of war. The vision is clear, “Mission first and people always.” And our ministry is to the people.
19th Airlift Wing, chaplain
We carry no guns, yet U.S. Air Force chaplains are considered a force multiplier in the war theater.
Today in Iraq, Afghanistan and at home, the military expects its chaplains to meet the spiritual needs of today’s warfighters.
But it also recognizes the Chapel Corps’ importance in everything from counseling the hurting, encouraging the dejected and to being a leveling moral presence among the Airmen. Mixing faith and patriotism is a part of our higher call of duty.
In every war fought, there have been spiritual leaders who brought a message of hope and counsel to the men and woman in battle. Elisha the Prophet is one such leader. Today, we might call him a military chaplain. It was said that he had an ear for the voice of the Lord. He knew about the strategies and tactics of the Syrian army that had laid ambushes to destroy the Israeli army. Elisha was used of God to save the lives of the Israeli military repeatedly by revealing the enemy’s plans.
We continue to see U.S. Air Force chaplains answering the call of God to serve both God and country. Today, our chaplains stand with commanders, officers and enlisted alike, offering wisdom and insight that come from on high.
An outstanding illustration of the role and ministry of the chaplain comes to us from the Gulf War nearly 20 years ago. Gen. Ronald Griffith, former Vice Chief of Staff of the Army, and the commander of the U.S. 1st Armored Division in the Gulf War tells his amazing story regarding his unique relationship with his chaplain, Danny Davis, and the influence of prayer and God’s intervention in that historic war.
Although our military forces that fought in Desert Storm were the best trained and equipped of all armies that have ever fought, Gen. Norman Schwarzkopf and our generals feared there might be mass casualties and thousands of wounded men.
After a long extended staff meeting held by General Griffith in the desert prior to the invasion of Iraq, Chaplain Davis approached the general and asked for a private meeting with him.
Chaplain Davis asked, “General Griffith, what’s bothering you, Sir? I sense you are under a lot of stress and worried. I see it in your body language and hear it in your voice. Would you like to tell me about it?”
The general told him about his great concern for the men. The thoughts of having to send his men home in body bags to their moms and dads, wives and sweethearts and brothers and sisters tormented him day and night.
Chaplain Davis said to the General, “Sir, I have been talking with God. He has told me that the battle will not be long and drawn out. It will last only a matter of hours. You will not suffer mass casualties and injured men. The battle is not yours, but the Lord’s. Go to bed . . . get a good night of rest . . . be at peace.”
General Griffith said, “I sensed that God himself had spoken to me through my chaplain. I went to my tent, got into my bunk, fell asleep immediately and slept soundly for about four hours.”
What was the result? The war lasted only a matter of hours. There were only four casualties and 57 men wounded in the division. He continued, “I want to give God all the glory, and thank him for giving me a chaplain, a man of God, who hears from heaven.”
One sage from historical documents by the name of Solomon, wrote, “The right word at the right time is like a custom-made piece of jewelry.” (The Message translation).
The U.S. military chaplaincy was born of a combination of desire and need. As Gen. George Washington battled the British, he desperately wanted providence on his side. In order to ensure this, he reasoned his troops needed to be above reproach - and one way to ensure this was to have chaplains as a part of his team. Washington wanted chaplains to be religious leaders, but they were also to visit the wounded, take care of the dead, write letters home for Soldiers who couldn’t write and give discourses of a patriotic nature to keep the Soldiers from deserting. The chaplain became a very important link between the commander and the troops.
In the Civil War, their first duty was to advise the commander on the moral and spiritual health of the unit and then make any other suggestions for the happiness of the Soldier.
When Col. Ulysses S. Grant took command of the 21st Illinois infantry regiment, he had a Methodist chaplain, James Crane.
One day Colonel Grant ordered a Soldier to be tied to a tree and whipped for desertion. As they began to apply 50 lashes, Colonel Grant asked Chaplain Crane, “Chaplain do you think this is a good sentence?”
The chaplain said, “I don’t think it’s my place to say anything about that.”
Colonel Grant said, “No, it is your place. You need to advise me about whether what we’re doing is what we should be doing ... I know what the law permits; what I want to hear from you is whether you think this is the right thing to do.”
The chaplain said, “I think it’s an excessive number.” So Colonel Grant stopped at 25.
As one of Team Little Rock’s Chaplain Corps it is both my privilege and calling to serve beside you during a time of war. The vision is clear, “Mission first and people always.” And our ministry is to the people.
COMMENTARY>>Looking through the eyes of others
By Chief Master Sgt. Anthony Brinkley
19th Airlift Wing command chief
Today, I’d like to give you something to ponder that may help you better communicate and connect with those around you.
Often we find ourselves frustrated with others because we primarily focus on what’s important to us while not considering the focus of those around us. When you communicate with others, do you listen to refute or do you listen to gain a better understanding?
From the household to the battlefield, communication is the lifeblood of everything we do. Yet, I submit to you that if we tried to gain perspective of why people see things the way they do, our dialogue would be more productive. Things such as life experience, background or environment contribute to how each of us views the world. How much do you know about the people you communicate with?
Think about the times you have tried to communicate with someone and they can’t seem to internalize what you’re trying to say. The challenge is helping them see why you can view the same picture through different lenses. You bridge the understanding gap by investing time and patience in getting to know those around you better. I promise if you show an interest in seeing things through other’s eyes, they will begin to do the same for you.
Sometimes you listen with your ears, and sometimes you listen with your eyes through observation. Sometimes you listen through understanding the experiences of others because our experiences form the way we see everything around us. When people see you are genuinely trying to understand them, they will make more of an effort to understand you. As leaders, followers and teammates, we owe it to one another to build upon our diverse background and grow together by looking through the eyes of others.
Combat Airlift!
19th Airlift Wing command chief
Today, I’d like to give you something to ponder that may help you better communicate and connect with those around you.
Often we find ourselves frustrated with others because we primarily focus on what’s important to us while not considering the focus of those around us. When you communicate with others, do you listen to refute or do you listen to gain a better understanding?
From the household to the battlefield, communication is the lifeblood of everything we do. Yet, I submit to you that if we tried to gain perspective of why people see things the way they do, our dialogue would be more productive. Things such as life experience, background or environment contribute to how each of us views the world. How much do you know about the people you communicate with?
Think about the times you have tried to communicate with someone and they can’t seem to internalize what you’re trying to say. The challenge is helping them see why you can view the same picture through different lenses. You bridge the understanding gap by investing time and patience in getting to know those around you better. I promise if you show an interest in seeing things through other’s eyes, they will begin to do the same for you.
Sometimes you listen with your ears, and sometimes you listen with your eyes through observation. Sometimes you listen through understanding the experiences of others because our experiences form the way we see everything around us. When people see you are genuinely trying to understand them, they will make more of an effort to understand you. As leaders, followers and teammates, we owe it to one another to build upon our diverse background and grow together by looking through the eyes of others.
Combat Airlift!
TOP STORY > >Team Little Rock promotes 53 to major
The 2009 major promotion central selection board results were released Feb. 4. The selection rate for line officers in primary zone was 93.7 percent and the rate for above primary zone was 11.7 percent. The Judge Advocate General selection rate for in the zone captains was 95 percent while the above primary zone rate was zero percent. The promotion rate for the Chaplain Corps was 64.3 percent for in primary zone captains and 37.5 percent for those above the primary zone, however, Little Rock Air Force Base did not have any captains competing for major in this cycle. Those selected for promotion from LRAFB are:
19th Airlift Wing
Angela Ochoa
Suzanne Stephenson (Judge Advocate General)
19th Operations Group
Matthew Mihalick
Raul Ochoa, Jr.
Cory Waldroup
19th Operations Support Squadron
Christopher Allen
Sean Callahan
Matthew Campbell
Denny Davies
Scott Stone
30th Airlift Squadron
Jonathan Durham
John Malley
Keith Young
41st Airlift Squadron
Justin Diehl
Shawn Johnson
Thomas Sonne
Barry Weaver
Marc Woodworth 50th Airlift Squadron
Pedro Caetano
Steven Gregor
Sergio Saenz
53rd Airlift Squadron
Zan Sproles
61st Airlift Squadron
Douglas Curran
Michael Ueda
34th Combat Training Squadron
Bryan Cooper
Jeremy Patrick 19th Maintenance Operations Squadron
David Reilly
19th Force Support Squadron
Daniel Dahl
Sharon Gregory
19th Security Forces Squadron
Robert Shaw, Jr.
314th Airlift Wing
Sean Gagnon
314th Operations Group
David Lann
James Warren
48th Airlift Squadron
Dean Allen
Mark Harbison
62nd Airlift Squadron
Douglas Buchholz
John Fay
Johnpaul Kilker
Leonard Miller
Robert Peters
29th Weapons
John Hendrickson
Christopher Killeen
714th Training Squadron
Jason Fodor
45th Airlift Squadron
Jason Gray
Captains in-bound to Little Rock Air Force Base selected for promotion include:
Devin Cummings
Robert Cureton
Brian Huster
Jonathan Magee
Kevin Mandrik
Captains selected for promotion who have recently departed LRAFB but are still assigned include:
Stephan DeHass
Andrew Judkins
Joseph Nicholas
Ronald Nolte
There will be a promotion party on Thursday at 4 p.m. at the LRAFB Conference Center. All base personnel are invited to come celebrate the accomplishments of these promotion selectees.
19th Airlift Wing
Angela Ochoa
Suzanne Stephenson (Judge Advocate General)
19th Operations Group
Matthew Mihalick
Raul Ochoa, Jr.
Cory Waldroup
19th Operations Support Squadron
Christopher Allen
Sean Callahan
Matthew Campbell
Denny Davies
Scott Stone
30th Airlift Squadron
Jonathan Durham
John Malley
Keith Young
41st Airlift Squadron
Justin Diehl
Shawn Johnson
Thomas Sonne
Barry Weaver
Marc Woodworth 50th Airlift Squadron
Pedro Caetano
Steven Gregor
Sergio Saenz
53rd Airlift Squadron
Zan Sproles
61st Airlift Squadron
Douglas Curran
Michael Ueda
34th Combat Training Squadron
Bryan Cooper
Jeremy Patrick 19th Maintenance Operations Squadron
David Reilly
19th Force Support Squadron
Daniel Dahl
Sharon Gregory
19th Security Forces Squadron
Robert Shaw, Jr.
314th Airlift Wing
Sean Gagnon
314th Operations Group
David Lann
James Warren
48th Airlift Squadron
Dean Allen
Mark Harbison
62nd Airlift Squadron
Douglas Buchholz
John Fay
Johnpaul Kilker
Leonard Miller
Robert Peters
29th Weapons
John Hendrickson
Christopher Killeen
714th Training Squadron
Jason Fodor
45th Airlift Squadron
Jason Gray
Captains in-bound to Little Rock Air Force Base selected for promotion include:
Devin Cummings
Robert Cureton
Brian Huster
Jonathan Magee
Kevin Mandrik
Captains selected for promotion who have recently departed LRAFB but are still assigned include:
Stephan DeHass
Andrew Judkins
Joseph Nicholas
Ronald Nolte
There will be a promotion party on Thursday at 4 p.m. at the LRAFB Conference Center. All base personnel are invited to come celebrate the accomplishments of these promotion selectees.
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