Commentary -- THEY!

  • Published
  • By Chief Master Sgt. Samuel Johnson
  • 47th Security Forces Squadron superintendant
LAUGHLIN AIR FORCE BASE, Texas --  A vital part of Team XL's 2030 vision is "to create a world class installation where Airmen, civilians, contractors and their families thrive in an atmosphere of teamwork, mutual respect, and trust". As I look back over 26 years of service, I can recall a time when "teamwork, mutual respect and trust" were second nature to the military family. How is that? Well, the answer is simple...THEY demanded it!

Let me begin by saying...THEY were NO JOKE and everyone knew when THEY were in the area. When it came to teamwork, THEY issued the commander's intent in the format of task, condition and standard, and demanded you git 'er done! THEY didn't believe in micro-management, but THEY did follow-up. "Trust, but verify Airman"! You better believe THEY meant it. Teamwork was defined as forward progression resulting from a body of motivated Airmen consisting of a leader and a disciplined group of followers. Neither role was more important than the other. A leader should never forget where he came from and followers must work without complaining.

Mutual respect was a common theme THEY looked for in the work environment..."treat others as you want to be treated". THEY would do wall-to-wall counseling with those that refused to toe the line of mutual respect. THEY held you accountable with a butt chewing, paperwork, painting white rocks white and my personal favorite...painting green grass green. How did THEY know which punishment to use? THEY believed that each supervisor had a tool box full of attitude adjusters. A seasoned supervisor had the Judgment, Experience and Training (JET) to know which tool could correct behavior as well as the JET to know which tool would break the Airman, causing combat ineffectiveness. THEY would assist supervisors with tool selection. I must say...THEY allowed the young supervisors to make mistakes to promote growth.

Finally, trust. If THEY were given reason not to trust you, there was truly going to be some furniture moving during that counseling session. THEY shouted the Core Value of Integrity First, and went on and on about if THEY couldn't trust you, THEY didn't need you in the uniform! Airmen were mentored to be trustworthy and were told to trust in their leadership and the decisions made by them. Non-commissioned officers lived by the "Go North, Go South" theory. THEY taught NCOs the importance of gaining the respect of their officers. Respect was critical to the "Go North, Go South" theory. For example...when behind closed doors, one on one with the commander, and a decision is made to go North, but the NCO doesn't agree, he explained to the commander why the unit should go South. If the commander refused to change his intent, the NCO gave one last push, deriving reasons from his JET. If the commander's intent is still to go North and advises of his final decision, the NCO departed the room and carried out the commander's intent as if the NCO himself had dreamed of that intent, knowing the commander trusted him to do so.

In order for Team XL to meet our 2030 vision, "to create a world class installation where Airmen, civilians, contractors and their families thrive in an atmosphere of teamwork, mutual respect, and trust", we must ensure THEY are on board the train chosen as our mode of transportation. The train has departed the station. Where are THEY? Usually THEY are disguised as nominees for Airman, NCO, Senior NCO, company grade officer or civilian of the Quarter. THEY can also be found as the informal leaders in your unit. Have you seen THEY? Are any of you THEY? I Am THEY!