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Commander's Corner Archive

  • Lt. Col. Andrew Katz, 47th Operation Support Squadron commander, talks about gaining a new focus, taking initiative, and how innovation can be simple. In his squadron, he says, “If you touch it, you own it,” and he encourages his people take ownership of problems in their work centers and provide ground-breaking solutions. (Courtesy photo)

    Search for Initiative and Ownership

    When Gen. David Goldfein became Chief of Staff of the Air Force in mid-2016, he called squadrons the “beating heart” of the service and promised his first year as chief would focus on revitalizing the squadron, as the core-fighting unit of the Air Force. Now, with this new focus, it’s critical for one to dig deeper to discover the root of this shift in mindset— generating initiative and ownership.
  • Maj. Delwyn Campo, 47th Logistics Readiness Flight commander, stands in the foyer of the LRF building at Laughlin Air Force Base, Texas, Dec. 4, 2018. In this edition of the "commander's corner," Maj. Campo uses the metaphor of eating proverbial frogs to illustrate ideas of mental toughness and resilience.

    Commander's corner: eating frogs for a living

    When I think about leadership and what attributes make a good leader, there is a laundry list I come up with; however, mental toughness is what stands out. There may be many factors on how one achieves or cultivates mental toughness, but at its core, achieving this skill starts with making a deliberate concerted choice each and every day to eat the proverbial frog.
  • Chief Master Sgt. Jodi Epps, 47th Operations Group superintendent, removes the blindfold to reveal the whole mission through the analogy of an elephant. Epps emphasizes the importance of everyone’s part in the mission at Laughlin Air Force Base, Texas, even if it isn’t clear what that part may be. (U.S. Air Force photo by Airman 1st Class Anne McCready)

    Laughlin’s Elephant

    Many years ago several people were blindfolded and taken to the same location, their hands were placed on the same item. They were asked to identify what the item was. Each of them, based on their perspective, described a different item. One described touching a tree trunk, one described a wall, one a rope and another a snake. Remember, each was touching the same item.
  • Maj. Matthew McGinnis, 47th Security Forces Squadron commander, provides insight on how proper preparation places one in a position to seize any opportunity. "More often than not, being in the right place at the right time wasn’t an accident," McGinnis said. "You were in the right place because you worked hard and put yourself there." (U.S. Air Force photo)

    Commander’s Corner: Get out there and go get it!

    An obvious trait I see in successful people is their ability to recognize opportunity and act on it. Success usually doesn’t come by sitting back and waiting for it to come to you. Opportunity may present itself Being in a leadership position in the Air Force has allowed me to watch opportunity play out. Some people look at an opportunity and watch it fly right by and wonder later why nothing good ever happens to them. Other people pounce when opportunity shows itself. to you or you may have to seek it out, but once it comes, you have to have the fortitude to seize it and do something with it.
  • Chief Master Sgt. Ronald Harper dives into his perspective on opportunities in the Air Force. "From visiting 19 countries, to being the first in my family to receive a college degree, to achieving the rank of chief master sergeant, I never thought that this skinny little kid from Vardaman, Mississippi, would have experienced the things that I have throughout my career," Harper said. "So stay on the lookout for those doors of opportunity, and when they open don’t be afraid to step through them." (U.S. Air Force photo by Senior Airman Benjamin N. Valmoja)

    Commander's Corner: Doors of Opportunity

    I am often asked, “Chief, what was the secret to your many achievements throughout your career?” To which I would respond with, “doors of opportunity,” which is not a secret. Former Chief Master Sgt. of the Air Force Robert Gaylor has been quoted saying that one of the keys to being successful is to take advantage of the opportunities when they come along. This is exactly what I was able to do, and the main reason that I joined the Air Force.
  • Lt. Col. Keith Shearin, 96th Flying Training Squadron commander, goes into the role of a Citizen Airman in Laughlin's big picture. "Regardless of the reservist’s status or background, the 96th FTS is proud to contribute to Laughlin’s total force unit," Shearin said. "Our Total Force Integration reinforces the base’s mantra 'We are Laughlin.'"

    Commander's Corner: Memoires from an AF Reserve Commander

    In 1998, the 96th FTS was reactivated at Laughlin AFB as the first Air Force Reserve unit to employ all three pilot training airframes (T-37, T-38, and T-1) as part of an integrated initiative supporting Undergraduate Pilot Training. Today, experienced and seasoned Citizen Airmen from the squadron serve side-by-side with their active duty counterparts instructing students in all three Laughlin airframes: the T-6, T-38 and T-1.
  • Lt. Col. Bryan Foley, 85th Flying Training Squadron commander, goes over his montra for squadron strength. "In any high-performing organization, especially one dedicated to instruction or training, personal relationships and technical credibility form cornerstones to success," Foley said. "At every unit all-call, and upon meeting any new squadron member, I emphasize a three word mantra aimed to focus efforts on building credibility and strengthening relationships – Respect, Connect, Correct."

    Respect, Connect, Correct: A Simple Mantra for Squadron Strength

    In any high-performing organization, especially one dedicated to instruction or training, personal relationships and technical credibility form cornerstones to success. At every unit all-call, and upon meeting any new squadron member, I emphasize a three word mantra aimed to focus efforts on building credibility and strengthening relationships – Respect, Connect, Correct.
  • Col. Charlie Velino, 47th Flying Training Wing commander, speaks on what "We Are Laughlin" means, and why Airmen should take ownership of their Air Force. "It’s easy to gripe about the Air Force, gripe about Air Education and Training Command, and definitely to gripe about Laughlin," Velino said. "But when we own it, when we make it ours, one, it gets harder to gripe, and two, we want to make it better." (U.S. Air Force photo by Senior Airman Benjamin N. Valmoja)

    Commander's Corner: Together...We Are Laughlin

    Hopefully by now you’ve heard me say it. ”We are Laughlin!” Sure, every now and then I get the “Da---Da-Da---Da---Da-Da-Da” (think Farmers Insurance commercial), and I’m okay with that. But more often than that I get a more serious question, “What does it mean?” Or better yet, “So what?” Both are fair questions, and hopefully after hearing what “We are Laughlin” means to me, both will be answered.
  • Chief Master Sgt. George Richey, 47th Flying Training Wing command chief, speaks on the importance of feedback in the Air Force, July 3, 2013. "Your feedback is a critical component to making Laughlin better," Richey said. "After all we are talking about making your mission better, making your resources better and making your base better because you are Laughlin!"

    Importance of Feedback

    The impact of feedback, both positive and negative, should not be underestimated. Every day, I talk to our Airmen – our officers, our enlisted, the hundreds of civilians, and the many family members who call Laughlin home – about their experiences here at the base. Not surprisingly, people have unpleasant experiences from time to time.
  • Lt. Col. William Notbohm speaks on leadership practices necessary for overcoming obstacles as he transitions out of command at Laughlin Air Force Base, Texas, June 21, 2018. Notbohm will be moving on to the next part of his career, which is attending professional military training at Maxwell Air Force Base, Ala. (U.S. Air Force photo/47th Flying Training Wing Public Affairs)

    Commander's corner: Foul-weather leadership

    Perhaps our ability to lead in difficult times is what matters most in command, or in general, leadership. Most people can probably do well in fair weather; you know the type – they show up to work on time, smile, get along with others, and report good metrics when everything is going well. But how do they (how do you) react during those seemingly intractable problems or unexpected crises?
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