For A Limited Time Only

  • Published
  • By Maj. Rich Branson
  • 436th Aircraft Maintenance Squadron commander
DOVER AIR FORCE BASE, Del. --  I keep a small handwritten quote by poet Stephen Grellet close by and found myself reflecting on its charge over the Thanksgiving holiday.

Grellet said, "I expect to pass through this world but once; therefore any good thing that I can do, or any kindness that I can show to any fellow-creature, let me do it now; let me not defer or neglect it, for I shall not pass this way again."

I cannot remember when I wrote this down, but it has served as a constant reminder of the limited time we have to play a positive role in the lives of others. As leaders, this role is even more critical, especially when considering the three significant questions followers ask of those chartered with their stewardship.

The first question leaders must be accountable to is caring for those entrusted to them. "Do you care about me?" is a pinnacle question in a follower's mind. For leaders at all levels, this comes down to a desire to help others grow and succeed.

We demonstrate caring through knowing our people well enough to know when something is a bit out of kilter and having the connectedness to open up conversation on a deeper level. The simple act of asking one of your folks what's on their mind tells them immediately that: 1) I know you; 2) I know you well enough to know when something is not right; and 3) I care enough to see how I can help. Coupled with this aspect is the willingness to listen to them once they do open up.

Too often we're hurried throughout our day and fail to take the needed time to just listen, opting instead for quick interactions and proposed solutions that often leave others with a sense of dissatisfaction and neglect. Many have an open door policy. I'd ask how many have an open ear policy and use it well?

Lastly, demonstrating a true belief in the talents and contributions of our people as well as having the candor to honestly assess and guide those talents are critical components to infusing a sense of caring into our folks. Although it is wonderful when the people believe in their leaders, it's even more so when leaders believe in their people.

The second charge leaders are vested with is helping our folks. "Can you help me?" resonates strongly with many people as they look to grow and advance in scope and responsibility. This is a matter of equipping those we lead with the knowledge and skills needed to perform their jobs well.

A good start is ensuring people are doing the right things. Many organizations are riddled with remnants of legacy policies, outdated rule sets and bad norms that hamper our team's ability to effectively get the job done. Beyond inducing drag on the mission, it increases the stress on those entrusted with getting the job done. As leaders, we should keep vigilant on opportunities to reduce such churn and prioritize the workload appropriately within our areas of responsibility. Outside of that scope, we do have the ability to partner and improve cross-organizational practices that will serve to help our folks and the overall mission.

Secondly, leaders should ensure people see where they physically fit in our organization's vision. Quite often folks understand the job they do without having a broader insight into how that role propels the overall mission forward. Such an understanding provides an avenue for developing the person's potential for meeting tomorrow's challenges while harnessing the energy and passion of today's job.

Accomplishing these actions will serve to put folks in a position where they can win, the surest demonstration of helping folks. Whether it is a job well done, mission effectiveness, awards and recognition or promotion, putting people in winning situations and cheering such victories is a key component in a leader's toolkit. When small wins snowball into bigger wins and this develops into a pattern, an infectious positive attitude permeates throughout the entire organization making everyone better.

Third, and most importantly, followers want to know if they can trust their leaders. There have been reams of paper spent on this, so just the basics here. The bottom line is accountability. People need to see that there is no duplicity in what we do and what we say as leaders. Such consistency must be lived out in all environments: work, home, social, etc. With consistency and accountability those being led can entrust their best efforts to us.

Writer John Ortberg summarizes this best."Trust is what holds the world of personal relationships together. When I trust you, I take a little piece of myself. My stuff, my time, my money, my heart, and put it in your hands. And then, I am vulnerable. Then you respond, and I find out whether you are trustworthy and dependable."

Every day, in each action, we either add or take away some measure of trustworthiness in our interactions with others. As leaders, or better yet as Airmen, maintaining a zealous vigilance on integrity and avoiding even the perception of impropriety is a keystone to successful relationships, be it between people or organizations.

Organizations are continually shifting and time with others can be incredibly short. For leaders throughout the organization, the ability to have a positive impact on the lives of those following is an incredible gift and one many do not get the chance to experience.

Taking Grellet's thought to heart we can ensure that followers know that we care about them, wish to see them improve and that their leaders are worthy of their trust.

Remember, "Any good thing that I can do, or any kindness that I can show to any fellow-creature, let me do it now." Have a wonderful holiday season.