Leadership, people skills 101 Published July 13, 2006 By Col. Wille Cooper II 512th Maintenance Group commander DOVER AIR FORCE BASE, Del. -- Healthy relationships are critical to our success. Make no mistake about it, “what we do” is all about relationships, not programs. Programs without relating to people are simply books and binders on someone’s shelf collecting dust. Programs should never be developed to eliminate or neutralize the human element. In our institution we have many programs that were created to provide guidance, substance and establish policy in a plethora of areas. You and I are expected to lead and manage those programs effectively. We have even established reward systems designed to recognize our high achievers. It is rather easy for us to simply “fill a square,” place a check mark in the block marked “complete” and walk away knowing that we have met the minimum requirements. If something goes array we can actually stand in amazement and wonder how could someone come along and screw up something that was previously addressed. “So,” you might ask, “what’s the big deal?” The big deal is that you and I work with people. We say people are considered our most valuable asset. They are people who have both ideas and emotions. People who, in general, look for job satisfaction and the fulfillment they are contributing to a worthy cause. They are people who, in some intangible way, must be able to “touch and identify” with their leaders. People need relationships and not just programs. What can you and I do to bridge the two? We can heighten our awareness in very specific ways of what others around us are doing. Get up close and personal with your people Do you know what’s important to the people that are closest to you? Do you know the names of their children? Developing strong relationships begin with knowing the needs of the other person. Your people will notice! Don’t lead from behind a desk Leave your comfort zone. When people enter your office, do you always talk to them from “behind your desk,” or do you move from the desk to an area where both of you can sit down and talk? Are you great at passing notes to people or are you comfortable talking to them one-on-one or in groups? Does everyone have to come see you or do you frequent the areas where your people work? Here’s a better one, can you walk around to visit those you supervise “without an escort of bodyguards?” Your people will notice! Engage, Empower, and Release We must continually trust our people and not consider them “third parties” to our own success. There is an easy test. If you are using words like “they” and “those people” when discussing your people, you have effectively separated your identify from theirs. Your people notice. Engage with your direct reports to ensure that everyone knows the mission of the organization and their responsibilities to make it happen. Empower the members, individually and collectively, to do the work. Don’t forget to provide the required resources here. People move up, people move laterally, and people eventually move out. You must continue to release qualified people to do the work. This is easier said than done, but history shows us that “those closest to the action have the best view, also.” The fruit of a healthy relationship is that you will both know and care for your people. They, in turn, will do the same. Your people will notice!