Budget

In the past few months we all have witnessed a real transformation ... the way America fights wars and defends itself. Operation IRAQI FREEDOM (OIF) and continuing efforts of Operation NOBLE EAGLE (ONE) and Operation ENDURING FREEDOM (OEF) showed America's conviction, dedication, and leadership in making the world safer. During this period, we also showed the world that, even in transformation, the Air Forces' core values of integrity first, service before self, and excellence in all we do, still ring true. These values are at the core of our FM profession. During this time, we eagerly stepped up to the challenges of pushing much needed resources to the men and women fighting for freedom. They deserve our support and we came through. Your efforts were remarkable and I salute you.

For this edition of the magazine, I decided to veer off from the normal budget update provided in the past. By no means am I neglecting the hard work you have done during this time. In fact, there remains much to do to include funding for the sustainment and reconstitution of our forces, but I wanted to focus on an enabler that ensured our success before we even got started--leadership. As I stated above, success of recent events did not come by accident. Thousands of people from every functional discipline played a vital role in achieving our objectives. In every discipline, leadership was the cornerstone of success. To this end, I want to share several points on leadership. I briefed these points at this year's ASMC PDI in New Orleans and wanted to share them with the entire FM family. There are 12 in all with no significance to the order. During my 30 years, I found these principles hold true in any situation.

* Keep your eye on the target. Focus, focus, focus. Stay focused on your objective in every situation. Being focused allows you to screen out unrelated and distracting issues that try to creep in.

* They, who do their homework, win. Making a good decision requires research, playing the devil's advocate, and seeking out pros and cons. Time is required to do this, and in our line of work that is hard to come by. But, exercising good time management will enable you to do the required legwork and therefore, come up with a solid recommendation or decision.

* The toughest word in the English language is Yes. Telling someone yes equates to action on your part. A commitment that you will do something. It is much easier to say no. But remember, as a good friend once told me, we are in the solution business. That motto transcends the normal bureaucracy and gets you thinking positively about your role as a support agent. Start thinking how it can be done before you point to obstacles or perceived workload challenges you will encounter by helping.

* New ideas, like planting a tree, must be given time and nurtured so they can grow and bear fruit. Change can be challenging. Patience is the key. New ideas and change can only be effective when there is a clear understanding of how current practices are done. Leaders must completely understand the purpose, function, and mission of an organization before jumping in with new ideas. To paraphrase Mr Henry Mintzberg's Managing Quietly; if you want the imagination to see the future, then you better have the wisdom to appreciate the past. Show me a leader who ignores yesterday, who favors the new outsider over the experienced insider, the quick fix over steady progress, and I'll show you a chief executive who is destroying an organization.

* Don't lose your temper--unless you plan to. Personal and professional control is essential. When it comes to emotions in the workplace, ensure your desired effect is translated.

* All decisions should be able to stand the Sunshine Test. Any decision can be subjected to second guessing. Decisions should be based on all pertinent information available. Surpressing information to get the desired result will always come back to haunt you and compromise your integrity. Always be up front and open, because eventually the light will shine on you.

* Ego is the number one facilitator and at the same time, detriment to mission accomplishment. Personalizing your work can be a double-edged sword. Great things come from those who take ownership and responsibility. Problems occur when personal ambition or glory gets ahead of the target objective and team efforts.

* Work your boss's boss problems and you won't have any problems. Think ahead, not only in tasking but also in anticipation of your supervisor once removed. Taking a strategic look at the organization and the second and third order of effects will allow you to see the boss's concerns. Understanding your boss's boss allows you to keep your boss worry free.

* Self-confidence and motivation are 95% of any great endeavor. Self explanatory.

* Apply overwhelming combat power on the point which will have the most effect. Devastate the task. Apply maximum effort and resources, if possible, on your critical task. Results: clean, quick, accurate kills.

* Study your profession--especially biography. The old adage knowledge is power is true.

* Don't take yourself too seriously, but do take your job seriously. A fun office is a productive office. There is enough pressure doing the job, so have as much fun as you can.

In my years, I have found that good leaders walk-the-walk. Any one can talk about good leadership principles, but actions are what set good leaders apart. As always I am proud to wear the FM badge. Your dedication is inspiring. Keep up the great work you do. Remember that vision without resources is an illusion.

COPYRIGHT 2003 U.S. Air Force, Financial Management and Comptroller
COPYRIGHT 2003 Gale Group