Commanding an Air Force Squadron in the 21st Century: A Practical Guide of Tips and Techniques for Today's Squadron Commander - Leadership, Unit Cohesion, Morale, Inspections, Art of Command, Families
Nonfiction, History, Military, Aviation, United States
| Author: | Progressive Management | ISBN: | 9781310464386 |
| Publisher: | Progressive Management | Publication: | March 31, 2016 |
| Imprint: | Smashwords Edition | Language: | English |
| Author: | Progressive Management |
| ISBN: | 9781310464386 |
| Publisher: | Progressive Management |
| Publication: | March 31, 2016 |
| Imprint: | Smashwords Edition |
| Language: | English |
Professionally converted for accurate flowing-text e-book format reproduction, this unique book primer designed to accompany appropriate courseware in multiple Air University syllabi and to offer an accessible reference to those MAJCOMs who sponsor their own squadron commander pre-command courses.
This book does not espouse particular leadership or command duties and responsibilities. There are many excellent readings by very talented and more qualified people on those subjects. This book is not a scholarly effort - nor is it intended to be. It is an 'easy read' for those who are about to assume the intense responsibility of command. It is full of recent experiences and examples offered by those who have recently graduated from command. To be frank, this guide is an effort to allow the reader to learn from others' mistakes and successes. It is chock full of real life experiences and practical advice learned often by the seat of the pants.
INTRODUCTION * CRITICAL MONTHS * Introduction Before Taking Over * The "Art" of Command * The First Three Months (Before the Honeymoon's Over) * THE MISSION * Lessons of Leadership in Action * Command Relationships * Building Unit Cohesion and Morale * Formal Inspections * PEOPLE * Welcome * Key Personnel * Recognition Programs * Personnel Decisions * Ceremonies * Roles of Spouses and Families * COMMUNICATIVE LEADERSHIP * Commander's Call * "News of the Week" * Squadron Meetings * Routine Paperwork * E-Mail * THE GOOD, THE BAD, AND THE UGLY * The "Good" * The "Bad" * The "Ugly" * CATS AND DOGS * YOUR EXIT STRATEGY * Finishing the Job and Leaving in Style * Change of Command Ceremony
As you will discover, there were nearly as many different types of squadron command as there were commanders. Some had small squadrons (50-100 personnel) and some had large squadrons (400-600). Some had detached units (recruiting squadrons) and some had traditional home-based units (maintenance squadrons). Some had squadrons that experienced heavy Operations Tempo (OPTEMPO) issues and multiple deployments (fighter squadrons) while others commanded in-garrison units with their own unique challenges (support squadrons). Each commander dealt with specific issues unique to his or her squadron, and many faced common challenges. Capturing the most valuable of these experiences on paper is the objective of this work.
One common critique made by almost every officer interviewed was that although most of our Air Force's major commands now have a formal course for soon-to-be squadron commanders, the courses are often too short and too broad to handle many of the issues you'll face as a commander. Understandably, they cannot teach you how to cook because there's no cookbook for the countless different issues you may face. (The most challenging areas for new commanders are often the most overlooked. For example, personnel issues will take between 50 and 90% of your time as commander, depending on the scope and responsibility of your tenure. Yet management of personnel issues is the least often taught and most often misunderstood challenge of command.) Your rise to command is the result of your past superior performance in your area of expertise, and the Air Force's belief in your potential for greater responsibility. The depth of today's issues requires an insight uncommon to our normal upbringing. The commander's training school effectively focuses on the extremes of common issues. They do not, and arguably cannot, touch every subject.
Professionally converted for accurate flowing-text e-book format reproduction, this unique book primer designed to accompany appropriate courseware in multiple Air University syllabi and to offer an accessible reference to those MAJCOMs who sponsor their own squadron commander pre-command courses.
This book does not espouse particular leadership or command duties and responsibilities. There are many excellent readings by very talented and more qualified people on those subjects. This book is not a scholarly effort - nor is it intended to be. It is an 'easy read' for those who are about to assume the intense responsibility of command. It is full of recent experiences and examples offered by those who have recently graduated from command. To be frank, this guide is an effort to allow the reader to learn from others' mistakes and successes. It is chock full of real life experiences and practical advice learned often by the seat of the pants.
INTRODUCTION * CRITICAL MONTHS * Introduction Before Taking Over * The "Art" of Command * The First Three Months (Before the Honeymoon's Over) * THE MISSION * Lessons of Leadership in Action * Command Relationships * Building Unit Cohesion and Morale * Formal Inspections * PEOPLE * Welcome * Key Personnel * Recognition Programs * Personnel Decisions * Ceremonies * Roles of Spouses and Families * COMMUNICATIVE LEADERSHIP * Commander's Call * "News of the Week" * Squadron Meetings * Routine Paperwork * E-Mail * THE GOOD, THE BAD, AND THE UGLY * The "Good" * The "Bad" * The "Ugly" * CATS AND DOGS * YOUR EXIT STRATEGY * Finishing the Job and Leaving in Style * Change of Command Ceremony
As you will discover, there were nearly as many different types of squadron command as there were commanders. Some had small squadrons (50-100 personnel) and some had large squadrons (400-600). Some had detached units (recruiting squadrons) and some had traditional home-based units (maintenance squadrons). Some had squadrons that experienced heavy Operations Tempo (OPTEMPO) issues and multiple deployments (fighter squadrons) while others commanded in-garrison units with their own unique challenges (support squadrons). Each commander dealt with specific issues unique to his or her squadron, and many faced common challenges. Capturing the most valuable of these experiences on paper is the objective of this work.
One common critique made by almost every officer interviewed was that although most of our Air Force's major commands now have a formal course for soon-to-be squadron commanders, the courses are often too short and too broad to handle many of the issues you'll face as a commander. Understandably, they cannot teach you how to cook because there's no cookbook for the countless different issues you may face. (The most challenging areas for new commanders are often the most overlooked. For example, personnel issues will take between 50 and 90% of your time as commander, depending on the scope and responsibility of your tenure. Yet management of personnel issues is the least often taught and most often misunderstood challenge of command.) Your rise to command is the result of your past superior performance in your area of expertise, and the Air Force's belief in your potential for greater responsibility. The depth of today's issues requires an insight uncommon to our normal upbringing. The commander's training school effectively focuses on the extremes of common issues. They do not, and arguably cannot, touch every subject.
