Solve problems for your boss Published June 15, 2010 By Col. Stephen N. Whiting 21st Space Wing commander PETERSON AIR FORCE BASE, Colo. -- A few years ago I was fortunate to be the director of the Joint Space Operations Center at Vandenberg Air Force Base. One of the primary responsibilities of JSpOC is to create space situational awareness by fusing space surveillance data, intelligence, status of friendly space forces, and space weather to provide decision-quality information for U.S. Strategic Command regarding its joint space systems. Over the last several years, this requirement has been stressed during high-profile space events such as missile tests, satellite close conjunctions and collisions, and the orbital re-entry of an errant U.S. satellite in which the commander of USSTRATCOM directed the capability for "real-time" or "near real-time" SSA using sensors and C2 systems not originally designed for such functionality. Clearly understanding what the combatant commander's requirements were for these operations, the men and women of the 21st Space Wing developed new operational tactics, techniques, and procedures to maximize the capability of our various space surveillance sensors to detect these high-profile events, while also minimizing the reporting timeline back to JSpOC. Additionally, smart communications professionals at JSpOC developed a collaborative tool for pushing information to USSTRATCOM and other headquarters that created a near-instantaneous and collective SSA. Ultimately, this enabled national-level decision making as the events unfolded, rather than the hours, days, or weeks traditionally required for forensic review. Interestingly, both the development of new TTPs and the creation of the collaborative tool were "ground up" innovations in response to a clear need expressed by the chain of command. This story is just one small example of something you have probably experienced dozens of times in your career. That is, personnel at the lowest levels solving problems for their bosses using innovative solutions. So, ask yourself the following questions: - Do you know what problems your boss wants or needs solved? - Are you actively working to solve these problems? - Are you working to resolve these problems at your level? One of the benefits of my job is that I have the privilege of speaking to every Airman Leadership School class. Knowing that many of the students will soon take on formal supervisory responsibilities in their unit, I challenge them to be a problem solver for their boss. This may seem obvious, yet it's a good reminder for our future frontline supervisors to work their boss's agenda and resolve problems at the lowest possible level. Unfortunately, without the mindset to take the initiative to find and forward solutions, leaders can simply become "problem delivery devices" for their bosses. Foundational to solving problems for your boss is knowing what his or her mission, priorities, and challenges are. Empowered by this knowledge, you can align your efforts and those of your team to your boss's endeavors. Additionally, communicate this alignment to your team so that they understand the issues you need their creative ideas to resolve. As I have seen over and over again, the best and most innovative solutions come from those closest to the problem. As you work your boss's problems, collaborate with others at your level in your organization and those in supporting units. Keep your boss informed and, if resolving the problem requires going to a higher level, request support from your chain of command. Solving problems at the lowest level offers the opportunity for increasing the quality of solutions, while also taking issues off your boss's plate. As I experienced at JSpOC while conducting the SSA mission and here at the 21st SW on a daily basis, our people and units will never fail to surprise us with their ingenuity when they clearly understand what is needed.