Bringing out the best Published March 8, 2010 By Col. Nina Armagno 21st Operations Group commander Colorado Springs, Colo. -- Leaders: from supervisors of one to supervisors of thousands, I ask you this -- how do you bring out the best in a person? It begins with believing there's some best to be brought out. It begins with believing in the potential of that person, that group of people, that organization of people. Airmen: from E-1 to O-6, what motivates you to do your best? What makes you perform at that next level? There is something internal, I'm sure. But you want to be trusted, respected, and, most importantly, believed in. Gen. George Washington knew how to motivate his troops; how to bring out their best. For him, it began with believing in them. During the American Revolution, the scene was muddy, rainy, snowy, and very cold (our weather flight would call it a wintery mix). His Army had not been paid for months and their enlistments were up. They were in dire need of new uniforms, weapons, supplies...and paychecks. Yet they were all he had, and the general had to find a way to get them to re-enlist. According to Richard Brookhiser, author of "George Washington on Leadership," General Washington spoke to his troops on the battlefield. He said, "My brave fellows. My brave fellows, I ask you to re-enlist. My brave fellows, fight." Why was this speech so powerful and why did it work? Why did General Washington's soldiers re-enlist, fight, and go on to win the Revolutionary War? It is because General Washington turned his attention back to his audience. He showed them their responsibility to re-enlist and to fight. He showed them their own power. According to Brookhiser, "he gets them to be brave by telling them they are." By believing so passionately in his troops, he was able to reach further and look deeper into them - and bring out their best. We have modern-day examples of this powerful leadership around our own wing: Col. Emily Buckman brought out the best in the thousands of men and women of the 21st Mission Support Group by believing in them. She empowered her "heartbeat" Airmen, and they responded in spades: astounding operational readiness inspection results, a stellar report card on a recent environmental inspection, and the coup de grace: winning the General Curtis E. LeMay Award for best service organization in the Air Force! Col. John Sell is getting ready to bring out the best of the 21st Medical Group. In preparation for the Health Services Inspection and Accreditation Association survey, "who's that troop - Med Group" has been working hard. I've personally heard Colonel Sell say, "We're ready" and "we've got it." There's no hesitation in his voice: Colonel Sell believes in his troops. He empowers them by believing in them...and we will soon see them accredited by giving their best effort and expertise. There are countless examples of individuals, and teams of individuals, who are empowered by knowing that someone believes in them. You see it in your own work place: a non-commissioned officer sees potential in an airman first class, and gives him one more chance to prove himself. A few months later, that Airman earns another stripe. A major believes in a captain enough to give him more responsibility and a chance to compete for weapons school. A few months later, that captain earns his patch. A section or flight is given a project or task to solve a complex problem. A few months later, they win the Golden Knight Award. Some of you might have to look a little deeper to bring out the best in your Airmen. It's true. But the deeper you look, the further you reach - just as General Washington took the time to do - the greater the reward you'll find.