Successful leadership begins with being yourself Published Feb. 2, 2010 By Col. Stephen N. Whiting 21st Space WIng commander PETERSON AIR FORCE BASE, Colo. -- "It takes courage to grow up and become who you really are." ~E.E. Cummings "Feedback is the breakfast of champions." ~Ken Blanchard If you ask a group of Airmen why they joined the Air Force, you will frequently hear they wanted to learn leadership skills. Further, the vast majority of Airmen aspire to become formal leaders, whether that means becoming a front line supervisor, an officer in charge, or possibly a first sergeant, superintendent, or commander. This call to leadership is embodied in the Airmen's Creed, "I am an American Airman; wingman, leader, warrior." One of the strengths of the Air Force, along with the other services, is that we entrust very young and talented Service Members with a high degree of responsibility early in their careers. For many of our enlisted Airmen, this means they will achieve the rank of senior airman, attend Airman Leadership School, and become formal supervisors in their first enlistment. For officers, many will take on supervisory responsibilities shortly after their commissioning, and then rise to the position of flight commander as a young captain. One temptation some Airmen face as they become a formal leader for the first time, or as they rise to increasing levels of responsibility, is to change who they are to effectively undertake their new role. This mistaken notion can lead new Airmen leaders to try to adopt leadership styles inconsistent with their personalities. Whether they try to adopt a General Patton style, the style of Gunny Sergeant. Hartman from Full Metal Jacket, or the style of Gen. Frank Savage from Twelve O'Clock High, the problem with this approach is that these styles are normally not in harmony with their personalities. In other words, these Airmen are trying to be someone they are not. And to be sure, this is a recipe for failure in leadership. Instead, formal leaders need to be themselves. This starts with a cognizant recognition by Airmen, whether enlisted or officer, that they have been selected for a leadership role based on the record they have earned by being themselves. Their successes and achievements were all made possible because of the unique blend of skills, strengths, and personality they possess. Of course all successful leaders must exhibit integrity, character, loyalty, and a commitment to the mission as the baseline for military leadership, but each individual Airman should approach their leadership position based on their own unique personal strengths and talents. Trying to be someone else simply won't work over the long-term. While leaders must be themselves to be successful, they also should have a feedback loop to know when adjustments are needed in their leadership style. This loop should include the feedback provided by their boss, as well as input from peers, senior advisors, mentors, and subordinates. Even for the most natural of leaders, specific leadership techniques can constantly be enhanced to better communicate with subordinates, fulfill the mission, and inspire the unit. None of us are ever too accomplished or experienced to stop improving as leaders, so we must consciously look for feedback on how we can improve. So, be yourself as a leader, and have a feedback loop. Have confidence in your Air Force leadership training, as well as your natural abilities. You've made it this far, and you wouldn't have been selected for a leadership role if you weren't ready. Lead well!