In leadership, interpersonal relationships matter Published Dec. 8, 2009 By Col. Stephen N. Whiting 21st Space Wing commander PETERSON AIR FORCE BASE, Colo. -- In the 21st Space Wing, Airmen of all ranks - both military and civilian - are our most precious resource. Whether ensuring we are always mission ready to execute Combatant Command taskings, providing superior support at our six installations for our own missions and those of our mission partners, developing and deploying our people, or emphasizing continuous compliance and improvement, our Airmen are the driving force making it all happen. It's no surprise then that effectively using our most precious resource is all about leadership. And in leadership, interpersonal relationships matter. Now as you read what I have just written, that interpersonal relationships matter, I don't want you to get the wrong impression. I'm not saying that to be an effective leader you have to treat everyone with kid gloves or strive to be liked. That form of leadership is sometimes called "likership," and its dangers have been well written about in this space in recent weeks. What I'm talking about are effective interpersonal relationships built upon fundamental tenants. These tenants are: · All Airmen are due respect. From our highest ranking generals to our lowest ranking Airmen to our civil servants of all grades, all have willingly agreed to serve their nation during a time of war. Public service remains a noble profession, and volunteering to serve in the profession of arms is something for which all Airmen should be thanked. Throughout its history, the Air Force has relied on young men and women to freely choose to join the Long Blue Line that stretches from today back to our service's founding in 1947...and even further back into our days in the U.S. Army dating to the time of the Wright Brothers. Today's Airmen are brave, committed, smart, and tough and we couldn't perform our mission without them. · All Airmen have worth. No matter what job they perform, no matter what rank they are, no matter where they are assigned, all Airmen are equally valuable to our mission. The Air Force mission is to fly, fight, and win in the air, space, and cyberspace...and each and every Airmen contributes to it. · All Airmen are part of the Air Force team...and we are a team that takes care of our own. Even Airmen that require disciplinary action are one of us, and we will take care of them until they are discharged out of the service. Our retirees and our family members are also part of this team, and they will be taken care of as well. · In the long run, fear, ridicule, and sarcasm are unsustainable leadership styles. Yes, a proverbial swift kick in the pants is necessary at times, but even that temporary approach should always preserve (or seek to restore) the dignity of the Airmen on whom it is being applied. · All Airmen are free to rise or fall based on their own merits and their dedication to the mission. No one should be held back or accelerated in their careers because of race, religion, sex, national origin, or creed. Many of our fellow Americans have devoted their lives (or even given their lives) over the years to ensure we don't arbitrarily discriminate based on these factors...and our interpersonal relationships must be faithful to these heroes who have gone before us. Unfortunately, our culture often glorifies the stereotypical "bull in the china shop" leader who breaks all the glass around himself or herself, and doesn't care who is left standing in the end. These are people who "burn the bridges" behind them and make problems and issues related to their duties personal rather than professional. While this type of leader frequently appears in popular entertainment, my experience is that this type of leader is not prevalent in the Air Force, does not have effective interpersonal relationships, and their unit and their mission will eventually be the ones to pay the toll for this leadership style. So, rather than emulating pop culture examples of destructive leadership, we should model the positive leadership example set for us by mentors and supervisors that so many of us have experienced in our military careers. The advantages of building effective interpersonal relationships are numerous, to include being able to build on these relationships throughout your career. I personally have had the good fortune to have developed these types of relationship over 24 years of Air Force service. To this day, I am still able to call upon friends and colleagues with whom I served decades ago for help or advice. We may work in completely different units, major commands, or even in different branches of the Armed Forces, but the effective interpersonal relationships we have developed continue to allow us to work together to solve problems or work initiatives we each face. Sometimes this is called networking, but whatever we call it, it is an important tool in any professionals' toolbox. To successfully conclude our nation's on-going wars will require strong and effective leadership by all of our armed services at every level...and today's Airmen deserve no less. Developing effective interpersonal relationships enables each of us to become the best leaders we can be, allows us to utilize our Airmen most successfully, and ensures we are postured for on-going mission accomplishment into the future. Interpersonal relationships matter.