Know where you are leading your people Published Oct. 9, 2009 By Col. Stephen Whiting 21st Space Wing commander PETERSON AIR FORCE BASE, Colo. -- "Would you tell me, please, which way I ought to go from here?" said Alice. "That depends a good deal on where you want to get to," said the Cat. "I don't much care where --" said Alice. "Then it doesn't matter which way you go," said the Cat. One of the fundamental tenants of leadership is setting a direction for the people you lead, and establishing priorities for them. Think of the strategic direction President Roosevelt and Prime Minister Churchill set for the Allies during World War II: unconditional surrender by the Axis Powers. This direction, coupled with strategic priorities that focused Allied efforts in specific theaters and in specific domains, provided clear guidance throughout the chain of command that ultimately resulted in complete Allied victory. Without such leadership, individual Allied efforts would not have been focused on a common goal and victory would surely have been greatly delayed and come at a much higher cost...if it was achieved at all. Unfortunately, some leaders try to lead their people implicitly rather than explicitly. You may have heard the story about the high school biology student who tried to study for an exam by putting the biology textbook under his pillow when he went to bed. He claimed he was, "studying by osmosis." Well, just like that plan resulted in failure, leadership by osmosis is also destined not to succeed. Unlike President Roosevelt and Prime Minister Churchill, these leaders either knowingly or unknowingly assume that their people will figure out on their own the direction in which they are to head. While personal example can be a powerful way to lead and motivate others, it is even stronger when the actions of a leader fully support and are consistent with what they say. In the 21st Space Wing, we are operating under clear guidance from our senior leaders that charts the direction we are headed. From Headquarters, United States Air Force to Headquarters, Air Force Space Command to Headquarters, 14th Air Force, all our senior leaders have articulated clear mission statements and priorities under which we operate. From this guidance, the wing leadership team has formulated four priorities as we fulfill our vision of being "America's Space Superiority Wing." First, our top priority is to provide trained, combat-ready, and disciplined forces able to successfully execute Joint Space Tasking Order taskings, or other combatant commander taskings as directed. Second, we will professionally operate all six of our installations, providing outstanding support to our mission partner tenants and faithfully serve our larger military family that includes our families, retirees, and the local community. Third, we will develop our Airmen and prepare them for worldwide deployment in response to combatant commander taskings. Finally, we will continue to reinforce a culture of compliance and continuous improvement within the wing. If you are a leader or supervisor within the 21st Space Wing, I ask you to articulate your unit's (or shop's) mission to your people, and the priorities you have for them. Ideally, you should develop these priorities in collaboration with your team so that you have the benefit of their ideas, and you develop buy-in by the whole group. Further, your priorities should be fully consistent with, and supportive of, your boss's priorities. Talk to your people about your priorities. Talk to your boss about them as well. And, always remember the unique responsibilities you have as the leader to ensure both the mission is fulfilled and the people are taken care of as your team executes your priorities. If you are not a formal leader or supervisor in the wing, talk to your boss about his or her priorities. Find out what they are and support them. Offer good ideas on how to improve the priorities. Do everything you can to fulfill these priorities. And find ways to measure the team's progress toward the priorities. The Cheshire Cat became famous (among other things) for pointing out to Alice that she needed to know where she was going if she ever wanted to get there. The same holds true for each and every leader. Know where you are leading your people - and explicitly tell them.