Sharing Success: Owning Failure Preparing to Command in the 21st Century Air Force
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Leaders who hire subordinate commanders have a responsibility to provide an answer to the first question by clearly laying out their expectations for success. Too often, command in the Air Force is viewed as a test of the individual for future service rather than an opportunity for the organization to succeed and thrive under proven leadership. This over-arching focus on testing of the individual rather than on the success of the unit has resulted over time in a correspondingly shallow program to formally prepare you for command. In comparison with our sister services, a Navy officer who is ch...
Leaders who hire subordinate commanders have a responsibility to provide an answer to the first question by clearly laying out their expectations for success. Too often, command in the Air Force is viewed as a test of the individual for future service rather than an opportunity for the organization to succeed and thrive under proven leadership. This over-arching focus on testing of the individual rather than on the success of the unit has resulted over time in a correspondingly shallow program to formally prepare you for command. In comparison with our sister services, a Navy officer who is chosen for a 36- month command tour will spend the first 18 months as an executive officer (focused on learning the art of command) in the very unit he or she will eventually lead.
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