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Commentary: Voice of experience offers sage advice to young Airmen

  • Published
  • By Lt. Col. Ronald Pieri
  • 386th Expeditionary Civil Engineer Squadron commander
SOUTHWEST ASIA --  Have you noticed that spotting great leaders is a lot easier than defining leadership?
As I look back on my 18-year career, I see that I've served with several individuals who have been exceptional Airmen, leaders and communicators. When I hit the six-year mark, it was these individuals who made my decision to make the Air Force a career an easy one.

Leaders who have affected me most are those who are seen, not necessarily heard. They are the ones who make the time to listen to their Airmen, even when they know the conversation will be negative or the solutions complex. They show engagement -- not the nickel "how ya doin' " kind, but the conversations where your comments lead to additional questions and genuine interest.

I'd like to highlight three phrases I've picked up from tremendous leaders with whom I've been lucky enough to serve during my career.

1. "Never pass up the opportunity to keep your mouth shut ... and listen." That was gruff, 24-year Chief Master Sgt. Johnnie Martin's opening line to me as a 2nd lieutenant when I reported to his office at the 97th Civil Engineer Squadron in 1992. Looking back on his comment, his direct (yet important) message has been one I've tried to follow throughout my career. Though difficult to swallow as a young officer, his words have rung true on countless occasions.

2. "Nothing good ever happens after midnight." These words of advice came from then-Col. Gary North, "The Wolf," at Kunsan Air Base, Korea, in 1999. This was his frequent pitch to young Airmen as they left the base for a little R&R. The significance of his comments didn't take hold at the time. To a single captain with all the worldly experiences as a 27-year-old male, midnight was just the beginning. It wasn't until later in my career as an ops officer and a commander that his words truly made sense. The common denominators with nearly all the disciplinary actions I've seen have been alcohol and "after midnight."

3. "What do you know, who needs to know it and have you told them?" This came from Maj. Gen. Kenneth J. Glueck Jr., USMC, while serving as chief of staff to the commanding general of Multinational Forces-Iraq in 2008. It's such a simple phrase, yet one that covers darn near every scenario commanders deal with on a routine or emergency basis. Rank progression rarely means more detailed information on the day-to-day operations of an organization. Rather, with each position of additional responsibility the Air Force provides, the farther an individual migrates from the "ground truth." Without information-sharing from individuals, shop superintendents and flight chiefs, leaders may be oblivious to problems that are obvious to so many others.

I look forward to each day, to work with tremendous people and solve problems with some of the most competent engineers I've had the opportunity to serve with. And also to follow Chief Martin's advice, and listen for that next nugget that will help guide this unit and me.