My first command experience was difficult.  The performance report I received upon “graduating” contains a line without any stratification or quantifiable accomplishments.  It would be safe to characterize that line as a throw-away.  In my case, that throw-away is the line I take the most pride in.  That line is as follows:

“-Inherited broken Gp-lvl unit—applied core values/grit; built standard-setting Sq-equiv—amazing morale & execution”

To me, that throw-away line succinctly captures three difficult years.  For two of those years, I worked for a boss who had it out for me.  I will spare you the detail, but it was bad – investigation, bad – got a new boss, bad.  With a strong Deputy by my side, I worked to improve my organization and tried to protect my people from toxicity.  Today, I am years removed from those trials, with a second O-5 leadership experience under my belt and, after having spent the last 10-months reflecting at the Air War College, I know I was not alone about feeling alone.  I am not the only leader who has struggled through difficult circumstances and a difficult boss.  With the benefit of hindsight, I appreciate that my difficulties in that first command helped prepare me for what was to come.  I would like to share the approach that got me through – not because I think my way is the only way, but it worked for me and I hope something might resonate if you find yourself in a similar situation.

DEFINE YOURSELF – AND WRITE

When I was struggling in that command, I made a deliberate decision to allow the Air Force core values to inform my every move and I kept written records.  I was methodical in recording my thoughts, my observations, and my decisions.  My values helped clarify what I would tolerate and what I would not.  I recorded those things too.  Over time, a subset of my records came to define my “Thoughts on Leadership.”  Those thoughts were personal.  They were raw.  I iterated them through trying times in an attempt to make something positive grow – I figured my environment had enough fertilizer; I just needed to plant and tend the seeds.

Cultivation took place while I participated in an orientation program to prepare for my next O-5 leadership position.  Senior leaders from across my gaining Major Command shared their time and perspectives with us.  One of those senior leaders – a General Officer – shared his thoughts on leadership with my class.  I had supported that particular General Officer for years; I knew him to be a moral leader and he commands my respect to this day.  My thoughts on leadership aligned with his and the way he presented his thoughts resonated with me.  I decided on the approach I would take in my new job right then and there.  I would use my thoughts on leadership to set clear expectations for myself and others.

SET CLEAR EXPECTATIONS – ESTABLISH TRUST – FOSTER MUTUAL ACCOUNTABILITY

I had my thoughts on leadership.  I whittled them down to fit on a single sheet of paper and iterated them with a close cohort of peers whom I trusted.  I chose each word carefully and could speak at length about any of them.

On the day I arrived at my new base, I called a meeting to introduce myself to my team.  My initial intent was to have that meeting with a limited audience – just the leaders in the organization.  I planned to distribute my thoughts and lead a conversation.  But the word of that meeting spread quickly, the workforce was interested in attending, and – before I knew it – the whole organization showed up.  I was in the middle of a standing-room-only crowd.  Game on.

After copies of my written thoughts circulated the room, I started talking.  I framed things as, “this is what you can expect from me,” but the clear implication was, “this is what I expect from you too.”  It was not long before the first hand went up.  I fielded a question and entered into a discussion with the person who asked it.  Others joined that conversation and, before long, I was engaged with the entire room.  It was beautiful.  I scheduled that meeting for an hour but did not cut it off.  A free-flowing conversation and sidebars that followed continued for almost two hours.  It was the perfect introduction to my new organization.  After that, my teams knew where I stood.  My expectations were public.  My people knew what they could expect from me; they knew what I expected from them.  By distributing and publicly discussing my thoughts on Day #1, I made myself vulnerable, began my tenure from a place of trust, and created an environment of mutual accountability with my workforce.

REINFORCE EXPECTATIONS – ADAPT AS NECESSARY

I kept copies of my thoughts on leadership in a folder on my desk for that entire tour.  I conducted one-on-one sessions with all new employees, gave them copies of my thoughts, and framed individual introductions much like I framed my initial session with the group.  Again, I framed things as, “this is what you can expect from me,” and clearly implied, “this is what I expect from you too.”  That approach worked well.  It set a standard.  That standard was one I had to uphold myself but was also one I could expect from my workforce.  Throughout my tenure, I had cause to close the door to my office, take a copy of my thoughts out of that folder on my desk, and reference a line or two.  I did that several times and found it was a subtle but effective way to protect egos while upholding standards.

There is a time and a place for everything.  While I used a soft approach to protect egos when I could, some situations called for a firm hand.  That soft approach was not appropriate when people crossed the line that separated the legal/moral/ethical from the illegal/immoral/unethical.  I used a different approach in those situations, but I upheld the same standard.  That consistency is important.  I did what I said I would do and my people appreciated it.  Doing that bought trust with my workforce and my bosses.

Similar to the performance report I received after my first command, the performance report I received after the second contains a few lines without any stratification or quantifiable accomplishments.  Again, I am most proud of those throw-away lines.  One documents my response to illegal/immoral/unethical behavior and another line says I acted as I said I would.  It says I led as I said I would lead.  That line follows.  I would suggest it is all anyone can ask of us.

“-Servant leader! Inspires confidence above and below; drove improvements across enterprise—focused on doing right”

As I prepare to lead as a colonel, I count my blessings and give thanks.  I am blessed to have served with fine Americans who came together, did their country’s bidding, and supported me through difficult times.  I am thankful for the love of my family and friends.  Ironically, I am thankful for the trials I endured in my first command.  If not for those experiences, I would not have been as deliberate about recording and refining my thoughts on leadership.  Those thoughts underwrote the approach I took in leading my last organization and I am refining them again today, preparing for my next leadership opportunity.  I am glad to have found what works for me.  I imagine I will do this again, and again, and again – improving with each iteration.

Today, I am thankful for the tough times.  They steeled me.  When you find yourself in a tough situation, take solace knowing you are not alone.  You will get through.  When you do, you will be stronger and wiser for it and what you learn today will prepare you for what will come tomorrow.

Paul Ferguson is an active-duty lieutenant colonel in the United States Air Force.  He is a member of the Air War College class of 2020 who has been selected for promotion.  After graduating from Air War College, he will serve in the Office of the Assistant Secretary of the Air Force for Acquisition, Technology, and Logistics as Deputy Director of Acquisition. Career Management.