TINKER AIR FORCE BASE, Okla. -- Although leadership involves similar core principles, how it develops and shows itself is different for everyone, the deputy director of Air Force Materiel Command’s financial management said recently at the Oklahoma City Air Logistics Center.
“It’s not cookie-cutter,” said Michael Mehrman, a Senior Executive Service member based at Wright-Patterson Air Force Base, Ohio, “because first of all, we’re all made differently, we’re all wired differently and we’re all in different positions.
“What you do in your job and the challenges that you face every day is going to be entirely different from what these people somewhere else do. You’re going to be put in different situations throughout your career and that’s going to mold and develop your leadership credo.”
Mr. Mehrman spoke Feb. 22 to the Sequoyah Chapter of the American Society of Military Comptrollers. The nonprofit organization with about 200 Tinker members promotes education and supports the development of civilian and military comptrollers. The profession includes financial managers, budget analysts and auditors.
A civilian leader who oversees more than 3,000 financial managers supporting AFMC units worldwide, including at 10 major bases, Mr. Mehrman asked audience members to think of key people in their lives who helped them through school, made them feel valued as a person or who they most enjoy spending time with. Those personal experiences are excellent guides for leadership.
“The key here is those people affected you in some way, and they’re going to change your leadership DNA,” Mr. Mehrman said. “They showed each of us how they care about us. You can mold your model to follow their examples.”
Whether an employee is a member of a team, or commanding a squadron, examples of good leadership include modeling the way for others, inspiring people to embrace a vision, challenging processes and enabling others to act.
“People are a force multiplier,” Mr. Mehrman said. “It’s not all about you. It’s about giving them the tools, the time, and the training to do their job. And if they can do their job, they will be successful and then you as a leader will be successful.”
The deputy director highlighted the influential book, “The Mask of Command,” by historian John Keegan, as a resource to learn about leadership styles. The book focuses on a few historical military leaders, such as Alexander the Great, and the lessons are readily adaptable by modern civilian leaders, Mr. Mehrman said.
Alexander’s tools involved swords, spears and battlefield elephants, he said. Today’s resources for civilian leaders range from email to one-on-one interaction.
The author’s “basic tenet is that technology affects the way that we are leaders,” Mr. Mehrman said. “However, he shows that the way leadership styles transform from ancient times to now can actually be used by people today in different environments.”