Are you leading or managing? Published May 7, 2008 By 375th Operations Squadron SCOTT AIR FORCE BASE, Ill. -- Once as a junior officer at another base, I was privileged to sit in on an organization's off-site Air Force Smart Operations 21 discussion with several high ranking officers and enlisted servicemembers. All assembled agreed that some key improvements would better the lives of base members and improve the efficiency with which we performed the mission. Overtime would be cut. Efficiency would improve. Morale would increase. I was excited! But suddenly, the discussions came to a screeching halt. Not one of the organization's leaders wanted to make the improvements, because it meant putting resources into the change. "We're already number 1." "We already meet all of our metrics and targets." "Why should we change?" "We can't afford the manning." My jaw dropped to the floor. I had been in the trenches, working 12-hour days, frustrated with inefficiencies and constantly interrupted by reactive taskers. I knew other junior officers felt the same. Our people were worn out but I was sure they would sacrifice a little more if they knew relief was in sight. I truly was disappointed. That day I realized very clearly that there is a very real difference between managers and leaders. The Manager. They have passive attitudes toward goals and make decisions based on necessity or are given goals by those above them. They react to the crisis rather than analyzing the current situation and preparing for the future. They are happy with continuing the status quo as long as the status quo is good enough. They usually drive their people rather than leading them. Saying that, they do solve complex problems and are often tough minded, persistent, hard-working and intelligent people who keep the machine and the mission moving. They are conscientious about their responsibilities and care and protect their processes and people. They are given a mission and get it done. Managers are necessary and I am grateful for good managers who keep our Air Force mission moving, but I also think there is another level of leadership. The Leader. In my opinion, leaders can manage brilliantly, but they are discontent in managing. They meet the mission, but they go beyond just meeting the mission. They have vision and passion for that vision. They seek ways to improve not only the lives of those around them, but the processes those people have to endure. Rarely satisfied with the status quo, they seek opportunities for improvement. They are not afraid of change, especially if the long-term benefits outweigh the short-term losses or investment. They are active, rather than reactive. They force others to think outside the box by showing them what is truly possible. They look to better all around them and the organizations which they lead. My story does have a happy ending, however. The off-site was adjourned and each leader was asked to think about whether they wanted to continue to pursue change and a vision, or just maintain the status quo. A member of the staff had the leadership and vision to discuss with and convince each person in that off-site that the changes needed were worth the short-term sacrifice. He convinced that group of leaders that narrowing the gap between the current state and the improved state was worth it. That unit's leadership embraced a new vision developed from the AFSO21 tools. They became good at articulating their new vision and helping others raise their expectations and hopes of what could be. Goals and targets were set and the plan was implemented. The unit's mission effectiveness did not change, but the overtime did. The headaches of inefficient processes were improved, and crisis management was reduced. In my eyes, excellent managers became leaders that day. The Air Force needs more leaders today than ever. Not just the ones in defined leadership positions, but every Airman can lead. If we choose to be leaders, we can face the gaps between where we are and where we could be. We can have the vision to make changes for the better to bridge that gap or... alternatively, we can manage our position until the next PCS or next rank, hoping the next crisis does not hit us or our unit until we are gone. We can have vision or we can just wait for the next reactive tasker. It may mean being willing to make investments up front. It may even mean risk. We can be managers by resisting change and managing it as it comes, or make changes, reach higher and attain higher visions for ourselves and our United States Air Force. I think our Air Force is worth learning new leadership skills, do you?