Change

  • Published
  • By Chief Master Sgt. Roy Lapioli
  • 30th Civil Engineer Squadron chief enlisted manager
Change, hmmm, conjures up many emotions. In our business, change seems to be the only thing that is consistent. I don't feel that this is a bad thing; we are the world's most dominant Air, Space, and Cyber Space Force, best in the history of mankind. We continue to develop world class leaders. We continue to display that we are relevant to the fight and relied upon to preserve our national interests. In my career I've heard the terms happy-to-glad changes, change management, change agent, process improvement, transformation, do more with less, do less with less, then "what can we stop doing."

I can remember bitter emotions about the changes in appraisals, assignments, customer service platforms, software and data management systems. I was here when Vandenberg changed from Strategic Air Command to Air Force Space Command. Now, AFSPC is one of the oldest commands.

I can remember thinking at times the sky is falling, and hear people saying, "there is no way that we can do this/that,"...you fill in the blanks! The number one enhancer or the key element that sticks in my mind that has been prevalent in successful changes was following leadership I trusted.

Most professionals my age and in this stage of life and career are very well educated and trained, the Air Force does well in this area. I can define change, calculate the point of entropy of some of our systems and processes; but an old saying sums it up for me: green and growing or ripe and rotting.

It's my belief that growing is learning, transforming and adapting to threats and constraints. Our Air Force and our people continually get better. We as an organization and as individuals grow, change and transform. Our business has not changed: drop hot metal on targets; deliver other payloads on-target and on-time; exploit the airspace to control the fight; and win battles and wars. The "hot metal" has changed in some respects, our delivery systems have expanded to space and cyberspace, but our fundamental mission has not changed; and the need for engaged, relative, and trusted leadership remains the most important agent in successful change and continued mission accomplishment!

When one mentions leadership, we often think of the senior leader. I challenge that assumption; with respect to leadership, everyone reading this article is senior to someone, and (or) others are dependent upon you to do your job, make decisions and direct the actions of others. I'm stating that you are all leaders! The challenge I leave you with is to be engaged; relative to our mission, people and constraints; and have credibility or "trust" by those you lead and serve.