No Pressure: ...But Don't Mess This Up

By Gabriel Avilla

Leading in the modern military across multiple generations takes a constantly evolving set of skills to ensure no one is left behind. Being selected to serve as a squadron commander in the Air Force is potentially the greatest level of influence you can have on people that will last for the rest of their career. "No Pressure...But Don't Mess This Up" provides practical advice and reality-tested recommendations on how you can successfully serve across your command tour and be the inspirational leader everyone needs you to be.

• Language: English
• Publisher: BookBaby
• Release date: Nov 15, 2020
• ISBN: 9781098335328

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Author

INTRODUCTION

I had prepared my uniform the same way every day for more than twelve years. I’d worn multiple combinations over the years, and full-service dress wasn’t a common uniform for me. Regardless, I triple-checked everything to make sure I didn’t ruin my first impression and took extra care to make sure everything was right that day.

I gathered my immediate family and other family members who had flown in for the day’s event. My mind was partly occupied with ensuring they got settled and partly with mentally preparing for my part of the upcoming ceremony. We proceeded to the ceremony site, where reserved parking spots were waiting for us. Major Avilla and family, the placard read. I remember thinking, That’s the first time I’ve ever seen my name on a reserved parking sign.

The reception room was small but still managed to fit all of us. We settled our belongings and I began meeting my new teammates. Introductions broke out all around the room, a warm Congratulations the most popular comment. I had been in contact with the outgoing commander already, but this was a much bigger group with whom I was now interacting. Some of them were there to say goodbye to the outgoing commander, and others were there to meet me. I was intimidated by the commanders who would comprise my new peer group. It felt like the first day of high school and I was the new kid.

Thoughts starting running rampant in my head. Will we get along? Is anyone here jockeying for position, or are we working together as a team as I was previously taught? Man, I look different from everyone here. Do I belong here?

My new boss entered the room. Are you ready? he asked me, and then said, Well, it doesn’t matter, because everyone else is ready. Also, you look like a seventeen-year-old. We shared a laugh, but I thought to myself, Thanks, sir … quite a motivating comment to encourage me right before we march out on stage. Ready or not, here we go.

The change of command ceremony went through the usual motions: introduction of the honored guests, introduction of senior leadership, comments from the group commander, medal presentation for the outgoing commander, and comments from the outgoing commander. Speeches were given from a podium, with a microphone and speakers amplifying the importance of the outgoing commander’s accomplishments and the expectations laid out for me as the new commander. It was standard fare in the standard order. I stood and sat on cue, not having to move much from my chair, and took in the words and energy from the event one moment at a time so I didn’t miss my portion of the ceremony.

I rose to take my position as the orders were published. I stepped forward to take hold of the guidon that represented the unit I was charged to lead.

Sir, I assume command, I said, and accepted my position as the newest squadron commander in the United States Air Force. From that moment forward, I was charged with caring for and leading the men and women under my command who had raised their hands to serve something bigger than themselves. I would be responsible for giving orders and directions on short notice in order to carry out our assigned mission and protect our nation.

Applause rang out throughout the room and I glanced at my family with a nervous smile.

I delivered a pre-written speech I had worked hard to perfect. I didn’t want to forget to offer the expected thank-yous: to my family, to senior leadership for giving me the chance to lead, and to the outgoing commander for leaving me a team that had already accomplished so many great things. Still, my speech was short, and the ceremony concluded with an invitation to join the reception immediately following.

I exited the stage, joined my family along the way, and proceeded to my next appointed position: the reception line. The queue of people waiting their turn to congratulate me began to grow. We tried taking some pictures to capture the moment but had to cut it short when we saw the growing line of personnel waiting to meet and congratulate me. I thanked each person one by one for their kind words and for attending the event. I tried my best to remember faces and names, but the introductions happened too fast to retain the information. The weight of the event hadn’t quite hit me yet, as I was still in show mode and wanted to present the best impression possible of being ready to serve as squadron commander. I really wanted to enjoy the moment but knew hard work was around the corner. I was nervous and excited. Serving as a squadron commander had been a goal of mine since I was a cadet, and I had finally achieved it.

Once the line died down, I kissed my wife and explained to my kids that I had to start work and would see them later. I took a deep breath and tried to remember where my new office was.

When I arrived there, another reserved parking spot awaited me, this one designated for the squadron commander. I snapped a picture. Having grown up as a military brat, I had seen that type of placard my whole life but had never imagined I would be able to park in one myself.

After meeting my new administrative assistant, which was somewhat awkward, I entered my new office.

I unlocked the door and sat down at the desk. The silence of my new surroundings was deafening. Twenty-four hours ago I was just another field-grade officer, and now I was taking position as a squadron commander.

The walls were filled with the marks and shadows of previous commanders. The smell of cleaning products was fresh in the air and sunlight poured in through the window. The chaos from the change of command ceremony was replaced by solitary silence. I sat in the chair and noticed business cards with my name on them.

Holy crap, I thought, I’m the commander.

I am directly responsible for the men and women under my charge to answer our nation’s call. On any given day, I could advance or halt someone’s career, send someone downrange and separate them from their family, or potentially have to hand a folded United States flag to a family member to honor the ultimate sacrifice.

I’ve finally made it, I think. That thought was immediately followed by, Oh man, I made it. What do I do now? Should I talk to my boss or the chief first? What about my first commander’s call? When should that happen?

The avalanche of thoughts continued until I was gripping my desk, immobilized. I had achieved a goal I had set as soon as I was commissioned, becoming a second lieutenant in the Air Force. But there I was, struggling to know what to do next, when I was in the position that offered me the greatest amount of maneuverability and creativity. I looked around for a sign to guide me but found nothing.

I looked at a stack of folders with paperwork waiting for my signature. My name was already filled out in the squadron commander block. I logged in to my computer to see if there were any urgent messages I needed to attend to and noticed my profile now had the CC office symbol, denoting a commander. The inbox was slowly flooding and I wasn’t sure what to do next. What do I need to look at right away? What do I need to make a decision about? Should I send out a quick e-mail to say, Hey, I’m the new guy! Reach out to me whenever you want! What should I read first, the digital or hard-copy paperwork?

My predecessor left me a read file with notes about things he hadn’t finish that needed my attention. I heard a knock on the door. The chief and first sergeant wanted to know if I needed anything. I wasn’t sure how to respond. They also asked for some time to talk, as they wanted to ensure they carried out my intended orders and vision. There was no time for a warm start like other jobs, where I got to shadow the outgoing officer and see how things worked before diving in.

I was alone as the leader of this squadron, and my responsibilities kicked in as soon as I let go of that guidon. I knew I needed to maximize my time outside of that office, but at that moment I felt safe in that room as I contemplated what to do next. I didn’t feel ready to command; no one is ever truly ready.

My team needed me to lead them whether I was ready or not, so I got up and got started. I looked down at my desk at a book that would serve as a guide from that day forward. It was based on practical experience and contained knowledge I wouldn’t receive from a traditional Professional Military Education source. It was a book that I would reference throughout my command tour to help me get through the hard times and keep me grounded so I never thought of myself as more important than my teammates. It gave me practical advice that helped me take pride in the hard work this job requires. It was a book that encouraged me to be the leader I aspired to be and that others would want to follow.

This is that book.

After completing two successful tours as squadron commander, I realized that command isn’t about the glory of being in a position of authority, but rather assuming the highest level of responsibility. You have direct influence to lead people who have volunteered to serve their country. Command is about personal endurance, mental stamina, and emotional awareness throughout an entire tour with no breaks. You don’t have to fulfill these responsibilities alone. In fact, I spent a lot of time learning and shaping my leadership strengths along the way, for which I am grateful to everyone with whom I had the privilege to serve. Without them, I wouldn’t be the leader I am today.

A commander will encounter numerous decision points during any tour. The primary job as commander is, after, all, to make decisions. Will you do what is easy or what is right? Are you mentally prepared to live up to your subordinates’ expectations? Has your previous experience provided enough practice to ensure you don’t mess up? There is more than one answer to these questions, and this book will help you discover what is right for you.

The modern military doesn’t need robotic leaders who follow formulaic leadership guidelines. Our Airmen deserve genuine leaders who will inspire them to try, fail, and try again until the mission is accomplished and everyone grows. In this book I will share methods and techniques that are not covered in traditional Professional Military Education courses to help you become the genuine leader the Air Force needs.

This book has not been reviewed or edited by the Air Force; these are my unfiltered thoughts and advice resonating from a deep passion to develop current and future leaders in the Air Force towards their full potential. This book is my way of paying it forward to develop leaders who remain true to themselves throughout their tours as squadron commanders. Squadron command is the most rewarding position an officer can have the honor of serving in during their career.

While you may serve in higher positions or at a higher rank, squadron command offers the most direct opportunity to shape the next generation of leaders in the Air Force. The impact you will have on both enlisted and officers you come in contact with will extend well beyond your tour, which is why you must be aware of the arc within the entirety of your command tour and deliver maximum impact along the way. While you can’t predict every event you will encounter during your tour, you can build an understanding of the general timeline and tempo of how to approach common challenges and scenarios. No book has all of the solutions for squadron command, and this one is no exception. By the end of this book, however, you will be armed with advice and guidance to unlock your potential and be proud of what you have accomplished by the time you utter these four simple words: "Sir, I relinquish command."

Chapter One:

PRIOR TO TAKING COMMAND

The Most Powerful Opportunity in Your Career

From the day you accept the guidon as the new commander to the day you pass it on to your replacement, you will have your entire squadron’s attention. This level of experience will be unmatched throughout the rest of your career. Never lose sight of how much influence and freedom to maneuver you have during your command tour, which will help make a positive impact on the mission and the people supporting that mission. Both members of the military and civilians alike will see you as a beacon of