What would you change or add about the path of your own leadership development up to this point?
make 2 or more substantive participation posts spread over at least two different days of the week.
Respond to at least two of your classmates’ overall posts or my replies to the class. Label your responses, “First Response, Second Response,” etc. Usually, it takes about 75-80 words to give a substantive response.
THESE ARE THE PEOPLE I WANT YOU TO RESPOND TO.
1. by Christian Ruff – Wednesday, May 19, 2021, 6:00 AM
Good morning classmates and professor,
I held a brief interview with Scott Johnson, a retired Lieutenant Colonel of the U.S. Air Force who’s currently a Commandant at Travis AFB’s KC-10 school. Here’s what he said regarding leadership development:
Was your development as a leader formal (structured such as a class or workshop), informal (unstructured such as everyday experiences, observations of what other leaders did or failed to do), or both?
His development as a leader was both formal and informal. The moment one enters the military, at least in the U.S. Air Force, thats when one’s leadership development begins. The military branch also provides formal courses and schools dedicated toward teaching airmen leadership development.
Did you pursue leadership development opportunities on your own, or did others present you with specific opportunities?
He pursued opportunities as well as have them presented before him by others. Though, according to him, leadership responsibility in the military varies depending on rank.
Were you mentored by another leader as part of your leadership development? What were the leadership insights you learned from the mentoring process?
Mr. Johnson was mentored by many leaders during his time in the Air Force. He even became one such mentor for those who served under him. As captain, he was a sponsor for a U.S. Air Force Academy graduate who got out of pilot training named Kenneth Bibb. He taught him how to be noticed and how to present himself as a leader. Currently, Kenneth Bibb is a Major General commanding the 18th Air Force and is a recipient of the Legion of Merit.
He also mentored a staff sergeant who served under him in Belgium. Through Mr. Johnson’s mentoring process, this airman managed to receive the Non-Commissioned Officer (NCO) of the Year for U.S. Air Forces in Europe and Africa (USAFE). Currently, that individual is the chief master sergeant of the 3rd Air Force in Ramstein AFB, Germany.
What would you change or add about the path of your own leadership development up to this point?
He wish he had a mentor the way he mentored others in the Air Force. Had he received the same support, treatment, and mentorship he gave to those around him, he may have gone as far as those individuals or further.
From this brief interview, I learned that the right mentor and mentoring process can be crucial to leadership development. The people who sat down with my interviewer went on to do big things (one became Major General of 18th Air Force and another became Chief Master Sergeant of 3rd Air Force respectively).
-Christian
2.by Jerome San Miguel – Wednesday, May 19, 2021, 2:19 PM
Hello Professor and fellow classmates:
