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Show I IiIltop 2 TIMES Dec. 6, 2012 \N -44 COMMENTARY The less talked about side of successful leadership Hilltop TIME Hilltop Times Editorial Staff: Lee Carter ... Standard-Examiner publisher Mary Lou Gorny Hilltop Times Editor Mikayla Beyer Hilltop Times Writer Hilltop Times Krista Starker Correspondent Hilltop Times Kim Cook Correspondent Deadlines: Editorial and news items are due by noon on the Friday prior to the Thursday print Aug. 30, 2012. To submit news items e-mail hilltoptimes@standard. net or call 801- 625-4273. For Classified Advertising, call 801-625-4300. For Retail Advertising, call 801-625-4388. The Hilltop Times is published by Ogden Publishing Corp., a private firm in no way connected with the U.S. Air Force, under, and in compliance with, a Memorandum of Understanding with Hill Air Force Base. The content of the Hilltop Times does not necessarily represent the views of, nor is it endorsed by, the U.S. Government, the Department of Defense, the Department of the Air Force or Hill Air Force Base (collectively, the Government). The appearance of advertising in this publication, including inserts or supplements, does not constitute endorsement by the Government of the products or services advertised. Everything advertised in this publication shall be made available for purchase, use or patronage without regard to race, color, religion, sex, national origin, age, marital status, physical handicap, political affiliation or any other nonmerit factor of the purchaser, user or patron. Editorial content is edited, prepared and provided by the Standard-Examiner, 332 Standard Way, Ogden, Utah, 84404. Additional editorial content is provided by various military and civilian wire services and Hill Air Force Base public affairs departments. Call 801-625-4273 with story ideas or comments, or contact the editor, Mary Lou Gorny, at mgorny@standard.net . Call 801-625-4300 for Classified Advertising or 801-6254388 for Retail Advertising. BY STAFF SGT. JAIME RIGGS 729 ACS/CSS I is 1942 and the control/dominance of Allied aircraft throughout the Pacific is uncertain until a specific general named George C. Kenney is made Southwest Pacific Allied Air Commander. In 1944 a critical supply chain over the Himalayan Mountains, known as "the Hump," is falling short until Gen. William H. Turner takes command. What is so symbolic about these two examples? These are two extreme circumstances where leaders took control of failing organizations and completely turned them around. What made Gen. Kenney and Gen. Turner so successful? Well, it had less to do with specific traits and more to do with adaptability. Kenney was very flexible while Turner was more rigid but what each did was adjust his leadership style to lead in the manner needed to best suit, and influence their respective troubled organizations. Leadership challenges are encountered every day from a small office, to a flight, squadron, group or wing. As a leader one t must be able to flex to fit the ever changing situation. Being a successful leader is more than just possessing certain traits. A leader's success in large part depends on how well they understand the organizational culture they are trying to lead and influence. In order for leaders to be successful they must ensure everyone within the organization is working toward a shared organizational goal or vision. However, it's not as easy as it sounds. Fully understanding an organization is tricky because organizations are built around specific structures with traditions, uniforms, rituals and stories. If leaders are unaware of these specifics then they will fail. In addition, if leaders lack vision and do not have an achievable endstate they will also be unsuccessful. These organizational specific structures and future goals are why it is important for leaders to be able to adapt their leadership style to fit the organization they are trying to influence. The reason many leaders are unsuccessful is due to their failure to accurately identify and synthesize an organizational culture. All too often a new leader will take Gen. Paul Selva takes command of Air Mobility Command Air Mobility Command Public Affairs S COTT AIR FORCE BASE, Ill. — Gen. Paul J. Selva became commander of Air Mobility Command in a change-of-command ceremony here today, as the legacy of leading global mobility operations was passed to him from Gen. Raymond E. Johns Jr. Selva comes to AMC from Headquarters Pacific Air Forces, Joint Base Pearl Harbor-Hickam, Hawaii, where he served as the vice commander. He succeeds Johns, who retires from the Air Force later this year after 35 years of service. "To the men and women who represent AMC, I can't tell you how proud I am of what you have accomplished ... making the impossible possible," said Selva. "You are the heart and soul, and I'm proud to be your commander." As commander of AMC, Selva leads all mobility air forces cornprised of nearly 134,000 personnel from the active duty, Air National Guard, and Air Force Reserve. Selva graduated from the U.S. Air Force Academy in 1980 and is a command pilot with more than 3,100 hours in QUIZ Gen. the C-5, C-17A, C-141B, KC-10, KC-135A and T-37. He has held numerous staff positions and has commanded at the squadron, group, wing and headquarters levels. He served at Scott Air Force Base, Ill., previously as the 618th Air and Space Operations Selva Center (Tanker Airlift Control Center) vice commander, then commander, and later as director of operations and logistics for U.S. Transportation Command. "Secretary Donley and I are supremely confident in Paul's Where was the largest B-24 assembly line located in World War II? A. Fort Worth, Texas C. Tulsa, Okla. B. Detroit, Mich. D. Hill Field, Utah HAWC Nest Fitness Tip from the Health and Wellness Center Up to 12 weeks of FREE tobacco cessation medication is available to federal employees and up to 6 months is available for active duty, dependents and retirees when attending the tobacco cessation series. Call the Health and Wellness Center at 801-777-1215 for further information. THINK SAFETY Hill's Total 2012 DUIs: 20 Hill's Last DUI: Watt. 9 Unit Involved: 523rd Eeecelopteed 7161eateptaace ..5quetebtemt Airmen Against Drinking and Driving provide rides when designated drivers are unavailable. Call 777-1111 to request a ride anytime. Hours of operation: Fridays-Saturdays 10 p.m.- 6 a.m. Sundays 9 p.m.-midnight. over an organization and try to institute broad sweeping changes through new vision statements or strategies and will fail because the strategies are inconsistent with the service culture. Send a leader who is able to adapt, improvise and induce unity of a shared vision to a failing unit and in a short period that unit will be built up. If you put a leader who lacks vision, without the ability to unite and adapt into a highly successful unit in a short time that unit will begin to erode. Leadership is critical for providing guidance, creating and maintaining a good working environment, and ensuring everyone is focused on accomplishing the organizational objective. When leaders are able to adapt their leadership traits to best fit the organization, they can have a big impact on organizational change and impact on warfighting capabilities. The leadership traits required for leading a platoon of Soldiers during Normandy, leading Airmen over Germany, or conducting counter-insurgency do not differ; what is different is the delivery method to best fit the organization and the necessary changes. U.S. Air Force B-24s are shown parked on the flightline at Hill Field in this photo from an earlier time. ability and we're excited to see his passion for Airmen shared with all of you," said Air Force Chief of Staff Gen. Mark A. Welsh III, during the ceremony. Speaking to Selva, Welsh said, "I know you will treat your Airmen as your own, and instill in them a desire to lift Air Mobility Command to even greater heights." Averaging an aircraft takeoff every two minutes, AMC sustains America's military operations worldwide, including combat operations in Afghanistan, through its airlift, aerial refueling and aeromedical evacuation capabilities. The command also responds to humanitarian crises at home and around the globe. j8 tillrio LAE 777-7000 action.line.pa@hill.af.mil SUICIDE PREVENTION ASSISTANCE Mental Health Clinic 777-7909 Chaplain 777-2106 Military OneSource (800) 342-9647 National Suicide (800) 273-8255 Prevention Line TriWest Crisis Line (866) 284-3743 TriWest Behavioral (866) 651-4970 Health Contact Center EAP (800) 222-0364 Occupational Medicine 777-1163 Services Wing ma n Advocates 777-2255 777-3056 Security Forces 24-hr. Crisis Information 777-3056 Force Support Squadron 777-4134 777-2043 Base Restaurants 777-6142 Retirement/Compensation (civilian) 777-5455 Equal Opportunity Office Employer Relations 777-7129 Military Pay 777-1851 Civilian Pay 777-6246 Air Force Suggestion 777-6901 Program Hill Straight Talk 777-9696 IG Complaints 777-5305 (for appointment) 777 5361 IG Complaints (after hours) 777 5361 Fraud, Waste or Abuse (recording) 1-877-885-9595 Loud Noise (complaints) 75th Medical Group 777-4918 Civil Engineering 777-1856 Hill Pride Hotline 777-7433 Public Affairs 777-5333 Military Housing 825-9392 Maintenance 777-3333 Safety Office Safety Office Hotline 586-9300 Union 777-3257 777-1852 AFOSI Narcotics Hotline Family Assistance Center 777-3090 (when activated) - - A GLIMPSE BACK This time in 1943, the Ogden Air Depot received national recognition from the Army Times concerning its establishment and the success of the first progressive assembly line for B-24s where complete rehabilitation of the battle-weary aircraft took place. Executed by 500 military and civilian employees, the B-24 assembly line was pumping out one B-24 a day by December 1943, which was a 60 percent increase in their planned B-24 production. By May 1944, the line was producing 33 bombers a month. AN ¿SWER sioiM ,fioTtoCI The largest wartime assembly line of B-24s was located at Willow Run in Detroit, Mich. Owned and operated by the Ford Motor Co., the Willow Run factory was producing 650 B-24s a month at its peak in 1944. |