I learned a lot about how to lead during my time as a US Air Force officer and aviator, as well as in my post-military life as I have battled tickborne illness. When you’re soaring at Mach speed in an F-15E Strike Eagle, leadership isn’t just about giving orders. And when you’re facing down bacteria and parasites and the debilitating diseases they cause, it isn’t about using brute force in isolation to overcome the odds against you. It’s about building positive human connections.
My personal journey is made up of lessons that I believe are universal, whether you’re commanding a military squadron or leading a business team.
A Foundation of Trust
Trust is essential when you’re flying high at top speeds. Trust is the bedrock of operations when you’re in the jet. As a leader, you have to cultivate that. To create a culture of trust within your team, consider these key elements: transparency, vulnerability, and empowerment. For example, in the interest of transparency, I shared the “why” behind missions while leading my squadron, which helped foster a sense of purpose among them. I showed vulnerability when I didn’t pretend to have all the answers and committed to finding them in collaboration with my team. And I empowered my team by giving them trust through responsibility–it wasn’t just delegating; it was investing in their growth and helping them know each of them had a critical role to play. These three things are vital to building healthy, reciprocal relationships that allow for productive engagement within your team.
Resilience in the Face of Adversity
Leadership isn’t always about the high-flying moments. When tickborne illness ended my military career, my battle taught me about how crucial it is to be adaptable, lean on mental toughness, and accept support. When my brain and body began to fail me, I had to adapt and push through physical pain. I had to use my mental endurance to stay calm and collected. And when I was struggling with adapting or with my mental fortitude, I learned to welcome and trust in others who were there to support me in my recovery. Teams can learn to withstand or recover quickly from difficulties when they see your resilience in the face of adversity.
The Art of Decision-Making
When I was flying in the Air Force, and today as I advocate for myself and others who suffer from invisible illnesses, it is paramount that I make decisions expeditiously and with confidence. Good decision-making is a skill that translates directly into leadership. Gathering information quickly, analyzing it, and acting on it, is important because hesitation could have a huge impact–even life or death. And it’s important to stay aligned with your ethical compass when making decisions–it’s about making effective choices based on what’s right, and then staying accountable for the consequences. Decision-making is an art and a fundamental component of good leadership.
Opportunities to lead have been embedded in my path from my time at the US Air Force Academy and time in military service, to becoming a patient advocate and motivational speaker when my flying career ended. Those opportunities taught me that good leadership is more than simply being in command. They have instilled in me the importance of building solid trust, fostering resilience in individuals and the team, and making decisions with efficiency and ethics in mind. Whether you’re on a battlefield, or in a boardroom, those principles will always be central to good leadership.
