COMMENTARY: Are you authentic?

  • Published
  • By Master Sgt. Cecil J. Hyder
  • 321st Special Tactics Squadron first sergeant
RAF MILDENHALL, England --  Counterfeit leadership is not an idea or term that I came up with, but it places a name on people in leadership positions who shirk their responsibilities. The counterfeit leader has the legitimate authority to lead, but squanders that power in efforts that do not contribute to the overall success of the mission.

In the military we often find ourselves in positions where we are simultaneously leading and following. A way to avoid counterfeit leadership in this situation is to support your leader's decisions. Generally, most people have found themselves in the position of supporting an unpopular decision, and if you are not supporting your leader's decision as if it was your own, then you are a counterfeit leader. I am not talking about blindly following instructions; I'm talking about after you use the avenue to address your concerns, it is every leader's responsibility to support the commanders' decisions. Avoid phrases like, "None of us like this, but it has to be done."

Finding a more positive way to motivate your team can be difficult when confronted with a decision you either do not understand or do not want to support. My advice to leaders is to voice your concerns about decisions up front in a respectful manner, then fully support your leadership. You are merely pretending to be a leader when you do not use your skills to motivate your team towards the objective the commander has set before you.

Another situation to watch out for as leaders is the abandonment of organizational goals.  Everyone in the military is accountable to the citizens of our nation and in part is responsible for their defense. Abandonment is a strong word, but it does not usually start with leaving your post. It starts with something as small as giving Airmen additional time off that is not allocated in the Air Force instructions. This can set the squadron behind in the overall workload. I know that time off is used as a motivational tool and I support it, as long as the decision is made at the appropriate level and the rules of the organization are not violated. It is important to remember what our overall responsibilities are and to realize that our everyday decisions make impacts on that mission.

When confronted with a possible ethical dilemma like abandoning organizational goals it is important to take the time and look at the possible ramifications for our decisions. As leaders we have to ask ourselves tough questions. Is this the best thing for the Air Force? Does this contribute to the mission? Am I violating an Air Force Instruction or a technical order? Is this the right thing to do? Taking the time to address these questions helps us avoid unethical behavior and safeguards our integrity.

Avoiding behaviors that are displayed by counterfeit leaders is not enough. Those of us in positions of authority have to strive to be authentic leaders. Authentic leaders are not afraid to support unpopular decisions. Authentic leaders are not dissuaded by conflict when correcting substandard or unethical behavior. These leaders safeguard the resources and goals of their organization while inspiring and motivating the people they work with. Authentic leadership is not always easy and it requires the moral courage that the American people expect and deserve from their military.

Ask yourself, are you an authentic leader?