A Capable Munitions Squadron Commander

By Col (Ret) Larry Chandler & Lt Col (Ret) Brian Withrow

The organizational nucleus for mission accomplishment in the Air Force is the squadron, and the squadron commander is the leader appointed to ensure that missions success.  In his book, Commanding an Air Force Squadron, Col Timothy Timmons describes commanding a squadron this way, “[it] is the only time in your career when you are simultaneously close to the mission and in command.”  It is a position wherein deep functional job experience has theoretically transpired and the immediate application of command and leadership is expected upon appointment.  The number of munitions squadron command positions and the competition process for selection of squadron commanders is such that relatively few attain the position.  Consequently, there must be a higher-level confidence by senior leadership that those selected for this critical interface between the mission and the personnel charged with its accomplishment are capable.  But what does it mean to be capable?

Upon assuming command, everything about and impacting the squadron will become the commander’s responsibility.  In addition to the “primary” mission the enormity of all the Air Force’s administrative and personnel management programs will weigh heavy on the commander.  No other position approaches this level of responsibility in scope.  This is why personnel being considered for command should have comprehensive knowledge of the business of the squadron assigned; this is not the time for functional mission OJT.  Actual experience should be a significant prerequisite for command.

A capable Munitions Squadron Commander will serve many formative years prior to assuming such a role.  But, the depth of munitions technical competence developed during the preceding assignments will have as much impact on the degree of mission success as the quality of leadership and management skills attained.  Good leaders with comprehensive technical experience in the munitions career field will intuitively grasp the importance of actions affecting mission accomplishment.  One of the most critical responsibilities of command is ensuring that the squadron accomplishes its mission in the most effective and safe manner possible. But to be empowered to lead and having the technical knowledge to put that empowerment into action are two different things.  Perhaps the hardest challenge is to recognize ineffective and unsafe behavior and act to change that behavior when not knowing definitively what “right” is. Plus, how credible and effective is a commander going to be at assessing and mentoring young munitions officers into future Munitions Squadron Commanders if they have not performed and mastered the subordinate level jobs themselves.

Munitions Squadron Commanders need to resist the constant pressures to focus attention on administrative suspenses and rather redirect that attention to what “Johnny and Sally” and their NCOs are doing in the maintenance and storage areas.  Administrative responsibilities cannot be ignored, but the programmatic burden of squadron administration needs to fall on the subordinates whose job it is to work the details for commander review and decision making.  To drive mission success, commanders must get out to all their sections, branches regularly to observe, interact, and ask questions.  Commanders must be forward leaning… seen at all time to be actively engaged regarding the squadron’s “primary” mission.  lchandler@avesllc.com