KEESLER AIR FORCE BASE, Miss. -- Most great leaders will say that leadership means different things to different people, but the newest vice commander of the 403rd Wing says being an engaged, servant leader is important to her.
“We, as military officers, are held to a higher standard and that is a great thing,” said Col. Leslie Hadley, 403rd Wing vice commander. “At this point in my career, my job is to be a leader, advocate and role model and not just a C-130J pilot.”
When Hadley commissioned in 1990 into active duty, the military was predominantly led by males. While there were female leaders, they didn’t exist in larger leadership roles, but she has seen the roles of women in leadership evolve including her own.
She worked her way up from her first leadership position of aircraft commander, to flight then squadron and now vice wing commander. She has also gone from active duty Air Force, to Traditional Reservist, then served as an Individual Mobilization Augmentee and now back to being a Traditionalist Reservist.
”I am long past the day of being the mission operator that is going to win the battle, I have to be that decision maker, where the good deals aren’t about me, they are about my Airmen and taking care of them,” she said. “I learned quick when I started as a young lieutenant that you had to be humble, gracious, accountable and if you make a mistake own it and improve yourself.”
She gave an example of learning to land the big airplanes from the C-130J Super Hercules to the larger Boeing 767 she flies as a United Airlines pilot. She said if she made a “bad” landing she would own it without making excuses and challenge herself to be better—then, aircrew can’t tease her as much.
“It is important to be a good wingman,” she said. “The best leaders I know are credible, considerate, servant, trustworthy, and encompass the Air Force core values.”
Growing up as a military brat, Hadley said those are the same values her dad instilled in her life. She learned if you set the goals high, people will work to achieve them and build confidence in their abilities. “Our Airmen are innovative and highly trained. Their “can do” attitude always amazes me to meet the commander’s intent despite obstacles which occur,” she said.
“Growing as a leader, I found I had to become a better listener and be considerate to what others are going through,” said Hadley. “It is important to get to know my Airmen and their needs so I can see the issue through their eyes. I think of that in my decisions.”
Hadley has her own personal motto.
“Be the one ___,” she said. “This is different for everyone. You can be the one to go the extra mile, to make a difference on the job or to those Airmen around you, to leave it better than you found it, or just be the one to show up. It is up to you to fill in that blank.”
Some advice she gives to new supervisors is to get to know your Airmen. “Sit down with them, find out what they do well, ask about their family, and what they feel they could do better and why. Then ask yourself, ‘now, how do I, as a leader, support them to achieve their goals and challenge them to personally strive to want more for themselves.’”
Another important factor in being a leader is to be open to others, seeking their advice, and sharing your perspective. Everyone sees issues through a different lens.
“I may see things from the perspective of a mom,” she said. “While my male counterparts may see it from a dad’s view. What motivates my 40-50 age group Airmen might not be what inspires my 20-30 age group. Know your Airmen”
Her last assignment was at the Pentagon as an IMA, where she learned a lot about strategic level thinking, but missed the wing level and the people.
She said, “I am a wing-level leader because I am a “fixer. I am a ‘Be the one’ mom, and I love growing Airmen.”
Col. Jeffrey Van Dootingh, 403rd Wing commander, said that Hadley is the epitome of a servant leader.
“You can tell she cares deeply about the Airmen and it is obvious her concern is genuine,” said Van Dootingh. “Anytime she’s needed here, she puts her family and her civilian career on hold to answer the call.”
During her first drill, she said that when she walked into the 403rd Force Support Squadron, and they called the building to attention, she kept right on walking, not even realizing it was for her. Also, after her physical, when she was asked by Colonel Van Dootingh why it took about 3.5 hours, she said that she waited her turn and talked to the Airmen the entire time.
“I got to see it through their eyes. This gave me the insight to realize we need process improvement,” she said. “The Airmen need to get back to work also, they probably have more things to accomplish on the drill weekend than I do. Their time is as valuable, if not more valuable, than my time and that is servant leadership to me.”
Part of leadership is picking your battles and deciding if your battle is worth the greater good or is it just personal.
“Be prepared to speak for those who can’t or won’t speak for themselves,” said Hadley. “Hopefully, when I leave, I will be remembered for putting the Airmen first, because if we don’t take care of them we can’t complete our mission.”
Most great leaders will say that leadership means different things to different people, but the newest vice commander of the 403rd Wing says being an engaged, servant leader is important to her.
“We, as military officers, are held to a higher standard and that is a great thing,” said Col. Leslie Hadley, 403rd Wing vice commander. “At this point in my career, my job is to be a leader, advocate and role model and not just a C-130J pilot.”
When Hadley commissioned in 1990 into active duty, the military was predominantly led by males. While there were female leaders, they didn’t exist in larger leadership roles, but she has seen the roles of women in leadership evolve including her own.
She worked her way up from her first leadership position of aircraft commander, to flight then squadron and now vice wing commander. She has also gone from active duty Air Force, to Traditional Reservist, then served as an Individual Mobilization Augmentee and now back to being a Traditionalist Reservist.
”I am long past the day of being the mission operator that is going to win the battle, I have to be that decision maker, where the good deals aren’t about me, they are about my Airmen and taking care of them,” she said. “I learned quick when I started as a young lieutenant that you had to be humble, gracious, accountable and if you make a mistake own it and improve yourself.”
She gave an example of learning to land the big airplanes from the C-130J Super Hercules to the larger Boeing 767 she flies as a United Airlines pilot. She said if she made a “bad” landing she would own it without making excuses and challenge herself to be better—then, aircrew can’t tease her as much.
“It is important to be a good wingman,” she said. “The best leaders I know are credible, considerate, servant, trustworthy, and encompass the Air Force core values.”
Growing up as a military brat, Hadley said those are the same values her dad instilled in her life. She learned if you set the goals high, people will work to achieve them and build confidence in their abilities. “Our Airmen are innovative and highly trained. Their “can do” attitude always amazes me to meet the commander’s intent despite obstacles which occur,” she said.
“Growing as a leader, I found I had to become a better listener and be considerate to what others are going through,” said Hadley. “It is important to get to know my Airmen and their needs so I can see the issue through their eyes. I think of that in my decisions.”
Hadley has her own personal motto.
“Be the one ___,” she said. “This is different for everyone. You can be the one to go the extra mile, to make a difference on the job or to those Airmen around you, to leave it better than you found it, or just be the one to show up. It is up to you to fill in that blank.”
Some advice she gives to new supervisors is to get to know your Airmen. “Sit down with them, find out what they do well, ask about their family, and what they feel they could do better and why. Then ask yourself, ‘now, how do I, as a leader, support them to achieve their goals and challenge them to personally strive to want more for themselves.’”
Another important factor in being a leader is to be open to others, seeking their advice, and sharing your perspective. Everyone sees issues through a different lens.
“I may see things from the perspective of a mom,” she said. “While my male counterparts may see it from a dad’s view. What motivates my 40-50 age group Airmen might not be what inspires my 20-30 age group. Know your Airmen”
Her last assignment was at the Pentagon as an IMA, where she learned a lot about strategic level thinking, but missed the wing level and the people.
She said, “I am a wing-level leader because I am a “fixer. I am a ‘Be the one’ mom, and I love growing Airmen.”
Col. Jeffrey Van Dootingh, 403rd Wing commander, said that Hadley is the epitome of a servant leader.
“You can tell she cares deeply about the Airmen and it is obvious her concern is genuine,” said Van Dootingh. “Anytime she’s needed here, she puts her family and her civilian career on hold to answer the call.”
During her first drill, she said that when she walked into the 403rd Force Support Squadron, and they called the building to attention, she kept right on walking, not even realizing it was for her. Also, after her physical, when she was asked by Colonel Van Dootingh why it took about 3.5 hours, she said that she waited her turn and talked to the Airmen the entire time.
“I got to see it through their eyes. This gave me the insight to realize we need process improvement,” she said. “The Airmen need to get back to work also, they probably have more things to accomplish on the drill weekend than I do. Their time is as valuable, if not more valuable, than my time and that is servant leadership to me.”
Part of leadership is picking your battles and deciding if your battle is worth the greater good or is it just personal.
“Be prepared to speak for those who can’t or won’t speak for themselves,” said Hadley. “Hopefully, when I leave, I will be remembered for putting the Airmen first, because if we don’t take care of them we can’t complete our mission.”