Sharing Success Owning Failure: 

 Preparing to command in the Twenty-first Century  

By Colonel Dave “Fingers” Goldfein 

(BOOK REVIEW) - Unfinished

About the author 

A veteran who served almost half of his life in making and leading the United States Airforce to become a greater branch of service. He dedicated his whole life to leading his men to become effective and a great   A graduate of USAF Academy and completed a master’s in business administration in Squadron Officer School Air Command and Staff College and the State Department Senior Seminar. Colonel Dave “Fingers” Goldfein entered the  

active duty in 1983 after he finishes his studies. For 18 years in the service, Goldfein marries Dawn Thumbs and became a parent of 2 daughters named Daniell and Diana. Today, Fingers is currently the deputy chief of Combat Forces Division at Headquarters USAF, Pentagon. 

Chapter 1: Expectation of Command 

In the first chapter, Fingers discusses the expectation of a command. It focuses on 3 key issues associated with what your boss expects, what your troops expect, and lastly what can you expect. The first one is what your boss expects when you had been chosen for a command. The command in Air Force is a test for an individual for future service rather than an opportunity for the organization to succeed and thrive under proven leadership. As a leader, it is necessary that you know how to give a command in order for you to grow as an individual and prepare you for the future role that you are going to face. Fingers tackle that you can ask your boss or commander about what he expects from you and tell him that you are open to any advice and guidance for he has been in your position already. So, do not forget to take note about what will your boss advice you because these pieces of advice will help to become effective commanders someday. 

What do the troops Expect? Goldfein sighted that he surveyed USAF Senior Noncommissioned Officer (NCO) Academy at Maxwell Air Force Base Annex. The attendees answered the questions: What do you expect from your new commander? How do you define a successful commander? And what do you not want to see in your new boss? Here are some of their answers that Goldfein sighted: I expect Leadership in Action. The attendee wants a leader or a commander that walks the talk and does not just always rely on their troops. A successful commander is one who supports. Indeed, a good commander has a heart and stands for his or her people when they are right, and also who treats his or his troops fairly. Lastly and probably the most important character they want to see in a successful commander is someone who lives the core values each and every day. Living by the core values means that the commander has the courage to stand up without compromising personal beliefs, for what is right and fair. In this discussion, the best commander is someone who is selfless in all means. The one who puts and thinks his troops first. For the last part of Chapter 1, Goldfein tackles your expectation of yourself when you had given a chance to be a commander. In this last part, Goldfein introduced and referred to a book by Major General John G. Meyer, USA, titled Company Command: The Bottom Line. In this book, General Meyer asks a different question than if you answered Yes to all of it then you can expect to enjoy the most difficult and challenging experience in your career. 

Chapter 2: Vision and Environment 

The next chapter focuses on the vision and building the environment. In giving a command, it is important that you develop your vision followed by building an environment. It is important that you always think about what specific goal you want your squadron to achieve. You need to set goals in order for the squadron to become great., as a commander, you have to develop the vision statements first. Knowing and considering the needs and wants and deserve of your airmen for them to reassure that their commander is not just a man of a word but also a man of action. In the book, Goldfein sight some basic guidelines in order to develop a vision statement. Make it understandable. Make it inclusive. Make it supportive and Encourage participation. Always remember that “Your troops want, need, and deserve to be led from day one of your command tour. Once you already have your vision, you must introduce and communicate it to your squadron. It is important to talk to them about it and become a centerpiece of your every meeting. Next is to build your environment. The work area must be secure, safe, of a high standard, and respectful of diversity. As a commander, you also must be a good listener and must be a mentor to your key supervisors in order for them to do the same. It is one of your primary roles to develop and communicate a vision and build an environment to become a successful and effective commander.

Chapter 3: Walking the Walk 

This chapter focuses on the difference between leadership and management. Leadership is about people; Management is about things. A commander must know and understand that it must be equally balanced and responsible for both. Leaders with humility don’t think less of themselves, they just think of themselves less.