By Miles "BR" Blocker
Picture this scenario:
So you’ve been selected to be a DO. Most of us at this point in our careers have been an AOF/CC. We may have a deployment or two, maybe even had a staff tour before this moment. This is your first opportunity to be in a formal squadron leadership position. You’d think a position of this importance would have USAF guidance, MAJCOM courses, or readily available resources to prepare you for this moment. However, after using the “user-friendly” AF Portal search bar, you realize that you’re journeying into an ill-defined beginning state and a convoluted desired end state. This ambiguity may sound familiar to those lucky enough to finish a tour as the #2 officer. As a sitting DO, I offer a framework for those recently selected officers looking for advice in guiding their preparation for an important role.
What is a DO?
The position description of the SQ/DO is just as vague as describing what a 13M does. It does not have a defined role in any official Air Force guidance (I can be wrong, and this is an invitation for someone to correct me). The closest thing I’ve found is AFI 1-2, Commander’s Responsibilities which defines the purpose and responsibilities of the commander. Naturally, the DO is there to assist the CC in accomplishing their responsibilities. So you’re generally in the right frame of mind if your actions involve the four major graded areas: Executing the mission, leading people, managing resources, and improving the unit.
Interesting note: The Army’s equivalent is the XO. Needless to say, we share some cultural DNA with the USA. They utilize their XOs to manage the day-to-day activities of a unit.
In my humble experience, the DO adjusts to whatever is needed at the time. You are the hand of the king/queen. You are the enforcer, cheerleader, reminder, sounding board, feedback giver, planner, and ambassador for your commander/unit. Your specific role depends on your boss and unit mission. If your boss wants to take a more ops-focused hands-on approach, you may feel they are doing “DO work.” However, “DO work” is what your boss determines. If your squadron’s mission is recruiting or training, your day-to-day activities will be much different than an OSS at a test base. In all cases, I recommend you learn your boss’ expectations and your unit’s mission. I’ve been in units where the DO essentially acts as a deputy commander and is aware of most if not all personnel, budget, disciplinary, and operational issues. I’ve also been in units where the commander insists on a more “in your lane” approach. We did not cross into each other’s domains out of sheer necessity due to work volume. Feedback is key, and I recommend you get it earlier with these possibilities in mind.
Common pitfalls
As a 13M, you’ve spent the last 10 years in a specialized community honing skills and knowledge that few possess in the USAF. This experience is invaluable as a DO but comes with potential pitfalls that require you to take some looks in the mirror to ensure you’re not succumbing to these:
1. Being a SQ/AOF
If you’re at an OSS, chances are you have a 13M AOF/CC. It’s easy to gravitate towards familiar environments, problems, and solutions. If you find yourself caring about TRB minutes, publication reviews, or how to run the traffic pattern without a command directive or squadron interest, you may be crowding the AOF/CC’s domain and their associated development . The CC may direct you to provide more oversight of the AOF, but I would advise you to allow the AOF/CC room to lead by providing intent and desired effects versus prescribed solutions/decisions. This topic is more art than science and you’ll have to balance your oversight to avoid overreach.
2. Feeling Insecure/Fragile Ego
This isn’t specific to being the DO, but it can sure inhibit your effectiveness as one. By now, you’re an O-4 and seen as more knowledgeable than your junior officers. However, this new position is something you’ve never done before and it’s natural to have knowledge gaps when you move up in responsibility. Though you’re in a higher ranking leadership position with high expectations, don’t feel like you need to fake it if you don’t know. On the flip side, be aware that you need to learn as much as you can about processes and your unit’s mission to bridge those knowledge gaps. Your troops won’t see you as incompetent if you ask questions; they will see you as incompetent if you pretend to know.
3. Micromanagement
Now that you’re higher up in the organization, you are further away from where the rubber meets the pavement. That means more people between you and the airmen getting the job done. Your directives will be filtered through multiple leadership levels and you need to accept that. It may be slower or less precise than you’d like, but that’s the challenge of being at higher echelons of leadership. DOs that short circuit the change of command are generally less effective than those that utilize the entire team.
Best practices
These concepts will help you be the best DO you can be!
1. Knowing your SQ
To direct operations, you need to know what they are. Set those immersions up early to know what your flights do along with their capabilities, limitations, and challenges. As an OSS/DO at a test base, I now understand airspace scheduling, range operations, test requirements, aircrew flight equipment (AFE) and host aviation resource managers (HARM) enough to lead the unit. I certainly didn’t have that knowledge when I showed up. Expect a similar experience and learn as much and as early as you can.
2. Know how your SQ ties into the Group/Wing/MAJCOM’s strategic plans
Now that you’ve got more scope of responsibility, your actions have more significant effects and consequences. I highly recommend learning your Group/Wing/MAJCOM’s priorities and relating them to your squadron’s efforts. Your individually determined initiatives to improve the unit may be well and good. Still, if they aren’t directly relatable to higher organization goals, they aren’t making the right impact. There is no shortage of problems to solve and things to improve. However, prioritizing the solutions your boss’ boss cares about, is the easiest way to posture your unit for success.
3. Build an effective SQ Team
Most of what you do is ensuring other people are doing what they need to do. This doesn’t just happen because you tell them to do it. Building your team of FLT/CCs, DOs, SMEs, and mission partners is essential to influence larger organizations of people to accomplish larger things. Your ability to influence others and bringing them together is critical to being an effective DO.
4. Build Teams of Teams
This builds upon the build a Squadron Team but warrants its own detail. AOF/CCs must already interact with multiple support agencies to maintain the aerodrome and surrounding airspace. As the DO your sphere of influence is even larger. It most likely requires you to venture outside of the squadron in different ways than you’re accustomed to. Your squadron will most likely have many touchpoints with other squadrons, and you will likely be involved when there’s friction or a need for change. Building your network with other unit’s DOs and reps will save you heartache when an actual crisis occurs. People are inherently more willing to help you if they know you and DOs need a lot of help.
5. Prepare yourself to be the #1 and learn from the successes and failures of your boss
This may be your only chance to ride shotgun before you become a commander yourself. For those who have been AOF/DOs prior to AOF/CC, you know it’s different when you’re the #1; the same applies at the squadron level. Your boss will encounter some challenging situations that you can only imagine if you haven’t seen them before. Heartbreaking tragedies, frustrating discipline, and complex leadership dilemmas are all likely during your tenure. Learn from your CC’s reps so that you feel more confident when you take that seat.
Conclusion
There are more tips and insights from our community, and I am just one voice of many. However, I’m pretty confident most people will agree that you must embrace the unknown with a courageous spirit when you become a DO. There’s a reason someone picked you for this job. The career field is very particular in choosing the right people for DO positions due to their importance. Enjoy this opportunity and lead well!
About the Author: Miles-Tyson “BR” Blocker is an active duty 13M currently stationed at Eglin AFB as the 96th OSS Director of Operations. He’s a 2008 graduate of USAFA and has deployed to multiple locations in Iraq in support of Operations IRAQI FREEDOM, NEW DAWN, and INHERENT RESOLVE. BR enjoys the gym, eating all the food (you read that right, ALL the food), and real estate investing in his off time.