Summary: <br> In <a href="https://williamdparker.com/2020/12/02/pmp222-a-fighter-pilots-lessons-for-leaders/">last week’s episode</a>, Colonel Brad Ruttman shared lessons from his military experience that may also apply to education leaders. <br> <br> <br> <br> <a href="https://media.defense.gov/2020/Jun/08/2002312517/-1/-1/0/200607-Z-UN332-1023.JPG">Oklahoma Air National Guard photo</a> by Master Sgt. C.T. Michael<br> <br> <br> <br> This week, he unpacks more of his “Pocket-List for Leading a New Command” as well as some of his favorite leadership quotes.<br> <br> <br> <br> Meet Colonel Brad Ruttman <br> <br> <br> <br> Col. Brad Ruttman is a 21-year veteran of the US Air Force and currently serves as the Operations Group Commander for the 138th Fighter Wing. He has commanded at the tactical, operational, and strategic levels and is a graduate of Air War College. As an F-16 fighter pilot, Col Ruttman has 5 combat tours and over 100 combat sorties in Iraq and Afghanistan. He is the recipient of several military awards to include 2 Meritorious Service Medals, 4 Combat Air Medals, the Aerial Achievement Medal and the Iraq and Afghanistan Campaign Medals. He resides in Owasso, OK with his wife Stephanie and their five children: JJ, Christian, Coleman, Savannah, and Dawson. All five of his children attend Owasso Public Schools.<br> <br> <br> <br> Part 2 of the Leadership Pocket-List<br> <br> <br> <br> WDP: Thank you again for being on the show. Last time you shared several takeaways, including setting boundaries/instilling discipline, project empathy/right any wrongs, and building trust. Can you take us through the other elements of your list?<br> <br> <br> <br> Col. Ruttman: Sure. Let’s talk next about “Leading Your People Where They Are.” For strategic leaders, it is very important you think about your tactical team members from their perspective. That means understanding your people, what they do, and your own limitations. You cannot just assume you know how to do their work. In my own experience, I have seen officers or commanders show up to enlisted personnel and tell them why they need to work harder because of the global, strategic outcomes needed around the world. This kind of feedback is not helpful. Most people at the tactical level, however care about purpose, security and relationships. Don’t spend time trying to convince others of strategy. Meet them in the ways that matter most to them.<br> <br> <br> <br> WDP: I’ll give an education application. When I was a high school principal, I would visit our cafeteria staff to thank them for the good work they were doing in feeding our students. Sometimes we would have lunch together or a quick meeting so that I could hear any concerns. I did not try to burden them with academic targets, for instance, as they were really not interested in the organizational or strategic plans I was working on. They were most interested in making sure every student was eating. <br> <br> <br> <br> Col. Ruttman: That’s a great segue to the next area: “Seek first to understand, then to be understood” (Covey). I think many times as leaders, especially brand-new leaders, someone may have been a teacher for a long time, and when they become a principal, they cannot wait to lead a school the way they always dreamed of it being. The challenge is finding ways to influence others because most of them will not be inspired by your ideas. As a leader, it is your job to take your ideas and influence others. The best ways to influence are to first understand what their priorities are, understanding their history, and showing empathy for their experiences. If you can convince others that new ideas are ones they suggested, then they will be more committed to new outcomes. <br> <br> <br> <br> WDP: Yes, ownership has to happen for accountability to be meaningful. You also talk about the “Staying sharp” with sev...
