What I learned about leadership from my time in the Air Force

[Editor’s Note: PR Daily has partnered with The Plank Center for Leadership in Public Relations to develop our newest column, Lessons in Leadership. This column will rotate among Plank Center Board of Advisor members, their emerging leaders network and board alumni, concentrating on moments of personal leadership and the lessons they impart.]

His name was Robert D. Cantley, MSgt, USAF. I first met him in July 1971 when he was first sergeant of the 3646th Air Base Group Squadron at Laughlin Air Force Base in Texas.

I was a brand-new second lieutenant, less than a month into my time in the Air Force. Eventually I would be a public affairs officer, but that July my first assignment was to be commander of Cantley’s squadron.

And like most second lieutenants, I knew absolutely nothing. In many ways, Cantley had to look out for me as much as he had to look out for the airmen in the squadron.

I wasn’t in college anymore. I was now in a formal leadership position that had some real authority, where I could (and did) effect the lives of others. I desperately wanted to be a good leader and I knew I needed Cantley’s help to do that. As the first sergeant, he would advise on the enlisted personnel in the squadron. That’s what first sergeants do. But I needed more. I needed a mentor.