Taking core values to heart

  • Published
  • By Senior Airman Marjorie A. Bowlden
  • 911th Airlift Wing Public Affairs
PITTSBURGH INTERNATIONAL AIRPORT AIR RESERVE STATION --  The words of the Air Force core values, emblazoned on the surface of every Airman's coin, are more than simply words. From the beginning of their career, whether officer or enlisted, Airmen are taught to integrate them into their career and daily lives. They form the basis of everything the Air Force does and bond Airmen together.

"I view us all as Airmen first, regardless of what our rank or Air Force specialty code is," said Capt. Robert Lytle, operations officer with the 911th Logistics Readiness Squadron. "If we look at our foundation, it's the Air Force core values."

Through more than 19 years of service and a variety of positions, Lytle's embodiment of the core values shaped his career, achievements and leadership style.

He enlisted in the Air Force in 1995. At first, he joined to alleviate the financial stress upon himself and his parents from hefty college expenses. However, military service quickly became a passion.

"I loved being enlisted," he said. "I loved the camaraderie and profession of arms within the enlisted ranks."

He first served with the 32nd Aerial Port Squadron, eventually holding positions such as a ramp supervisor and passenger services NCO in charge.

In 2006, at the rank of Master Sgt., he was recommended for commission. He went through the Deserving Airman program and later served as the passenger services officer in charge, air terminal operations officer in charge, 32nd APS operations officer and supply officer in charge.

Throughout his time with the Air Force, Lytle deployed six times in support of both contingency operations and humanitarian missions overseas.

This widely varied career is not the norm, and is certainly not attained by all. But for Lytle, representing the core values of "service before self" and "excellence in all we do" isn't anything exemplary. It's all in another day's work.

"I don't think I'm anyone special; I just do the best job I can," said Lytle. "I wear the same uniform as everybody else."

This reflection of the core values is also shown in the way he views awards and accolades and how they are earned.

"I don't think people should go on a deployment or join a unit wanting to get an achievement medal, commendation medal or other awards like them," he said. "People should put the mission first and not be in it to make a name for themselves. Everything I've received, I just felt like I was doing my job. I went out to do what was asked of me and just tried to do the best possible job I could."

One such accolade was the Army Combat Patch he earned the right to wear on his most recent deployment to Afghanistan.

According to Army Regulation 670-1, Wear and Appearance of Army Uniforms and Insignia, in order to receive the Army Combat Patch, the unit in question "must have actively participated in or supported ground combat operations against hostile forces in which they were exposed to the threat of enemy action or fire, either directly or indirectly."

During the ceremony in which he and his fellow service members received the patch, Lytle at first stood off to the side to observe his U.S. Army comrades.

"I knew it wasn't part of our culture and history," he said. "But then the lieutenant colonel who had pinned it on me said, 'This is a combined, joint environment. You're part of our team,' and he had me participate. It was nice to see and take part in another service's history and tradition."

Though it is not common for Airmen to receive an Army award such as the combat patch, Lytle did not view it as an extraordinary achievement.

"It's more symbolic than anything," he said. "We were simply recognized for doing our jobs."

Just as his embodiment of the core values shaped his view on his career and achievements, it also affected his leadership style. His commitment to integrity and excellence has made him hold himself, and subsequently his subordinates, to very high standards. If he sets a standard for his airmen to follow, he makes a point to follow it himself.

"How can I ask one of my junior Airmen or even one of my senior NCOs to do something that I'm not willing to do myself?" said Lytle. "If I would fail a PT test, how can I counsel a junior Airmen on failing theirs? If they see my name on newsletter for being delinquent on doing my ancillary training that's required of all of us, how can I expect them to do it themselves? As any type of leader, we don't just meet the expectations; we have to set them and exceed them ourselves."

Though he excels in leadership by setting the example, Lytle makes sure to utilize good followership alongside good leadership. He also advises others to do the same.

"You need to know how to follow," he said. "Listen to the people who surround you, from junior Airmen to the senior ranking commander. Everybody adds input. By listening and following, you can emulate qualities you like and avoid qualities you don't. Don't just replicate it; make your leadership style your own."

By embodying the Air Force corps values and retaining the lessons he learned at the beginning of his career, Lytle has a high standard for his subordinates and an example for aspiring leaders to follow. His commitment to integrity, service and excellence shaped his outlook on his military career and all that he has achieved.

"An old mentor of mine once said, 'If we're not outstanding, we're outprocessing,'" he said.  "So I try to share that with my subordinates and my peers. If you don't have a passion for something, or if you're not going to give 100 percent, then there's no point in doing it at all."