Chain of command: 28 MUNS

  • Published
  • By Airman 1st Class Jarad A. Denton
  • 28th Bomb Wing Public Affairs
What does it take to organize and motivate a group of Airmen into a highly professional, goal-oriented squadron?

Lt. Col. Timothy Howard, 28 MUNS commander, said that it takes a combination of organization, perseverance and time.

"Everything we do daily is to ensure we put bombs on target," he said.

Throughout the course of the day, Colonel Howard makes command-level decisions based on information he receives from all levels in the squadron.

"All commanders are busy so they need to orchestrate the day to day business that impacts the squadron."

Colonel Howard said having a well organized unit, comprised of exceptionally skilled Airmen, allows him to focus on improving the squadron by implementing programs which take care of the squadron personnel.

"If you don't care, people know it," he said.

Colonel Howard demonstrates his caring through direct involvement with the 28 MUNS unit advisory council. He said it was important to devote time out of his day for a briefing by Airman Stephen Diaz, 28 MUNS conventional maintenance crewmember and UAC president.

Airman Diaz discussed several upcoming projects, including a Key Spouse sponsored Easter egg hunt and Wingman day, the 28 MUNS UAC wants to undertake to improve relationships between the Airman and families of the squadron.

"We want to make everyone, especially the ones returning from a deployment, in the squadron feel included," Colonel Howard said.

Along with building relationships, the 28 MUNS is also committed to training and development, the colonel said.


"Training allows our Airmen to do their job downrange," he said. "We are a very young squadron that trains for combat and deploys often. It's our goal to remain professional and stay focused at all times."

During a staff meeting the emphasis on training was placed on several different aspects which impacted the squadron. The health and well-being of Airmen in the squadron, both physical and mental, was forefront in the discussion between Colonel Howard and his staff. Even though everyone in the meeting was free to voice their opinions and suggestions it was always done in an orderly and respectful fashion. Throughout the meeting one of Colonel Howard's rules to live by remained prevalent.

"Never let your boss be surprised."

Colonel Howard is a self-admitted difficult task master. He sets high standards and drives his people to reach them. Such an attitude has not only earned him and the squadron several awards, but also a reputation for having a well-organized and highly productive squadron.

"I am a steward of that seat," he said as he pointed to the head chair in his office. "As a senior leader I owe it to the Air Force to mentor and grow the next generation."


For Colonel Howard, the 28 MUNS serves as an extension of his own family. He makes it a point to recognize top performers as well as provide redemption opportunities to those Airmen who have made poor decisions. His actions are reverberated throughout the squadron by his people adopting the acronym TOES.

Train
Organize
Equip
Support

"It's not about me, it's about the squadron," he said. "It's about the hard work you do, day in and day out."

In order to further strengthen the ties between command and the Airmen of the squadron, Colonel Howard prompted a sit-down between himself and Airmen of various ranks over slices of pizza. The forum gave Airmen an opportunity to hear from leadership what is expected of them and also voice concerns or questions that are on their minds.

Master Sgt. David Wells, 28 MUNS first sergeant, spoke about the need to successfully mentor incoming Airmen.

"If you don't mentor your Airmen then they will inevitably start down the wrong path," he said.

He encouraged supervisors to sit down with their Airmen and find out what they wanted out of the Air Force.

"We will never ask you to do anything you're not equipped to do," Sergeant Wells said. "Supervising is not babysitting, however. It's your opportunity to mold Airmen into little versions of yourself in the Air Force. So the question you need to ask yourself is: 'are you proud of what your Airmen are doing?'"

Colonel Howard reiterated Sergeant Wells' statements with his own pride in the people of 28 MUNS.

"I enjoy doing this job because of you," Colonel Howard said. "Being a squadron commander is what I waited 25 years to do as a career Airman."

The dedication and organization of Airmen to both the training and mission of the 28 MUNS constantly impresses Colonel Howard.

"We train to go to war," he said. "We train to go downrange and kick enemy butt."

Editor's Note: This is part one of a series.