What do you mean you are not perfekt?! Published Oct. 28, 2010 By Master Sgt. Melvin "Shawn" Fogle USAF Expeditionary Center Joint Base McGuire-Dix-Lakehurst, N.J. -- To learn and improve, people need to be encouraged to try new things; sometimes their efforts may fail. A fundamental aspect of empowerment is acknowledging the right to fail. Obviously, some common sense is required. There can be no tolerance for violating regulations, jeopardizing safety or failing due to a lack of effort. However, if the setback is the result of a failed attempt, applaud the initiative and dissect it so the subordinate can learn from what went wrong. Unfortunately, the fear of failure prevents many otherwise capable individuals from pursuing their creativity and innovation. A subordinate's dedication to improving his or her abilities is a most valuable asset to an organization. Followers must remain optimistic, even in times of adversity". (Extracted from AFPAM 36-2241, paragraph 10.10.4.1) It has been said that resonant leaders are inspiring individuals who lead their organizations and communities to reach for dreams that to some seemed impossible. It is through their tireless efforts these dreams are realized. Today, we see the invention and introduction of new processes, products and advancements in technology due to their vision and drive. Great leaders are awake, aware and attuned to themselves, to others and to the world around them. They remain committed to their beliefs, stand strong in their values and live full, passionate lives. Great leaders are emotionally intelligent and they are mindful in the sense that they seek to live in full consciousness of self, others, nature and society. They go on to face the uncertainty of today's world with hope as they strive to inspire others through clarity of vision, optimism and a profound belief in their own, as well as others', abilities to turn dreams into reality. Great leaders face sacrifice, difficulties and challenges/opportunities with empathy and compassion for the people they lead and those they serve. The true challenge is sustaining their effectiveness and resonance over time. Recently, as I looked back on my career, I realized I was just as guilty as the next person in expecting perfection from the leaders I served. I, for the most part, thought part of their perfection was to understand and accept my imperfections. Nothing could have been farther from the truth. I began to realize they needed me to understand more than anything that mistakes would be made, and I could help and serve them by understanding their intent to make things better for the organization. My job was to be their biggest drum major by applauding their efforts and rallying around them. I felt I needed to let them know I, too, acknowledged their right to fail. As I ascended the enlisted ranks, I began to think this principle should extend to the organization as well. We, as Airmen, expect the Air Force to get it right every time and, far too often build in zero tolerance for initiatives and ideas that don't meet our level of expectations. There has been so much debate of late on hot-button topics such as personnel cuts, budgetary constraints, new physical training standards, our new Air Force motto, etc. At the end of the day, we must realize as Airmen that the intent of the Air Force and our leaders is to get it right and take this organization to the next level. Will they always get it right? "More times than not" is probably the appropriate answer in this case. I guess the gut-check question would be, "what if the Air Force or our leaders expected perfection from us 100 percent of the time and did not allow us our opportunities to fail and pick up the pieces?" Where would we, as subordinates be today?