Posted on Apr 10, 2019
Deborah Lee James, 23rd SECAF was here 4/17/19 to discuss her upcoming book release & answer questions.
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Deborah Lee James, 23rd Secretary of the Air Force here to discuss my upcoming book release https://rly.pt/AimHigh and answer questions concerning how to navigate your career?
Deborah Lee James has a three-decade track record of leading, transforming and driving lasting change in the US government and in private industry. As only the second woman in history to lead a branch of the male dominated US military, Deborah faced high stakes challenges as Secretary of the Air Force, the CEO equivalent of a 660,000, $140 billion enterprise. For three years during a period of unprecedented political dysfunction, she led the effort to recruit, train and equip the premier air, space and cyber force on the planet, sending forces forward to combat ISIS in the Middle East, reassure European allies against a resurgent Russia and preparing forces for possible combat operations on the Korean Peninsula. Earlier in her career, Deborah was a senior executive at defense giant, SAIC, where she led a $2 billion enterprise during a time of enormous change within the company. Along the way, Deborah raised two children as a single mother.
Through personal stories from her days as a young professional, as a business leader at SAIC and from the halls of the Pentagon, Deborah reveals her approach to surviving, thriving and leading through change and dysfunction at the intersection of politics, business, and family.
Deborah Lee James has a three-decade track record of leading, transforming and driving lasting change in the US government and in private industry. As only the second woman in history to lead a branch of the male dominated US military, Deborah faced high stakes challenges as Secretary of the Air Force, the CEO equivalent of a 660,000, $140 billion enterprise. For three years during a period of unprecedented political dysfunction, she led the effort to recruit, train and equip the premier air, space and cyber force on the planet, sending forces forward to combat ISIS in the Middle East, reassure European allies against a resurgent Russia and preparing forces for possible combat operations on the Korean Peninsula. Earlier in her career, Deborah was a senior executive at defense giant, SAIC, where she led a $2 billion enterprise during a time of enormous change within the company. Along the way, Deborah raised two children as a single mother.
Through personal stories from her days as a young professional, as a business leader at SAIC and from the halls of the Pentagon, Deborah reveals her approach to surviving, thriving and leading through change and dysfunction at the intersection of politics, business, and family.
Posted 7 y ago
Responses: 27
Deborah James
Thanks Don--hope you are able to join in
Deborah Lee James, Thank you for your exemplary USAF leadership & service and your time with RP today. 1) Do you envision a DoD rapid/24 hour responsive spacelift requirement?; 2.) If so, which branch would you task?; 3.) How could we put the speed of heat on the POM process to fund the requirement? VR Lt Col (r) Screamin Tom Freeman, LTS Rough Rider
Deborah James
There has been talk about using space assets to rapidly deliver people and cargo at some point in the future. As you know, nothing like this exists today nor is there a requirement per se. The way something like this might actually get started is through the research budget and through rapid acquisition and prototying authorities to test out the concept on a small scale. I have read articles about the concept but don't believe action has been initiated on it. With that said, space funding is growing significantly so perhaps one day in the not too distant future it will begin
How did you balance your schedule with you professional career and parenting responsibilities as a single mother? I am a single father and have been trying to find a way to break through that time barrier and advance my career.
Deborah James
This is a tough but important question. To state the obvious, there are no easy answers and there are tradeoffs. Number one thing is you cannot do everything yourself. You need quality child care and backup plans (like neighbors, family members etc) to help when work requires more of you. By the same token, you should not allow the work to overwhelm you. So its a balancing act. Don't be afraid to speak to your supervisor about your parenting needs. Within reason, there should be accommodations for men and women alike when not deployed. Have you looked into additional education opportunities to advance your career? Another idea is to find another airman who is senior and willing to provide mentorship and advice. Good luck!
Thanks for joining us!
My question is related to "for three years during a period of unprecedented political dysfunction."
What was this dysfunction and what caused it? More importantly, how did this dysfunction impact our readiness and the lives of our Airmen? If you could advise the next SECAF, what would you tell them?
My question is related to "for three years during a period of unprecedented political dysfunction."
What was this dysfunction and what caused it? More importantly, how did this dysfunction impact our readiness and the lives of our Airmen? If you could advise the next SECAF, what would you tell them?
Deborah James
There is tremendous dysfunction in our government today--it existed when I served as SecAF (form Dec 2013 to Jan 2017) and it continues to this day. What I mean by this is that our political authorities who lead us, pass laws, fund the government etc. have lost the ability to compromise in most cases. Civility in politics is not something we see much of these days. Consequently the wheels of government are not turning well. We lurch back and forth toward government shutdowns; we've lived with Continuing resolutions for years--its no way to run a government. But we are where we are. The causes relate to everything from gerrymandering Congressional districts, money in politics, the 24 hour news cycle, social media and the elimination of earmarks in Congress. Also, people tend to gravitate to news sources these days that support what they already believe--so people in general are more polarized these days then, say, 30 years ago. None of these phenomena are going to change, but somehow we need to recapture more of a bipartisan spirit in Washington. Budget uncertainties affect military personnel, training dollars, and procurement investments for the future. My advice to the next SECAF is stay above the fray, keep your cool before Congress and aggressively tell the Air Force story. We need the ongoing support of the American people to support strong budgets for defense.
Hello Deborah James,
Thank you for coming onto this forum to discuss your book and share your insight. There is one question I have that may be a bit outside the box.
Anyone who has been career military, at some point in their version of professional military education, received at least a brief class on the senior military chain of command and how it interacts with civilian political leadership. However, what is always lacking is real perspective. We learn this sort of "anecdotal" chain of command and how it's supposed to work, and that's about it. Frankly, I always wondered myself--how are the roles really balanced between the logistical/operational/strategic objectives of our uniformed service leadership, and the objectives that you have as the service secretary. And what kinds of challenges did you face in balancing those roles and melding your goals/objectives to something that you all could agree on--and that the senior political leadership would back you on?
Thank you for coming onto this forum to discuss your book and share your insight. There is one question I have that may be a bit outside the box.
Anyone who has been career military, at some point in their version of professional military education, received at least a brief class on the senior military chain of command and how it interacts with civilian political leadership. However, what is always lacking is real perspective. We learn this sort of "anecdotal" chain of command and how it's supposed to work, and that's about it. Frankly, I always wondered myself--how are the roles really balanced between the logistical/operational/strategic objectives of our uniformed service leadership, and the objectives that you have as the service secretary. And what kinds of challenges did you face in balancing those roles and melding your goals/objectives to something that you all could agree on--and that the senior political leadership would back you on?
Deborah James
Think of the Service secretary as the CEO of the Air Force--responsible for people, training, equipping, technology, budgets. The Chief (as a member of the JCS) brings the warfighting knowledge and advises on these aspects. The Secretary (the senior political authority) stays away from warfighting; the chief frequently gets involved with all the things the Secretary does but in a role technically subordinate to the Secretary. This is due to the principle of civilian control of the military. With all that said, there is overlap as you can see so I always tried to have a close relationship with both Chiefs who served during my tenure. It was a partnership. My goal was to never take them by surprise and they knew for sure knew that I hated surprises as well. This worked most of the time.
MSgt Wes Bryant
Awesome Deborah James thank you! That is pretty illuminating. I was worried I’d posted to broad of a question!
Deborah James
A lot of people are confused about it. We are one of the few militaries that has civilian secretaries of the services
In your opinion, what would need to happen for the Air Force to implement an aviation warrant officer program similar to the US Army to help alleviate the pilot shortage and possibly slow the pilot exodus?
Deborah James
Believe me, when I was the Secretary I asked this over and over again. Both Chiefs I served with were against it as was the Chief Master Sergeant of the Air Force. They did not see a warrant officer program as responsive to the issues at hand and believed that the bureaucracy and program set up needed to establish a corps of warrant officers was simply not worth it. More than anything else, I perceive this to be an issue of culture. So for this to move forward, a future Chief of Staff would need to lead the way.
Deborah James Ma'am, you are at once captivating and honorable. It is quite an honor to have you with us: HERO! ENJOY YOUR STAY, MA'AM!
-Cordially and Respectfully, Most Respectfully- Margaret C. Higgins U.S. Army Retired: Coach/Singer/Photographer
-Cordially and Respectfully, Most Respectfully- Margaret C. Higgins U.S. Army Retired: Coach/Singer/Photographer
Deborah James What advice do you have for a civilian who works with and for the military population? I try everyday to live RallyPoint's mission "To help all members of the military community lead more successful and fulfilling lives."
Deborah James
You are doing it already!!Like you, I have always been a civilian in support of the military and its missions across the globe. Keep doing what you are doing. Only one percent of America serves in uniform these days--so all of us "99 percenters" need to do the best we can to support, appreciate and spread the word to our political authorities that we need to keep defense spending strong and support our troops.
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