Perspectives IN STEP
WITH
M A J G E N L O R E N R E N O , C O M M A N D E R , OC-ALC
Major General Loren Reno is currently the commander of the Oklahoma City Air Logistics Center (OC-ALC) following an assignment as The Defense Logistics Agency (DLA) Vice Director. Gen Reno’s broad experience in all aspects of logistics and his reputation as one of the Air Force’s premier logisticians makes him the ideal choice for this edition’s focus on logistics leadership.
Maj Gen Loren Reno
ER: What leadership advice could you give our LOA officers?
MAJ GEN RENO: Though there are many qualities of good leaders (like integrity, courage, and humility), my leadership model has 3 pillars: 1-with regard to the mission, set the course and pace; 2-with regard to others, require accountability…positive and negative; and 3-with regard to one’s self, exercise regularly…physically, mentally, and spiritually. ER: Looking back on your distinguished career have you benefited from any missteps that in the long term actually enhanced your leadership development?
ER: PERSPECTIVES
MAJ GEN RENO: Yes, I have made missteps from which I have learned. They have increased my attention to detail, given me understanding when others around me have made missteps, and helped me see the difference between mistakes and crimes. I have come to understand the importance and benefit of fostering an environment that permits mistakes and misjudgments while encouraging innovation. ER: Are there any pitfalls in a young officer’s leadership development that you would recommend caution as they plan their career paths?
MAJ GEN RENO: My first recommendation would be to seek the counsel of officers senior to one’s self. Over the years, I have relied on the advice of my seniors and have seen that their perspective is better than my own. Second, I would urge caution in burning bridges. Things often look differently down the road, and things done in the near-term can limit opportunities not seen today. Third, the AF core values are enduring for young and senior officers alike: integrity as the basis for officership, a passion for service that overwhelms self interest, and a commitment to excellence that tolerates nothing less than the best. As senior officers see these qualities in younger officers, the latter will get all the help they need. ER: You have extensive experience in “wholesale” material logistics with multiple assignments in AFMC depots and with DLA. What do assignments in the wholesale sector provide for logistician officer development?
MAJ GEN RENO: I think the lines of demarcation between wholesale and retail logistics have blurred as have the lines between tactical and strategic airlift and between the three levels of maintenance. I see great value in officers developing understanding and contributing to logistics in various venues: AF and joint; operational and support; and field and staff. I think of the levels more along joint lines—supported and supporting. We all have suppliers and customers. We need to develop an understanding and appreciation for the needs involved in those relationships. I think we need a variety of assignments to help us develop those. Having been the war-fighter (AMC/A4) and then a supplier (DLA vice director) has given me great insight into an ALC commander’s duty to provide service to the former and make demands of the latter. ER: Could you comment on the current shift towards centralized or regionalized repair for engines, aircraft and components?
MAJ GEN RENO: Some of the factors that make the time right for centralizing repair are advances in technology, improvements in IT systems, increased cost of equipment/tooling, faster and increased availability of transportation systems, leaner/transforming air logistics centers, and fiscal challenges that cause us to challenge “old ways” in order to find modernization resources. Logisticians have to do better than just to manage…we have to lead. As we have moved from base-level decentralized supply in recent years to
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SPRING 2008