With only two months of a new command under his belt, the Aviation and Missile Command's Maj. Gen. Lynn Collyar took on the very serious subject of AMCOM's future during his first town hall meeting Aug. 7 in Bob Jones Auditorium.
And that future depends largely on continued employee commitment to meeting aviation and missile development, acquisition and sustainment goals, improving efficiencies and reducing costs.
"We are going to have to change dramatically in how we utilize people and the funds we have to get the most out of those funds," AMCOM's new commander said. "We will have to work hard to get the money we need so that we have the ability to execute what we know is the right thing. We have to have the funds to execute what is right while at the same time go down in our budget needs without affecting our people and the mission."
Collyar's strong stance on AMCOM's future resonated throughout his comments to the organization's work force. For a commander who has only been here a few months, he has quickly gotten "boots on the ground" in understanding the challenges AMCOM and its employees are facing, and in working to chart a course through the next few years of tightening budgets.
Army chief of staff Gen. Raymond Odierno recently said he expects a 20 to 30 percent reduction in both the Soldier and civilian work force. It could be even more significant if sequestration, which is an automated spending cut, is triggered in January as dictated by the Budget Control Act of 2011. Collyar said the Department of Defense could send out reduction-in-force announcements as early as September, and there is a possibility of another round of voluntary separations and voluntary retirements that will help AMCOM maintain a balanced work force.
"If that (VERA/VSIP) happens, it needs to happen soon," Collyar said. "The first part of the fiscal year is best to take full advantage of the reduction.
"Where we are challenged is that if we lose 20 to 30 percent of our work force through a reduction-in-force then that means we'll lose all the younger people. So, I could see us try to offer that (VERA/VSIP) at some level so we can balance" between the loss of the younger work force and more senior employees.
Yet, Collyar emphasized there has not at this time been any guidance from the Department of the Army concerning VERA/VSIP or reductions-in-force.
Most of the town hall, however, was dedicated to recognizing excellence within the work force, saying farewell to AMCOM deputy commander Ronnie Chronister, who is taking a promotion with the Space and Missile Defense Command/Army Forces Strategic Command, and the sharing of the commander's work philosophy.
During Collyar's command, AMCOM will operate under three tenants -- war fighter support, stewardship excellence and work force development. While AMCOM employees have proven time and time again their commitment to war fighter support, Collyar said more emphasis needs to be placed on the other two tenets.
"There will be significant changes in the way we do business starting very soon," he said.
Stewardship excellence refers to finding efficiencies while also providing the best in equipment and services to the war fighter, and to bringing the "look of the operational Army back to AMCOM."
Collyar also said that, with 95 percent of the AMCOM work force made up of civilian employees, it is important for the organization to be a leader in work force and leadership development.
The major general, a Huntsville native who introduced himself to his audience by describing himself as a tri-athlete, golfer and marble collector who is relatively informal, said he enjoys "new people, new ideas and new things." During the town hall, he introduced the command staff, which includes several new leaders such as chief of staff Col. Jay Macklin and Command Sgt. Maj. Tod Glidewell. Collyar also joked around with his audience with his folksy humor, casually walking around the auditorium and emphasizing that he is an approachable leader.
He spoke about his expectations -- high professional and personal standards, hold yourself accountable, hold subordinates accountable, develop subordinates, maintain good fitness and have fun.
"We set the standard for ourselves," he said. "This organization has a great reputation and most of that reputation has been made by setting the highest standards you can. Each of you needs to set your own standard. If something is wrong, say something about it, and work to fix it or make it better."
He added that employees "deserve the opportunity to learn and grow," that each employee should maintain their own unique balance of physical, emotional and spiritual fitness and that the job should always be fun.
"You need to have fun in what you do," he said. "I've always believed the day you take command is when you lose the right to have a bad day. Have fun. Train people. Do the right things."
In addition, AMCOM employees should follow these guiding principles -- if you need help or additional guidance, ask; use common sense; information is not all about the Internet and emails; take care of your people; we are a team, not competitors; and allow your employees to attend developmental courses.
"We are all on the same team," Collyar said. "We will all look better together than we will look if one of us looks bad.
"We need to make sure we are doing the right things for our work force so they are prepared to take on jobs of increased responsibility."
AMCOM's leaders, he said, need to lead, develop and achieve.
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