Planes break, plans change, people make things happen: A conversation with an Air Force loadmaster

  • Published
  • By Professor Gene Kamena
LITTLE ROCK AIR FORCE BASE, Ark. --  The Air Force has its traditions; I guess a 4 a.m. show time for a 6:30 a.m. take-off is one of them; at least that was the plan.

The props were already turning on the C-130J as we walked out of the hangar towards the plane. The familiar smell of jet-fuel sent me back to distant places and other times. I had been here before, but never as a civilian and never wearing blue-jeans. I was preparing to take off to an Air Force training and education event, the Air Education and Training Command Symposium.

Chalk two -- my chalk -- began loading at 6:30 a.m. The plane started rolling at 7 a.m., but 30 minutes on the ramp seemed unusually long. I knew something was awry. When the C-130 finally came to a stop, my suspicions were confirmed as the crew chief's voice came over the plane's squealing intercom. No one could understand all of what the crew chief was saying, but one word stood out -- "problem." The plane was "hard broke" for hydraulics; this was going to be a long day. Sergeants took control and within minutes the 60-odd passengers on our chalk were divided up and placed on two other planes. The plan was that my aircraft would have a two-hour layover at Eglin Air Force Base, Fla., to pick-up other passengers, then on to San Antonio for the AETC Symposium.

The flight down to Eglin was uneventful, except for one thing -- the plane's loadmaster. Thirty plus years in the Army trained my eyes to watch people, particularly sergeants while they went about their duties. I always learned something when watching a good sergeant. This loadmaster was one of them. He went about his tasks with a determined purpose. He checked everything, he ensured other crew members completed their responsibilities, and he kept a watchful eye on all the passengers.

The plane landed with a jolt. We were no longer airborne but the loadmaster was still diligent in his duties. He directed us off the back ramp while the plane took on fuel, led us a safe distance away and kept all the passengers together. (Herding a group of colonels and civilians is no easy task.) The remainder of our time at Eglin was spent off the tail of the C-130 watching the plane refuel and then waiting for the passengers from Eglin to show up. The time passed quickly as I conversed with the loadmaster, a great young American.

Staff Sgt. Dave Sanders was enthusiastic about his job, his Air Force and his unit, the 62nd Airlift Squadron, Blue Barons out of Little Rock. He took pride in his plane and it showed. It was also obvious he knew his job and did it well. Sergeant Sanders has been in the Air Force for 10 years and wants to continue serving as a C-130 Loadmaster, in fact, that is all he wants to do. He is articulate, motivated and professional. Our chance encounter left this retired Army colonel with a sense of satisfaction; the aircraft and the people under the charge of Sergeant Sanders will continue to be in good hands.

A couple leadership points are worth considering, especially for those of us who stay behind a desk or in classrooms a large portion of our day:

· There are great people in the Air Force, you just have to get out and meet them. Take time to speak to enlisted members; ask them their stories. You will be amazed at their professionalism and patriotism.

· The best thing a leader can do, when leading people like Sergeant Sanders, is provide them with what they need to do their jobs ... and then stay out of their way.

· Airplanes break and plans change, but people of Sergeant Sanders's caliber overcome and make things happen.

My first AETC Symposium was a good experience. The lectures and speeches were excellent, but I think what I heard and saw at the conference will soon fade. My conversation with an Air Force loadmaster has made a lasting impression.