Intelligence is your learned and studied abilities, your technical competence, and your leadership skills; that is, your bag of knowledge. As the commander, you must understand the technical aspects of your business and be among the best at what you do—this will free you to lead. Don’t try to gain this “intelligence” in a vacuum. Learn about your mission and understand your people. Know what they and others expect of the squadron. Let the “smart guys” in the unit help spin you up. Read about and understand other leaders. Never think you have learned it all—continue to study until the day you pass on the unit guidon. Be an intelligent leader.

Compassion is easy to explain but very difficult to accomplish. Your people need to know that you care about them and that they can trust you to look out for their interests. I tried to start on the right foot with each new “Buzzard” by insisting that he or she take the first two weeks off after arrival to get their families settled. I encouraged them to spend time at home, then I explained why—it was entirely selfish on my part. While they were assigned as “Buzzards,” there would be times when we would have to work long and hard both deployed and at home. We were never more than 24 hours from loading live ordnance on our aircraft and flying them into harms way. I made it clear that when this happened, I needed them focused 100 percent on the job at hand—not worrying about problems at home. I also encouraged them to share their experiences with their loved ones so they would feel part of what we were doing.

Approach your command opportunity with energy. Make sure that people know and can see that you are excited about your job as commander. Let them feel and be a part of your excitement—enough so that the workplace becomes energized and enjoyable. Enthusiasm is contagious— spread it wisely.

The final letter in the acronym is hidden—it stands for Experience. This is something that comes with time in the seat, and it ties the acronym together. Use not only your experience but also others both inside and outside the squadron. No one has all the answers to the often complex situations you will be faced with as a commander. Tap into as many sources as possible and avoid “going it alone” on the tough ones. Chances are, someone around you has faced a similar situation and can offer helpful advice.

Remember that you have been chosen to command because of your demonstrated success. Leadership will be a daily challenge for you as a commander. Use the ICE acronym to help. More than anything though, enjoy every minute—it truly is the best job in the Air Force!

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