The last three years serving as Civil Air Patrol’s national command chief have flown by.
But really, it’s a journey that started more than seven years ago when I was first approached about serving as a region chief in 2018.
It made sense. I’d served 28 years in the U.S. Army as an enlisted member, so I had the heart of a noncommissioned officer, and CAP was looking to grow its NCO corps. The move, however, would mean I’d have to hang up my officer rank and put the stripes back on.
Serving in the noncommissioned officer corps at CAP has always been the road less traveled. Even today, only about 500 of our nearly 70,000 members across the country are NCOs.
I hesitated to make the switch because I wasn’t sure how I’d be perceived. Looking back, to think that I experienced any pause about the transition seems unfathomable. Because as soon as I transitioned from officer to the noncommissioned officer corps, I knew, instantly, that it was exactly where I needed to be.
That change opened up new opportunities across the region and organization and led to my application to be CAP’s fifth national command chief. The rest, as they say, is history.
As I near the close of this chapter of my career, I’ve learned a lot about myself — and about the role itself.
The national command chief role is demanding in the best way possible. While Maj. Gen. Regena Aye looks up and out at the strategic direction of the organization, the national command chief looks down, in, and across. That is, he or she gets to advocate for and be the voice of the nearly 70,000 members of this amazing organization. The role brings issues to the table, fosters relationships on an individual basis, and helps the field manage day-to-day requirements to meet the mission.
To be that voice requires the utmost trust in the individual holding the senior enlisted leader position. I have committed to being the best possible teammate I could possibly be to Aye, Brig. Gen. R. Jason Bailey, Col. Rose and the rest of the command staff, and I’ve always prioritized services to members. Even when it may seem uncomfortable, the national command chief must bring issues to light and work shoulder-to-shoulder with the command team and the field alike to drive solutions.
This work also requires likability. While respecting rank is a thing, you get more done, collectively, when people like you. I needed to pour into people, see them first, and set any ego aside. People in the Army listened because they had to listen, but that was no longer a given in a membership-driven organization like CAP. You have to understand where people are coming from, listen to them, and work collaboratively for a common goal — without using your rank.
Taking on the role requires living CAP’s values daily — Integrity, Volunteer Service, Excellence, and Respect. There are no “off” days. For me, when I had a down day or felt a bit out of steam, it was the members and my commitment to them that pushed me forward. Regardless of how I was feeling on any given day, I needed to show up to improve membership experiences, remove barriers, and be the chief happiness officer.
The national command chief is the military adviser to the CAP leadership team and is the connective tissue for the other NCOs across the organization. Working with CAP’s command team is different than at the wing or region level in that it requires an extreme amount of discretion, judgment, and the ability, willingness, and commitment to supporting the command team. The role is providing confidence to the command team, offering input, and advising on military-related matters in addition to membership matters.
It’s been a privilege and honor to serve in the role of Civil Air Patrol’s national command chief — and I know that whoever may follow will feel the exact same way. _____Chief Master Sgt. Todd H. ParsonsNational Command Chief
April 1 is the deadline to apply for Civil Air Patrol national command chief as successor to Chief Master Sgt. Todd Parsons, whose term ends in August.
