Spotlight on: Ms Donna Back - Interview

Air Force Comptroller, July, 2003

Director Financial Management & Comptroller Aeronautical Systems Center

Most recently on a tour of Wright-Patterson Air Force Base, the Assistant Secretary of the Air Force for Financial Management and Comptroller, Mr Michael Montelongo, had an opportunity to speak to several of the young and enthusiastic members of the Air Force financial management team at the Aeronautical Systems Center. He was excited by their enthusiasm and pride in belonging to the Air Force and impressed with the quality of their thinking, desire to serve, and eagerness to make a difference in a career of public service. In conversations with Ms Donna Back, the Director, Financial Management and Comptroller, Aeronautical Systems Center, Mr Montelongo realized that the quality of this FM team was a reflection of ASCs and Ms Back's long standing commitment to workforce development and willingness to invest in recruiting as well as retaining exceptionally capable and highly motivated people. The Air Force Comptroller magazine felt this story needed to be told and the following are excerpts from an interview conducted by SAF/FMPW and Ms Back on 28 May 2004.

Ms Back is responsible for the multibillion dollar financial management of weapon systems acquisition and sustainment programs, including the B-1, B-2, C-17, F/A-22, F-15, F-16, F-117, Global Hawk, Predator, and numerous subsystems. She has functional control over 700 people at Wright-Patterson and Brooks Air Force Bases.

Ms Back entered Federal service as a financial manager in 1971 with the F-15 System Program Office. She has held management positions in a variety of staff and program offices. She served as the Deputy Director of Financial Management, Headquarters, Air Force Materiel Command, prior to her current assignment. She is Level III certified in the Business, Cost Estimating, and Financial Management field of the Acquisition Professional Development Program. She received her Bachelor's degree in accounting and marketing from Miami University in 1971 and received her MBA from Wright State University in 1978. She has attended numerous executive development programs at Carnegie Mellon, Penn State, Harvard, University of Virginia, Georgetown University, and the Federal Executive Institute.

Ms Back started her career as a Financial Manager within the F-15 System Program Office of the Aeronautical Systems Division. In 1978 she was promoted and assumed a cost analyst position within the Cost Analysis Directorate. In 1983 she was promoted once again to be the Chief, Aircraft and Missiles Branch of the Strategic Systems Program Office. Next, she was named Deputy Director, Program Control, within the Aeronautical Systems Division and continued to earn roles of increasing responsibility and complexity to include: Chief, Cost and Research Branch of the Cost Analysis Division; Director, Program Control, Deputy Chief of Staff, Comptroller; Chief, Program Control, Advanced Tactical Fighter System Program Office; Deputy Comptroller, Directorate of Financial Management and Comptroller for ASC; and Deputy Comptroller, Directorate of Financial Management and Comptroller, Headquarters Air Force Materiel Command. In 1989 she was selected for Senior Executive Service and named as the Deputy Comptroller, ASC.

The Air Force Comptroller: Could you share your philosophy regarding people development?

Actually, it is quite simple. You look for and hire the best; you provide the resources and support they need to do the job; and, in turn, get out of their way! Throughout my career, the people I have had the privilege to work with and led have never failed to surprise me with the standard of excellence in quality of work they achieve when they know that you are behind them and are willing to provide the tools and resources they need to be successful.

Early on in my career, I learned that taking care of and investing in people was the key to success. The most important requirement is to create an environment where people have the skills, tools, training, and leadership support to excel. I call these enablers, and when leaders provide these to their people, they can step back and witness as extraordinary things unfold.

When you have the right people in place who have the right tools, capabilities, and positive can do attitudes to exceed expectations, then a leader's job is less about checking up on people and more about supplying the vision, developing the strategy, rewarding and encouraging people when they do great things, and communicating, communicating, communicating.

I would be remiss if I didn't mention an equally important facet of developing people ... touching their hearts ... that's where real growth and development occurs. People do their best work when they know that you care about them and know they are valued and respected members of the FM team.

The Air Force Comptroller: How have you been able to live that philosophy?

I have been blessed with a rich and diverse set of experiences where I had the opportunity to observe highly, as well as less, effective leaders. From the earliest days in my career, I began to capture in writing leadership practices, both noteworthy and demotivating, so that I could model the positive practices and never make the mistake of repeating the negative practices. To this day, I periodically review those notes and work hard to replicate the things that worked while avoiding the things that did not. I never forget what it was like to be led.