Much of the rest of Chuck Horner’s education in leadership came painfully . . . because it’s painful to have your shortcomings pointed out, especially if you are a fighter pilot with a large ego. Beyond that, if you truly care about the consequences of your acts, then you feel miserable when you make a mistake. “Good people don’t need to be screamed at,” Horner observes now. “They feel far worse about their shortcomings than you can ever make them feel. On the other hand, the bad person doesn’t care or understand, so screaming doesn’t work there, either. And if you are wrong, the good subordinate will reject your leadership in the future. So you just point out the error, to make sure they’ve gotten it, then discuss how to prevent it in the future, to rebuild their self-confidence. And then, if they are worth training, you send them on their way to sin no more.”

On one occasion, while he was at the 4th TFW, Horner led another aircraft from Seymour Johnson to Hill AFB in Utah to conduct low-level flying training. In North Carolina, fighter pilots were restricted to flying no lower than 500 feet above the ground, but since no one lived in the deserts south of the Great Salt Lake, they could drop down to fifty feet.

When they reached Hill, Horner’s wingman flew with another flight leader who was already deployed there, and Horner flew with the other flight leader’s wingman, who was qualified to fly at fifty feet. Their two-ship element took off first, and they proceeded along the low-level route, practicing formation flying and lookout at 480 to 540 knots and altitudes as low as the fifty-feet minimum. When they reached a mountain range southwest of Salt Lake City, they ran into weather, with clouds obscuring the mountain peaks, initiated a weather abort, climbed up through a hole in the clouds, and called the other element to let them know about the problem. “We’ll meet you on the gunnery range en route home,” they said as they signed off.

When the second two-ship element arrived in the mountains, the flight leader turned away from the wingman and started to climb. Unfortunately, he didn’t climb rapidly enough, and the wingman, who was trying to keep the leader in sight, failed to maintain situational awareness and scraped a ridgeline in his flight path. The aircraft skipped off the ridge and barely impacted the ground, but hit hard enough to cause the aircraft to explode.

Later, Horner and members of a ground crew search party found the bodies and debris in a canyon about two miles away.

After the missing-man flyby, Lieutenant General Hartinger, the commander at Ninth Air Force, let Horner know that it was his negligence that had caused the accident. He had failed in his responsibility as the leader, and so had “murdered” the two crew members.