14th flying training wing

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14th Flying Training Wing14th Flying Training Wing

Building the World’s Best Pilots, Leaders, and Warriors

Noncommissioned Noncommissioned

Officer Professional Officer Professional

EnhancementEnhancement

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

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WELCOME

NCO Professional EnhancementNCO Professional Enhancement

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• 0730 – 0745 Introduction/Admin• 0745 – 0800 Welcome• 0800 – 0900 Enlisted Force Structure• 0910 – 1010 Enlisted Heritage• 1020 – 1120 Ethics and Core Values • 1120 – 1300 Lunch• 1300 – 1400 Senior Leadership Panel (First

Sergeants)• 1410 – 1510 NCO Roadmap to Success• 1530 – 1630 PT

Agenda (Day 1)Agenda (Day 1)

NCO Professional Development

Enlisted Force Structure



Enlisted Force StructureEnlisted Force Structure


NCO Professional Enhancement

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The Philosophy:

- Provide for a stable career structure

- Provide opportunity for personal growth

- Manage training, education, promotions

- Reflect the Core Values

Reorganized into 3-tier system in 1977 to facilitate professional growth throughout the enlisted ranks

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The Purpose:

- Best meets mission requirements

- Provide common, stable career structure

- Provides all Airmen opportunity for professional growth

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Senior

Noncommissioned Officer Tier

CMSgt

SMSgt

MSgt

Superintendent/Manager

Superintendent/Manager

Craftsman/Supervisor/Manager

Noncommissioned Officer

Tier

TSgt

SSgt

Craftsman/Supervisor

Craftsman/Supervisor

Airman

Tier

Entry-Level

SrA

A1C

Amn

AB

Journeyman/Supervisor

Apprentice/Worker

Apprentice/Worker

Apprentice

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Leadership LevelsLeadership Levels

• Professional development and responsibilities are described in AFI 36-2618, Enlisted Force Development Doctrine

• It is grounded in basic leadership doctrine at three levels:• Tactical

• Operational

• Strategic

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• TACTICAL – (E1–E6) learn/perfect primary skills

• Honing follower-ship abilities, influencing peers and motivating subordinates

• Learn about themselves as leaders• NOTE: To be a good leader, you MUST first learn to

be a good FOLLOWER

• Gaining general understanding of team leadership• Being assimilated into Air Force culture and

adopting core values


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• OPERATIONAL – (E7–E9) increases focus on how one team/section relates to others (big picture)

• Continue to develop personal leadership skills and broadening experience

• Develop familiarity in institutional leadership competencies

• Increased responsibilities and positions of authority (division/branch chiefs)

• This is where war fighting is executed and day-to-day command and control of Air Force operations are carried out


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• STRATEGIC – most senior enlisted leaders assigned at these levels (key leadership positions)

• Leaders need tactical comprehension and competence

• Ability to lead Airmen and joint forces in an expeditionary environment

• Should embody Air Force cultural and core values

• Positions include MAJCOM and Air Staff level jobs

• Advising top leaders

• Managing career fields

• Leading far-reaching programs and processes


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• LEADERSHIP – The art of influencing and directing people to accomplish a mission

• Two key points; people and the mission

• Leadership requires decision making (Dwight D. Eisenhower stated Decision making is the essence of leadership)

• Leaders are involved, hold people accountable, and set the example

Leadership DefinitionLeadership Definition

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• Be tough• Get out from behind your desk• Search out problems• Find critical path to success• Be sensitive• Do not take things for granted• Don’t alibi• Don’t procrastinate• Don’t tolerate incompetence• Be honest

Leadership AdviceLeadership Advice

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• AFI 36-2618, 1 December 2004

• 4.1.1 Accept and execute all duties, instructions, responsibilities and lawful orders in a timely manner. Lead subordinates and exercise effective followership in mission accomplishment. Place official duties and responsibilities ahead of personal desires. • 4.1.2 …Be technically, physically, mentally and spiritually ready to accomplish the mission. Actively support AF zero tolerance policy on discrimination and sexual harassment. Be alert for people exhibiting suicidal behavior and immediately report it. Be postured to deploy.

NCO Responsibilities

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NCO Rank and AuthorityNCO Rank and Authority

AFI 36-2618 para 4.1.3 (NOTE):

NCOs give orders in the exercise of their duties. A willful failure to obey these orders is a violation of the Uniform Code of Military Justice, Article 91. Also, other failures... may be offenses under UCMJ, Article 92. NCOS have apprehension authority as permitted under UCMJ, Article 7.

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General NCO ResponsibilitiesGeneral NCO Responsibilities NCOs NCOs MUSTMUST::

• Consider professional development of their subordinates

• Attain and maintain skill level commensurate with their rank

• Secure and promote PME for themselves and subordinates

• Develop and maintain thorough understanding of supervisory techniques

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General NCO Responsibilities

• Possess a thorough understanding of Air Force standards, customs, and courtesies

• Observe, counsel, and correct individuals regarding on- and off-duty performance, professional relationships, and personal appearance

• Appropriately recognize and reward

• Implement approved policies, directives, and programs

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Specific NCO Responsibilities

- Staff Sergeants:

- Primary highly skilled technicians with supervisory and training responsibilities.

- Continuously strive to further develop as technicians, and further build supervisory competence.

- Should be given every opportunity to demonstrate leadership as they develop as leaders.

- Responsible for their subordinates and the effective accomplishment of all tasks.

- Ensure proper and effective use of all personnel and material under their control. Operates at the tactical level within a unit.

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Specific NCO Responsibilities

- Technical Sergeants:

- Organizations’ technical experts within their specialty - Provides sound training and supervision - Responsible for development of all enlisted personnel - Obtain maximum performance from each subordinate and ensure the mission is efficiently and effectively accomplished - Must continuously strive to broaden and perfect their technical expertise and supervisory techniques. - Operates at the tactical level within a unit.

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Mission ImpactMission Impact

• Enlisted Force Structure establishes the foundation from which the mission gets done

• Enlisted Force Structure establishes structure and responsibilities

• Bottom Line:

If we don’t fulfill our roles, the mission suffers… If we don’t fulfill our roles, the mission suffers…

and that weakens the defense of the United Statesand that weakens the defense of the United States

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Summary:

- Three tier system – it’s no accidentFirst you learn the jobThen you teach others to do the job (Mentoring!!)Finally you lead others in accomplishing the job

- Take your responsibilities to heart

- The Major Difference between Managers and Leaders: Managers do things right…Leaders do the right thing

- The Air Force needs you to be both


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You are a supervisor for two NCOs. Both do their

job equally well. One NCO is involved in

Professional Organizations, on-base and off-base

activities, intra-mural sports, and the squadron

booster club. The other NCO is only involved in off-

duty education. Both receive PCS orders and your

superintendent expects decoration nominations on

both NCOs. You don’t feel the latter NCO (off-duty

education) meets the intent of the decoration

program. How would you handle it?

Scenario #1

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Question Time…

THANK YOU FOR YOUR COMMITMENT TO BEING THE BEST NCO YOU CAN BE.

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Air Education and Training CommandAir Education and Training Command



Air ForceAir Force

Enlisted HeritageEnlisted Heritage

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OVERVIEWOVERVIEW

• Some Enlisted Trivia• Campanale’s Challenge

• Enlisted Heritage• Air Force Cohesion Problem

• Air Force Enlisted Culture • Enlisted Heritage• Other Aspects of Enlisted Culture

• Transmitting AF Enlisted Heritage & Culture(Group Exercise)

• Conclusions

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ENLISTED TRIVIA - 1ENLISTED TRIVIA - 1

Congress and the President established the E-8 and E-9 “supergrades” in …

a. 1947, as part of the National Security Act creating the USAF

b. 1958, in response to a steep drop in retention among armed services

c. 1969, to promote recruitment during the Vietnam War

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Congress and the President established the E-8 and E-9 “supergrades” in …

a. 1947, as part of the National Security Act creating the USAF

b. 1958, in response to a steep drop in retention among the armed services

c. 1969, to promote recruitment during the Vietnam War

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Low pay and severe promotion stagnation at E-7 led to poor retention rates, at a time when the Soviet Union’s launch of Sputnik underscored the need to retain personnel skilled in the operation and maintenance of increasingly sophisticated weapons systems. In response President Eisenhower signed Public Law 85-422, establishing the two supergrades plus a new and more generous compensation system.

For the Air Force, the supergrades also provided a way to phase out its warrant officer program.

The Air Force initially selected 2,000 E-7s for promotion to E-8 without regard to AFSC. Of these, 85 percent later were promoted to chief.

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The Air Force claims 4 Medal of Honor recipients from World War I, 38 from World War II, 4 from the Korean War, and 13 from the Vietnam War. Of these, four from WW II and two from Vietnam were enlisted Airmen.

Decorated posthumously in December 2000, Bill Pitsenbarger was the 59th Air Force recipient of the Medal of Honor.

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Which CSAF began his military career as an enlisted man?

a. Tony McPeak

b. Carl Spaatz

c. Larry Welch

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Which CSAF began his military career as an enlisted man?

a. Tony McPeak

b. Carl Spaatz

c. Larry Welch

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Gen Larry Welch enlisted in the Air Force during the Korean War and later received his pilot wings and commission through the aviation cadet program.

Follow-up question – Which CSAF was a Goodfellow graduate?

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Gen Larry Welch enlisted in the Air Force during the Korean War and later received his pilot wings and commission through the aviation cadet program.

Follow-up question – Which CSAF was a Goodfellow graduate?

Gen Charles Gabriel

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Who among the following was not prior enlisted?

Billy Mitchell (Father strategic bombing)

Jimmy Doolittle (Doolittle Raid)

Eddie Rickenbacker (Top ace WWI)

Nathan Twining (First Airman to Chair JCS)

Stuart Symington (First SECAF)

Dick Bong (Top ace WWII)

Chuck Yeagar (First supersonic flight)

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Who among the following was not prior enlisted?Billy Mitchell (Father strategic bombing)Jimmy Doolittle (Doolittle Raid)Eddie Rickenbacker (Top ace WWI)Nathan Twining (First Airman to Chair JCS)Stuart Symington (First SECAF)Dick Bong (Top ace WWII)Chuck Yeagar (First supersonic flight)

ALL WERE PRIOR ENLISTED

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In what year did the Air Force become the first US military service to provide the same basic uniform for both officers and enlisted personnel?

a. 1950

b. 1962

c. 1973

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In what year did the Air Force become the first US military service to provide the same basic uniform for both officers and enlisted personnel?

a. 1950

b. 1962

c. 1973

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According to the deputy chief of staff of the new Air Force in 1947, “one of the morale problems” facing the armed forces was that “officers were permitted to wear a uniform so entirely different from that of enlisted men that a severe class line was drawn.” Thus, the new Air Force elected to develop a uniform that was both distinctive and truly uniform.

Implementation of the new uniform was delayed until 1950 because the Quartermaster had purchased a large stock of olive drab material before the new uniform decision was made. By September 1950, however, all personnel had at least one full set of the new uniform.

At right, an Airman wearing anew blue Ike jacket in 1952.

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CAMPANALE’S CHALLENGECAMPANALE’S CHALLENGE

CMSAF Dave Campanale, 1996

Why, in this high-tech information age, is the heritage of Air Force

enlisted people not a major part of the visibly chronicled history of the US

military?

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military?

• AF is 80% enlisted, but focus has been on other 20%

• Few photographs of enlisted from early years

• Few enlisted memorializations

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military?

• Challenge: “Make everyone aware of the achievements of both enlisted and officers, as a reference point to say this is where we’ve come from.”

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COHESIONCOHESION

• “The US Air Force has a cohesion problem.”-- Former SECAF Don Rice, complaining that Airmen

identified more with weapon systems than with AF

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COHESIONCOHESION

• “The US Air Force has a cohesion problem.”

-- Former SECAF Don Rice, complaining that Airmen identified more with weapon systems than with AF

• “Loyalty within the Air Force has devolved from the larger service to individual functions, technologies, and occupations.”

-- Carl Builder, author

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COHESIONCOHESION

• The US Air Force has a cohesion problem.

-- Former SECAF Don Rice, complaining that Airmen identified more with weapon systems than with AF

• Loyalty within the Air Force has devolved from the larger service to individual functions, technologies, and occupations.

-- Carl Builder, author

• “Our service has a cohesion problem, and it is firmly rooted in the culture, technical specialties, and organizational dynamics within the diverse, complex entity that is today’s Air Force.”

-- James Smith, retired AF officer

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ENLISTED CULTUREENLISTED CULTURE

“Every organization has a culture, that is, a persistent, patterned way of thinking about central tasks of and human relationships within an organization. Culture is to an organization what personality is to an individual. Like human culture generally, it is passed on from one generation to the next. It changes slowly if at all.”

--James Wilson, Bureaucracy (1991)

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“Every organization has a culture, that is, a persistent, patterned way of thinking about central tasks of and human relationships within an organization. Culture is to an organization what personality is to an individual. Like human culture generally, it is passed on from one generation to the next. It changes slowly if at all.”

--James Wilson, Bureaucracy (1991)

Enlisted culture encompasses those things you find as your identity as members of the Air Force.

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ENLISTED HERITAGEENLISTED HERITAGE

• VALOR – TSgt Forrest Vosler

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• VALOR – MSgt Henry “Red” Erwin

No one expected Erwin to survive, so the Medal of Honor was approved within hours and presented to him at the hospital in Guam.

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In fact, Sergeant Erwin survived the ordeal. Released from the hospital in 1947 following reconstructive surgery, he died in 2002 at the age of 80.

Starring Forrest Tucker, The Wild Blue Yonder (1951) included Erwin’s story as part of the film.

Since 1997, the Air Force has presented the Henry E. Erwin Enlisted Aircrew Member of the Year Award.

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• OTHER “FOOTSTEPS”• Sgt Vernon Burge, first enlisted pilot (1912); training of

enlisted pilots continues for 30 more years (1942)• Corp Frank Scott, first enlisted aviation fatality (1912)• MSgt Harry Chapman, first recipient Cheney Award (1922;

Roma)• Enlisted engineers and gunners comprise 28 of 80 Airmen

on Doolittle Raid (1942)• SSgt Ben Warmer, only enlisted ace of WW II (1943)• B-32 enlisted gunners shoot down last Japanese aircraft

WWII (1945)• Former WWII POW Paul Airey becomes first CMSAF (1967)• A1C John Levitow becomes lowest ranking Airman to

receive Medal of Honor (1969)

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• Throughout its brief but eventful history the U.S. Air Force has been able to rely completely on the competence, dedication, and absolute professionalism of its enlisted force.

• Dick Hallion, AF Historian

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• Throughout its brief but eventful history the U.S. Air Force has been able to rely completely on the competence, dedication, and absolute professionalism of its enlisted force.

• Dick Hallion, AF Historian

• Worked tirelessly to maintain aircraft• Served on aircrews• Integrated its ranks first• Welcomed women more readily• Today …

• obtains better quality of life for members and families• Pursues increasingly demanding education and

training

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• Other elements of an Air Force enlisted culture …

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GROUP EXERCISEGROUP EXERCISE

• As NCOs, what is your responsibility for transmitting Air Force enlisted heritage and culture to your subordinates?• Should it be done?

• If so, how?

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CONCLUSIONSCONCLUSIONS

• Unsung Heroes: A History of the Enlisted Airmen from the Dawn of Flight to Desert Storm.• Compiled and Published by Airmen Memorial Museum

57I n t e g r i t y - S e r v i c e - E x c e l l e n c e

AIR FORCE ENLISTED HERITAGEAIR FORCE ENLISTED HERITAGE

Ethics &

Core Values




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• Standards• Ethics defined and dissected• Core Value discussion• Diversity in Ethics and Core Values• Why Core Values?• Core Values Strategy• Summary• Exercises

Overview

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• The military culture has always held itself to a higher standard of commitment and behavior

• As SNCOs, you must behave in a manner that is always above reproach

• You’ll be expected to always set the example

Standards

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• Ethics is a study of moral philosophy

• Everybody has their own ethical beliefs

• What standards do you use to determine ethical behavior?

• What are some of the challenges inherit in working with individuals who hold some of the responses you mentioned?

Ethics Defined

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• What are some of the rules (standards) that apply to Travel Benefits?

• Misuse of Government Travel Card

• Can’t falsify TDY documents

• Can’t keep gifts of monetary value

Travel BenefitsTravel Benefits

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• What are some of the rules (standards) that apply to political activity?

• Can’t be in uniform

• Can’t be appointed to political office

• You can’t solicit to support a candidate

Political ActivitiesPolitical Activities

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Air Force Core Values

• Integrity (First) ?• Firm adherence to a code or standard (of values)

• Service (Before Self) ?• Work done for others as an occupation

• Excellence (In All WE Do) ?• The quality or state of excelling

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What Does It Mean To You ?

• Integrity First ?

• Service, Before Self

• Excellence In All WE Do ?

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• To provide insight into the responsibilities of leadership and to start YOU thinking about the many aspects of leadership that affect Air Force units and people

• While mission accomplishment remains the paramount objective, leaders realize and CAPITOLIZE on the fact that the mission gets done through PEOPLE

• CORE VALUES, beyond definition, are a spirit and code that all Air Force members must strive to conduct their daily affairs by

Core Values In-depth

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• You’ve lived the Core Values for years--your experience is valuable

• What do you believe your role to be with regard to Air Force Core Values?

• Who do you see as your audience for mentoring on the Air Force Core Values?

• What is the potential impact if SNCO’s fail to adhere?

• What happens if SNCO’s fail to hold others accountable to the Core Values?

Core Values-your roleCore Values-your role

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• We must give these issues more than lip service

• Can you enforce absolute standards on diverse individuals?

• How does the AF benefit from each of us fulfilling our SNCO obligations as they relate to Ethics and Core Values?

• How does diversity awareness promote Air Force Core Values?

Diversity in Ethics/Core Values

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• Primarily four reasons:• Price of admission to the Air Force itself

• They point to what is universal and unchanging in the profession of arms

• They help us get a fix on the ethical climate of the organization

• They serve as beacons vectoring us back to the path of professional conduct

“...the Core Values allow us to transform a climate of corrosion into a climate of ethical commitment.”

Why Core Values?Why Core Values?

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• Assumptions• Core Values strategy exists independently of the

Chapel programs

• You don’t need to be a commander in order to be a leader

• Leaders are key to moral climate

• Leaders must be a role model for their people

• Leadership comes from every level

• Unit members must be free to follow Core Values and encourage to discuss

• Looking to fix organizations, not individuals

Core Values StrategyCore Values Strategy

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• Continuum (all parts must work together)• Start educating from initial accession and continue

throughout a members career

• Operationalizing the Core Values: Make the values an integral part of the way we conduct our daily business

• Top-down approach• Bottom-up approach• Back-and-Forth approach

“I would lay down my life for America, but I cannot trifle with my honor.”

-- Admiral John Paul Jones

Core Values Strategy (cont)Core Values Strategy (cont)

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• Standards• Ethics defined and dissected• Core Value discussion• Diversity in Ethics and Core Values• Why Core Values?• Core Values Strategy• Summary• Exercises

SummarySummary

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You’re TDY at a conference with a co-worker. The co-worker (who outranks you) decides to “slip out” the last two day and site see. They ask you to take some notes for them for their trip report. How do you handle it?

Scenario #1Scenario #1

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The Superintendent of your section (a Chief) appears to have a great interest in one of your co-workers. They are often behind closed doors in his office, and recently the co-worker was nominated for a quarterly award. Some of your subordinates complain that the Superintendent is showing favoritism towards this individual. How would you handle this situation?

Scenario #2Scenario #2

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LUNCHLUNCH

• Be back at ???

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Senior Leadership PanelSenior Leadership Panel

• First Sergeants

NCO Roadmap to Success

Board OrganizationBoard Organization

Chief of Staff of the Air Force

Board President

Two CMSgt’s

4 Panels

Log

7 Panels

Spt

4 Panels

Ops

1 Panel

Med

Eligibility Criteria

Selection Opportunity

Approx 7 - 10% of the eligibles in each AFSC

• Recommended by promotion authority

• PECD: 30 Sep 04

• DOR: 1 Jul 03 or earlier

• TAFMSD: 1 Mar 95 or earlier

• TEMSD: 1 Mar 98 or earlier

• Proj Ret: 1 Apr 05 or later

• Proj HYT Ret: Mar 05 or later

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Rank Old HYT New HYT

CMSgt 30 Years Unchanged

SMSgt 26 Years 28 Years

MSgt 24 Years 26 Years

High Year of Tenure (HYT)High Year of Tenure (HYT)

(Effective 1 Jan 03)

Past SMSgt BoardsPast SMSgt Boards

0

5000

10000

15000

20000

25000

30000

CY94 CY95 CY96 CY97 CY98 CY99 CY00 CY01 CY02 CY03 CY04

Considered Selected

7% 6% 6% 5% 7% 7% 8% 8% 8% 8%Selection Rates 10%

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2004 SMSgt Board2004 SMSgt Board Selection Statistics Selection Statistics

YRS YRS TIG TIS BOARD TOTAL

Status NBR PCT TIG TIS POINT POINT EPR DEC PFE SCORE SCORE

Elig 16,516 3.66 20.30 27.83 21.31 134.52 16.59 53.91 335.79 589.96

Nonsel 14,950 90.52 3.55 20.31 27.18 21.32 134.48 16.19 52.32 329.91 581.39

Select 1566 09.48 4.70 20.15 34.02 21.17 134.98 20.47 69.13 391.95 671.72

Cycle: 04E8

Records / ProceduresRecords / Procedures

• Senior NCO selection folder

• Scoring scale

• Training session (trial run)

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HEADQUARTERSUNITED STATES AIR FORCE

SELECTION FOLDER

LEFT SIDE

ARTICLE 15

CITATIONS FORDECORATIONS

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RIGHT SIDE

EPRs (last 10)

AF FORM 77

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MISSING DOCUMENT REQUEST

SNCO EVALUATION BRIEF

What areas are looked at?What areas are looked at?

FACTOR EVALUATE

Performance

EPRs

Professional Competence

Expertise Within Specialty

Leadership

Supervisor / Staff

Job Responsibility

Scope / Exposure

Breadth of Experience

Where / What / When

Specific Achievements

Awards / Decorations / EPRs

Education

Level / Utilization

POTENTIAL

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Scoring ScaleScoring Scale

Absolutely Superior 10

Outstanding 9.5

Few Could Be Better 9

Strong 8.5

Slightly Above Average 8

Average 7.5

Slightly Below Average 7

Well Below Average 6.5

Lowest 6

Outstanding

Above Average

Average

Below Average

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Split ResolutionSplit Resolution (Technique)(Technique)

• All panel members present

• All scoring stops

• Members gather around panel chief

• Panel chief reviews scores

• Discuss strengths and weaknesses in record

All can look at record and discuss

Only those involved in split may change score

Training SessionTraining Session(Trial Run)(Trial Run)

• Sample group of records

• Score individually

• Open discussion during debrief

• Set board standard

CONSISTENCY

Supervisory Exam 100

EPRs 135

Decorations 25

Time in Grade 60

Time in Service 25

Total 345

Objective Factors

Factors ConsideredFactors Considered

Phase OneMax Points

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Factors ConsideredFactors Considered

Phase TwoBoard Score Max Points 450

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Phase One Max Points

Objective Factors 345 Supervisory Exam EPRs Decorations Time in Grade Time in Service

Phase Two

Board Score 450 Total 795

Board ScoreBoard Score

Current Promotion PolicyCurrent Promotion Policy

• Promote against Air Force vacancies

• Equal selection opportunity for all AFSCs

• Best qualified and fully qualified

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DisclaimerDisclaimer

The information contained in this brief is my personal observations and does not reflect an official Air Force or Board Secretariat position. Other panel members may have a different viewpoint based on their experience on the board.

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Personal ObservationsPersonal Observations

• Individual Records• Professional Military Education• Education• Performance Reports• Decorations• Awards• Homesteading• General Observations• Closing Comments

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Professional Military EducationProfessional Military Education

• PME/SR endorsement/CCAF degree -- cornerstones to promotion

• Awards a big player especially with already strong record

• Place SNCOA award in SR block for full appreciation

• Sister services PME viewed same as our SNCOA

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Education Education

• CCAF degree expected, absence negatively viewed

• CCAF degree in related specialty positively viewed

• Re-trainees without CCAF in new specialty negatively viewed if there was time to complete it

• Higher related degree favorably viewed, higher unrelated

degree not necessarily viewed favorably

• Bachelor’s and/or Master degree without CCAF not well received

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Performance Reports Performance Reports

• Markdowns noted especially in Leadership and Management

• Less than 5 rating negatively viewed, but could be overcome by consistent performance and time

• Job descriptions need to describe level of responsibility, number of people supervised and funds/equipment managed

• Must be correlation between ratings and comments

• Absence of SR endorsement negatively viewed

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Performance Reports (cont)Performance Reports (cont)

• Rater’s and Additional Rater’s Comments• SR comments carries most weight, however rater’s

comments are also strongly considered and sometimes make the difference

• Don’t send mixed messages – must promote to SMSgt without SR endorsement

• Place hard hitting comments in the SR block or towards the end of the rater’s comments

• No promotion statement on top EPR delivers clear message to the board – Don’t give a high board score

• Wing’s SR’s #1 sometimes got higher rating then HQ Directorate #1 due to higher numbers at wing

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Performance Reports (cont)Performance Reports (cont)

• Stratification is a very valuable tool• Key to promotion when properly used• Honestly quantify and do the math for board, don’t make

them guess what your intentions are• Top 15% may not help when expected promotion rate is 8%,

however some stratification is better then none • Group or squadron #1 beats not being anybody’s #1• Effective in report sequence that reflects progression • Quantify by % or # (% or # of how many/level)• Stratification without validation wasted (#1 no awards)• Stratifying without % or numeral possible, but you must

make it clear what you want board to know (SR – without doubt the best MSgt in my wing)

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Decorations Decorations

• MSM was the norm for a MSgt who PCS’d or was qualified for extended tour decoration (3 + years)

• Lesser decorations, (AFCM/AFAM) were not as highly regarded as MSM for PCS or extended tour

• Joint decoration equal to AF decoration

• No decoration for PCS or extended tour negatively viewed

• Load achievement decorations with substantive comments to obtain subjective credit

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Awards Awards

• Major player -- higher the organizational level the better• No award to small – work center or monthly better then none • Command or Air Force awards (Qtrly/Yrly) separate member

from peers and highlight technical proficiency • Clarify significance of non-Air Force awards so that board can

give full credit for accomplishment (community/leadership awards)

• Consistency in winning awards contributed to strong record• Place awards in SR block and stratify accomplishment • Recognition from PME

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• How does the board evaluate leadership?

• Community Activities

• Head of a committee

• Leadership role in professional military organization

LeadershipLeadership

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General Observations General Observations

• A glowing SR endorsement without PME or CCAF completion was disappointing and considered to be a waste

• The board looked favorably on deployments, particularly when significant operational contributions were documented

• Serving in a SMSgt position or as an additional duty First Sgt was good providing performance examples were given

• Comments should be straightforward, clear and factual – avoid catchy phrases, or telling the board how to do their job

• Best of the best is good while one of the best is bad• An individual’s consistent performance and accomplishments

derived from it is what gets him/her promoted • Various jobs within your career field is looked upon positively• Special duty assignment: “career broadening”

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• What constitutes an outstanding record?

• Monthly, quarterly, or annual award winner

• PME award winner

• Community/Public service recognition

• Civilian education awards

• Officer in Top 3, AFA, AFSA, etc

• Sustained superior performance

Self-AssessmentSelf-Assessment

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• What constitutes an above average record?

• Firewall 5 EPRs for last 10 reports/years

• Senior rater endorsement on all eligible EPRs

• Additional degree in career field

• MSM on top

• Documented base/community involvement

• Short term special duty outside of job

Self-Assessment (cont)Self-Assessment (cont)

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• What constitutes an average record?

• EPR on top has Senior Rater Indorsement

• SNCOA completed

• CCAF degree in career field

• Decoration with each PCS


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• What constitutes a below average record?

• SNCOA not completed

• CCAF not completed

• No Senior rater indorsement

• No decoration upon PCS

• Same job description year after year

• Less than firewall 5 EPRs

• Professional degree in unrelated field (without CCAF)

• Home-steadying/job steadying


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Records ReviewRecords Review

• Members must ensure they are current and accurate

• Ensure decorations are reflected on RIP

• Ensure all dates are accurate

• Ensure education information is accurate

• Correct DVR discrepancies immediately

• Check all pertinent information

• Records with errors should have been corrected before the board

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Records Review OpportunitiesRecords Review Opportunities

• Permissive TDY to 550 C Street West, Randolph AFB, TX, Board

Support Branch

• Call DSN 665-2353 for a telephonic review

• Fax request to DSN 665-2421 to receive records by mail

• Request records NLT 90 days prior to board convening date

• All requests should include name, SSAN, home address and

signature

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Closing Comments Closing Comments

• There is a face behind every record

• SMSgt is, without question, the hardest stripe to earn

• Each record fairly reviewed and scored

• Despite subjectivity, integrity is clearly built into the evaluation

board process

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Questions?

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Physical TrainingPhysical Training

• Meet at Fitness Center

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Personnel Programs


Personnel ProgramsPersonnel Programs

WHAT’S IN IT FOR ME?WHAT’S IN IT FOR ME?

Personnel Programs (cont)Personnel Programs (cont)

•AssignmentsAssignments•Equal PlusEqual Plus•Equal O/SEqual O/S•Base Of PreferenceBase Of Preference•Palace ChasePalace Chase

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Personnel Programs (cont)Personnel Programs (cont)

• Careers Retraining• Bop Entitlement• Opportunity For Bonus• Current Afsc Minimal Impact

120

Career EnhancementsCareer Enhancements

• Promotion Opportunities

-- You Control Your Destiny

-- Evaluation Importance• Step• Reenlistments

Other new programs coming on line?

14th flying training wing

Documents

c e e x c e

e n c ebuilding

enlisted force structure0910

air force culture

air force cultural

senior enlisted leaders

enlisted heritage1020

personal leadership