14th Flying Training Wing
Building the World’s Best Pilots, Leaders, and Warriors
Noncommissioned
Officer Professional
Development
Integrity - Service - Excellence
1
Agenda (Day 2)
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0700 – 0800
0900 – 1100
1110 – 1210
1210 – 1330
1330 – 1530
1530 – 1630
PT
Mentoring and Counseling
EAF/Joint Ops/Total Force
Lunch
Discipline
Senior Leadership Panel (Group CC’s)
2
NCO Professional Development
Building the World’s Best Pilots, Leaders, and Warriors
Mentoring &
Counseling
Integrity - Service - Excellence
Overview
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Mentoring defined
Counseling defined
Steps in the Process
Scenarios
Comparing Mentoring/Counseling
4
Mentoring (Defined/Purpose )
• A trusted Counselor
• Coaching - Specific tutoring for an event
• Counseling - Exchanging opinions/ideas in order
to reach a decision
• Teaching learned wisdom
“A mentor is defined as a “trusted counselor or
guide.” Mentoring, therefore is a relationship in
which a person with greater experience and
wisdom guides another person to develop both
personally and professionally.” AFI 36-3401
5
Mentoring Benefits
• Mentoring is not a promotion enhancement
program
• Mentoring helps each individual reach their
maximum potential
• Mentoring covers a wide range of areas:
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Career guidance
Technical and professional development
Leadership
AF history and heritage
Ethics, core values,
More.....
6
Mentor/Mentee Relationship
• Air Force definition: (taken from AFI36-3401)
• Immediate supervisor is your mentor
• All of your subordinates are your mentees
• Mentoring is an inherent responsibility of
leadership
• This does not preclude you from seeking other
mentors--personal or professional
• Supervisors must make themselves available to
subordinates who seek career guidance and
counsel
7
Mentor/Mentee Relationship (cont)
• Supervisors must prepare themselves to be
effective mentors!
• Study the applicable AF specialty career path
pyramid and career experience matrix
• Supervisors must continually challenge their
subordinates to improve
• Mentors need to distinguish between individual
goals, career aspirations, and realistic
expectations
8
Mentoring the Mentor
• NCOs are mentors to:
• Jr NCOs
• Airman
• Civilians
• Ample opportunities
• Receive broader view of the Air Force
• Stay abreast of latest changes
• Role model on many levels
• Pass on heritage as enlisted members
9
Steps in the Mentoring Process
• What are the steps in the mentoring process?
• Establish rapport
• Help them establish goals
• Help them implement goals
• Give advice and be available when needed
• Follow-up
 Mentoring is an on-going relationship that continues on and off
duty.
10
Counseling Defined
• Feedback
• Verbal
• Documented
“Counseling is a systematic two-way discussion
between the supervisor and subordinate concerning
duty performance as compared to established
standards with the intention of informing the
subordinate of his/her past duty performance and
cooperatively developing a plan to improve
performance.”
11
Why Do We Need Counseling?
Counseling is to help the follower realize that an
opportunity exists to change negative behavior and
to reinforce positive behavior.
• Help people make wise choices and decisions
• Help people be better adjusted or promote their mental
health (refer to professionals)
12
Goal Setting
• Goal setting is important in personal and
professional life--provides a measuring stick
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• Near-term goals
• Mid-term goals
• Long-term goals
Be careful not to set unattainable goals, and make
sure your mentee doesn’t either
Be careful not to set goals which are easily attainable
Goals should provide a driving force
Celebrate after accomplishing goals
13
Performance Feedback
• Performance feedback is essential to mentoring
• Provide realistic assessment of performance
• Measure performance against established criteria
and goals
• Point out strong suits
• Point out weaknesses, and recommend ways to
improve
• Review goals to see if they need adjusting
• Encourage open communication
• Bottom line: A glowing feedback is easy to give,
but will it help improve your people?
14
Recognition
• Recognition comes in many forms
• Amn/NCO of the Quarter
• Volunteer Award
• Technical (AFSC) Awards
• Specialty (Honor Guard) Awards
• Team Awards
• Decorations
• Etc.
• You owe it to your people to write them up when they
are deserving--SET THEM UP FOR AWARDS!
• Mentees: don’t be shy about awards--let them know
when you’re deserving! SET YOURSELF UP!
15
Counseling Situations
• There are four major kinds of situations that
require
counseling:
• Job Related
• Interpersonal
• Situational
• Personal or Emotional
16
Counseling Challenges
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Help someone make wise choices and decisions
Keeping counselee on the right track
Getting counselee to overcome fear of criticism
Ensuring counselee clearly understands
expectations
• Involving the counselee in developing solutions
17
Counseling Process
• What are the steps in the counseling process?
• Set the meeting
• Establish a relationship
• Help the counselee gain self-understanding of the area
requiring change
• Devise a plan to resolve problem and follow-up
18
Counseling Environment
• What are some other things to consider when
conducting a counseling session?
• Private/Quiet, non-threatening place
• Limit interruptions
• Allocate plenty of time
• Non-verbals
• Confidentiality
19
Comparing Mentoring/Counseling
• What are some of the similarities between mentoring
and counseling?
• The overall steps
• Both help individuals to make decisions
• Both are supervisor responsibilities
20
Comparing Mentoring/Counseling
(cont)
• What are some of the differences between mentoring and
counseling?
• Mentoring is Proactive and Counseling is Reactive
• Mentoring ensures the needs of the protégé are
met
• Counseling ensures Air Force standards are met
21
Comparing Mentoring/Counseling
(cont)
• What other things do you need to take into
consideration?
• Home Station, TDY or Deployed Location
• Understanding and appreciating the uniqueness of
everyone involved
22
Scenario #1
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You are the NCOIC of the section. The commander has recently
notified you that the squadron has been selected to support another
deployment. This is the third time this year! They are asking for
volunteers, but you know you will have to “twist arms” to fill out the
team. Everyone is getting frustrated with the high Ops Tempo. Senior
Airman Howell is one of the squadron’s best troops. He is the first to
volunteer for these operations and rarely complains. Today is a
different story however. SrA Howell tells you that he cannot volunteer
for this deployment because his wife is threatening to leave him if he
keeps going away for months at a time.
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What are the issues?
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Would you use counseling or mentoring? Why?
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How would the outcome change if you had chosen the alternative?
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Scenario #1 Answers
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1. What are the issues?
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2. Would you use counseling or mentoring? Why?
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Professional - Need to fill the mission.
Personal - Need to take care of SrA Howell.
Counseling – for the marital problems –possible referral to
professional
3. How would the outcome change if you had chosen the alternative?
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May be showing empathy but not curing the problem.
If mentoring happened earlier and a plan for SrA Howell’s career
includes participating in 2-3 deployments a year, SrA Howell can
share this with his spouse and this may prevent the problem.
24
Scenario #2
• You just received a phone call from the BX manager stating that
A1C Jones has bounced two checks this week. You know that
A1C Jones is supporting a family of four on one income. A1C
Jones is an excellent worker and has had no other financial
problems that you are aware of.
• What are the issues?
• Would you use counseling or mentoring? Why?
• How would the outcome change if you had chosen the
alternative?
25
Scenario #2 Answers
•
1. What are the issues?
• Financial problems – breaking law
• Member with huge amount of stress due to having problems
supporting their family
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2. Would you use counseling or mentoring? Why?
• Counseling – severity of the problem. Airman is already in trouble
and needs to change habits to meet AF standards.
•
3. How would the outcome change if you had chosen the alternative?
• If mentoring had been done prior to the offense, supervisor could
have offered resources that possibly could have prevented the
problem i.e. AF Aid Society, PFMP (Personal Financial Management
Program) and WIC (Women, Infant, and Children).
26
Scenario #3
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SrA Gonzales works downstairs in the Commander’s Support Staff.
She runs into you in the hallway and tells you that she is considering
separating from the Air Force when her enlistment is up. She has
asked her immediate supervisor for advice on several occasions, but
her supervisor continually tells her they are too busy right now. You
know that she is a good airman and has received numerous letters of
appreciation during commander’s call. You also have seen her at the
local community college where you both attend classes. You know
she is a valuable member of the Air Force and want to help her make
an educated decision about her future.
•
What are the issues?
•
Would you use counseling or mentoring? Why?
•
How would the outcome change if you had chosen the alternative?
27
Scenario #3 Answers
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1. What are the issues?
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2. Would you use counseling or mentoring? Why?
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Poor supervision
Retention of a good Airman in question
Mentoring – Want to provide her with as much information as
possible so SHE can make an educated decision.
She is in compliance with Air Force standards.
3. How would the outcome change if you had chosen the alternative?
•
If the supervisor uses counseling and tries to make the decision
for her, she could rebel and separate.
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Summary
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Mentoring defined
Counseling defined
Steps in the Process
Scenarios
Comparing Mentoring/Counseling
29
Questions?
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CIVIL ENGINEERING
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NSUTC AUTH_AFWUS PAX DEPID ModDate
Remarks
RecNum
AXS
1
0
6 23-09-2002
2
AXX
1
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6 19-04-2004
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6 23-09-2002
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6 23-09-2002
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6 05-04-2004
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AXX
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6 19-04-2004
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P 21-01-2003
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P 12-01-2003
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3 07-11-2002
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P 07-11-2002
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6
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1 21-01-2003
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1 21-01-2003
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1 12-01-2003
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1 06-08-2001 PERSONNEL ONLY
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1 06-02-2003 PERSONNEL ONLY
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1 12-01-2003 PERSONNEL ONLY
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1 24-08-2001
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P 29-04-2002
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P 29-04-2002
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Questions?
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LUNCH
• Be back at ???
49
NCO Professional Development
Building the World’s Best Pilots, Leaders, and Warriors
Discipline
Integrity - Service - Excellence
Quote
“Nothing is more harmful to the
service than the neglect of
discipline; for that discipline,
more than numbers, gives one
army superiority over another.”
- George Washington
51
Overview
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Supervisors Role and Responsibility
Establish and Communicate Effective Standards
Preventive Measures
Supervisor Disciplinary Tools
Commander disciplinary tools
SNCOs Roles and Responsibilities in Discipline
Developing First Line Supervisors
QFRB--Quality Force Review Board
Involuntary separation (when all else has failed)
NCO benefits regarding involuntary separation
52
Supervisors Role and Responsibilities
• To keep the office running smoothly (be visible/accessible)
• To correct substandard performance
• To set and enforce standards (lead by example)
• To be fair and consistent
• Counseling
• Advise troops about the disciplinary process
• Provide recommendations to Senior Leadership
• Gaining the knowledge to be effective
• Establishing credibility up and down the chain
53
Understand/Explain Standards
• What are standards?
• Standards are the rules and regulations
• Standards are expectations of behavior and
performance
• Written/Unwritten rules of behavior and work
performance
54
Enforcing Standards
• What are your responsibilities towards enforcing
standards?
• Make sure subordinates follow the rules
• Correct substandard performance
• Rehabilitate
• Consistency
• Reward those who exceed the standards
55
Establish and Communicate
Effective Standards
•
How do you determine required standards within your section?
• Specific mission of section
• Lead by example
• Continuous feedback
• Educate supervisors on corrective measures available
• Established norms (i.e. Duty Hours, Uniforms, Customs and
Courtesies, etc.)
• Supervisor requirements/expectations
• Be sensitive to perceived/real problems
56
Effective Standards
• What constitutes an effective standard?
• An effective standard is:
• Legal (align with AFIs)
• Obtainable
• Measurable
• Clear
• An understandable expectation
57
Understanding Standards
• How do you ensure your subordinates understand
your standards?
• Clearly state what your standards and expectations
are
• Ask follow up question for clarity
• Give them the opportunity to discuss the standards
with you
58
Preventive Measures
• How do you set your people and unit up for
success?
• Create the proper work environment
• Get to know your troops and families
• Be proactive, not reactive
• Continuous feedback
59
Establish A Healthy/Positive Environment
• How do you get to know your troops?
• Show interest by asking questions about family, hobbies,
goals, etc. (Get to know their spouses/kids names.)
• Morale Visits
• Schedule activities away from the job
• Talk to your troops
• Build a good working relationship/establish trust
60
Personal Interest in Subordinates
• How do you establish trust with your people?
• Day-to-day interaction
• Be consistent and fair
• Be approachable
• Set the example
• Be objective
61
Day-to-Day Interaction
• By getting to know your troops and establishing mutual trust,
what are the day-to-day benefits?
• Troops will approach you for help
• Recognize problems before they get to large
• Unit and mission will benefit (i.e., feeling of empowerment,
new ideas, etc.)
• A positive work center environment
• NCOs increased sense of purpose and value
• Efficiency (increased productivity)
62
Supervisor Disciplinary Tools
• Verbal Counseling--recommend you do an MFR
afterwards
• Letter of Counseling--provides record of
counseling
• Letter of Admonishment--attempt to deter
offender from repeating behavior--advises
member of consequences if behavior is repeated
• Letter of Reprimand--formal censure
reprimanding offender for his/her conduct
63
Commander Disciplinary Tools
• Unfavorable Information File
• Varying length of time based on violation and level
of punishment
• Identifies member on the Commander’s Enlisted
Management Roster (CEMR)--not a good thing
64
Commander Disciplinary Tools
• Control Roster
• Lasts 6 months
• Can’t reenlist
• Can’t test for promotion
• Can’t PCS
• CEMR identification
65
Commander Disciplinary Tools
• Article 15--Non-Judicial Punishment (NJP)
• Offered, not forced
• Punishment based on members rank AND
commanders rank
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Forfeiture
Reduction
Extra duty
Restriction
Correctional custody
66
Commander Disciplinary Tools
• Courts Martial --Three types
• Summary--Lowest level--one judge, no jury, minor
incidents of misconduct--accused must consent
• Special--Intermediate level--6 months confinement
max, 2/3 pay for 6 months, Bad Conduct Discharge
(enlisted only); certain lesser punishments
• General--Highest level--may include death,
Dishonorable Discharge
• All members entitled to free legal counsel
67
Involuntary Separation
• Administrative and Punitive
• Administrative--initiated by commander
• Honorable
• Under Honorable Conditions
• Under Other than Honorable Conditions
• Punitive--initiated by Courts Martial
• Bad Conduct Discharge
• Dishonorable Discharge
• Dismissal
68
Scenario #1
•
At 0046 hours, SFS received a call from a dorm resident complaining
of loud music and people yelling from a room down the hall. SFS
decide to investigate the noise. Upon arrival at the dorm, the room
with the loud noises and yelling was identified. SFS made contact
with the individual the room belonged to, Amn John Deer. After seeing
empty beer cans laying on the floor, SFS requested that all people
present show some form of picture identification. Upon review of
identification it was discovered that Amn John Deer was only 17 years
old and showed signs of being intoxicated. SFS secured the room and
escorted Amn John Deer to the SFSCC where he was read his rights
IAW Art 31 UCMJ. He consented to a blood alcohol test and was found
to be legally intoxicated.
•
Question #1-What did he do wrong?
•
Question #2-Ask your self what Article of the UCMJ did he violate?
•
Question #3-What is the appropriate level of discipline?
69
Answers to Scenario #1
•
Answer #1-On Columbus AFB the legal drinking age is 18 years old, so
underage drinking is his offense.
•
Answer #2-This is a tough one because the UCMJ doesn’t have an Article for
underage drinking. Amn Deer had a duty not to drink while under the age of 18
so he was derelict in his duty, which is Article 92.
•
Answer #3-This is another tough question which requires you to ask yourself a
few more questions. Has this guy been in trouble before? Was this a first time
offense? How is his duty performance? If this is the individual’s first time
getting into trouble and he is an outstanding worker, you as the supervisor
might consider an LOR. If however the individual is constantly flaunting his
disregard for AF standards and the law, you might go through you first
sergeant and ask your commander to consider offering an Article 15 for this
offense. Remember only the commander can make the decision to offer an
Article 15, but may ask for input from the individuals supervisor before making
his/her decision.
•
True Outcome: In a similar case this was not this individual’s first offense and
he received an Article 15.
70
Scenario #2
•
At 0730 hours Amn Sleepy was to be at his appointed place of duty. When he did not arrive
at 0745 hours, SSgt Happy decided that he was going to call him to see why he had not
arrived at his place of duty. Amn Sleepy rolled out of bed and rushed to work. When he
arrived he made the excuse that his alarm clock had not gone off. This however seems to
be becoming a trend with Amn Sleepy. After the Amn and the SSgt talked, Amn Sleepy
went to his appointed place of duty. Today he was to be cleaning out vehicles. About two
hours later the SSgt went to go check to see how far along Amn Sleepy had gotten with his
cleaning duties. When the SSgt arrived at the place of duty he noticed that there was no
one that he could plainly see. So he began to look around and see where Amn Sleepy
might be. After searching the vehicles all around the outside, he decided to check the
insides of them. After he opened the door of the first truck that Amn Sleepy was to be
cleaning, he found Amn Sleepy laying on the front seat sound asleep. SSgt Happy woke
Amn Sleepy and asked him why he was sleeping on duty. Amn Sleepy replied that he had
not yet fully awakened and had drifted off while cleaning the inside of the truck. SSgt
Happy had a hard time believing this story as this seemed to correlate with him not arriving
on time because he had slept in.
•
Question #1-What did he do wrong?
•
Question #2-Ask your self what Articles of the UCMJ did he violate?
•
Question #3-What is the appropriate level of discipline?
71
Answers to Scenario #2
•
Answer #1-First he was late for work and next he fell asleep while he was at work.
•
Answer #2-Article 86 of the UCMJ covers Failure to go, and for sleeping on duty you go to
Article 92 of the UCMJ which covers Dereliction of Duty
•
Answer #3-This is another tough question which requires you to ask yourself a few more
questions.
Has this guy been in trouble before? Was this a first time offense? How is his duty
performance? If this is the individual’s first time getting into trouble and he is an
outstanding worker, you as the supervisor might consider an LOR. If however the
individual is constantly flaunting his disregard for AF standards and the law, you might go
through you first sergeant and ask your commander to consider offering an Article 15 for
this offense. Remember only the commander can make the decision to offer an Article 15,
but may ask for input from the individuals supervisor before making his/her decision.
•
•
•
True Outcome:
In a similar case the individual had problems with keeping appointments, which constituted
the Article 86 and he had also been found to be sleeping while on duty, which with what he
was doing could have caused great bodily harm to himself or others. These actions
actually earned the individual, two Article 15’s.
72
Scenario #3
• After a random drug screening it is found that one of your
troops tested positive for use of marijuana. The troops name is
Amn Jay. You of course recognize this name very well as he
has been in his fair share of trouble recently. You take Amn Jay
to SFS and he agrees to make a statement after he has been
read his rights according to Article 31 of the UCMJ. In his
statement he admitted to smoking marijuana with two civilians
downtown approximately nine days prior to the random drug
test.
• Question #1-What did he do wrong?
• Question #2-Ask your self what Article of the UCMJ did he
violate?
• Question #3-What is the appropriate level of discipline?
73
Answers to Scenario #3
•
Answer #1-He smoked marijuana a Schedule I drug and drug use in
incompatible with continued military service and it violates state law
and the UCMJ.
•
Answer #2-Article 112a of the UCMJ covers Wrongful use, possession,
etc., of controlled substances.
•
Answer #3-With the information from the random drug screening and
the fact that other actions of Amn Jay were so serious, a Special Court
Martial was in order for Amn Jay.
•
•
True Outcome:
In a similar case the individual had been found to be using marijuana
in a random drug screening, then only weeks later he was found to be
making threats towards his 1st shirt and also was late to work on a
few occasions. These actions warranted the Special Court Martial.
74
Closing
Good supervisors understand that exercising
these tools at prudent times will lead to
successful mission accomplishment and an
atmosphere where people are held accountable
which will pay dividends in unit morale. No one
is perfect and human beings will make mistakes.
If members are treated fairly and with respect
while being disciplined, they are likely to quickly
move on from their mistakes and not repeat
them.
75
Summary
•
•
•
•
•
•
•
Supervisor Disciplinary Tools
Commander disciplinary tools
SNCOs Roles and Responsibilities in Discipline
Developing First Line Supervisors
QFRB--Quality Force Review Board
Involuntary separation (when all else has failed)
NCO benefits regarding involuntary separation
76
Questions?
77
Senior Leadership Panel
•Commanders
78