14th Flying Training Wing
Building the World’s Best Pilots, Leaders, and Warriors
Noncommissioned
Officer Professional
Enhancement
Integrity - Service - Excellence
1
NCO Professional Enhancement
WELCOME
2
Agenda (Day 1)
•
•
•
•
•
•
•
0730 – 0745
0745 – 0800
0800 – 0900
0910 – 1010
1020 – 1120
1120 – 1300
1300 – 1400
• 1410 – 1510
• 1530 – 1630
Introduction/Admin
Welcome
Enlisted Force Structure
Enlisted Heritage
Ethics and Core Values
Lunch
Senior Leadership Panel (First
Sergeants)
NCO Roadmap to Success
PT
3
NCO Professional Development
Building the World’s Best Pilots, Leaders, and Warriors
Enlisted Force
Structure
Integrity - Service - Excellence
NCO Professional Enhancement
Integrity - Service - Excellence
Enlisted Force Structure
Enlisted Force Structure
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
6
Enlisted Force Structure
The Purpose:
- Best meets mission requirements
- Provide common, stable career structure
- Provides all Airmen opportunity for
professional growth
7
Enlisted Force Structure
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
SrA
A1C
Journeyman/Supervisor
Apprentice/Worker
Entry-Level
Amn
AB
Apprentice/Worker
Apprentice
8
Leadership 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
9
Leadership Levels
• 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
10
Leadership Levels
• 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 dayto-day command and control of Air Force
operations are carried out
11
Leadership Levels
• 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
12
Leadership Definition
• 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
13
Leadership Advice
•
•
•
•
•
•
•
•
•
•
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
14
Enlisted Force Structure
NCO Responsibilities
• 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.
15
NCO 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.
16
General NCO Responsibilities
NCOs MUST:
• 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
17
General NCO Responsibilities
• Possess a thorough understanding of Air Force standards,
customs, and courtesies
• Observe, counsel, and correct individuals regarding onand off-duty performance, professional relationships, and
personal appearance
• Appropriately recognize and reward
• Implement approved policies, directives, and programs
18
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
19
within a unit.
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.
20
Mission 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…
and that weakens the defense of the United States
21
Enlisted Force Structure
Summary:
- Three tier system – it’s no accident
First you learn the job
Then 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
22
Scenario #1
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 offduty 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?
23
Enlisted Force Structure
Question Time…
THANK YOU FOR YOUR COMMITMENT TO BEING
THE BEST NCO YOU CAN BE.
24
Air Education and Training Command
Building the World’s Best Pilots, Leaders, and Warriors
Air Force
Enlisted Heritage
Integrity - Service - Excellence
25
OVERVIEW
• 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
26
ENLISTED TRIVIA - 1
Congress and the President established the E-8 and E9 “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
27
ENLISTED TRIVIA - 1
Congress and the President established the E-8 and E9 “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
28
ENLISTED TRIVIA - 1
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.
29
ENLISTED TRIVIA - 2
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.
30
ENLISTED TRIVIA - 3
Which CSAF began his military career as an enlisted
man?
a. Tony McPeak
b. Carl Spaatz
c. Larry Welch
31
ENLISTED TRIVIA - 3
Which CSAF began his military career as an enlisted
man?
a. Tony McPeak
b. Carl Spaatz
c. Larry Welch
32
ENLISTED TRIVIA - 3
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?
33
ENLISTED TRIVIA - 3
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
34
ENLISTED TRIVIA - 4
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)
35
ENLISTED TRIVIA - 4
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
36
ENLISTED TRIVIA - 5
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
37
ENLISTED TRIVIA - 5
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
38
ENLISTED TRIVIA - 5
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 a
new blue Ike jacket in 1952.
39
CAMPANALE’S CHALLENGE
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?
CMSAF Dave Campanale, 1996
40
CAMPANALE’S CHALLENGE
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?
• AF is 80% enlisted, but focus has
been on other 20%
• Few photographs of enlisted from
early years
• Few enlisted memorializations
CMSAF Dave Campanale, 1996
41
CAMPANALE’S CHALLENGE
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?
• 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.”
CMSAF Dave Campanale, 1996
42
COHESION
• “The US Air Force has a cohesion problem.”
-- Former SECAF Don Rice, complaining that Airmen
identified more with weapon systems than with AF
43
COHESION
•
“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
44
COHESION
•
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
45
ENLISTED 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)
46
ENLISTED 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)
Enlisted culture encompasses those things you find
as your identity as members of the Air Force.
47
ENLISTED HERITAGE
• VALOR – TSgt Forrest Vosler
48
ENLISTED HERITAGE
• 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.
49
ENLISTED HERITAGE
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.
50
ENLISTED HERITAGE
•
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)
51
ENLISTED CULTURE
• 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
52
ENLISTED CULTURE
• 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
53
ENLISTED CULTURE
• Other elements of an Air Force enlisted culture …
54
GROUP 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?
55
CONCLUSIONS
• Unsung Heroes: A History of the Enlisted Airmen
from the Dawn of Flight to Desert Storm.
• Compiled and Published by Airmen Memorial Museum
56
AIR FORCE ENLISTED HERITAGE
Integrity - Service - Excellence
57
NCO Professional
Development
Building the World’s Best Pilots, Leaders, and Warriors
Ethics &
Core Values
Integrity - Service - Excellence
Overview
•
•
•
•
•
•
•
•
Standards
Ethics defined and dissected
Core Value discussion
Diversity in Ethics and Core Values
Why Core Values?
Core Values Strategy
Summary
Exercises
59
Standards
• 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
60
Ethics Defined
• 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?
61
Travel Benefits
• 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
62
Political Activities
• 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
63
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
64
What Does It Mean To You ?
• Integrity First ?
• Service, Before Self
• Excellence In All WE Do ?
65
Core Values In-depth
• 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
66
Core Values-your role
• 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?
67
Diversity in Ethics/Core Values
• 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?
68
Why Core Values?
• 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.”
69
Core Values Strategy
• 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
70
Core Values Strategy (cont)
• 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
71
Summary
•
•
•
•
•
•
•
•
Standards
Ethics defined and dissected
Core Value discussion
Diversity in Ethics and Core Values
Why Core Values?
Core Values Strategy
Summary
Exercises
72
Scenario #1
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?
73
Scenario #2
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?
74
LUNCH
• Be back at ???
75
Senior Leadership Panel
• First Sergeants
76
NCO Roadmap to
Success
Board Organization
Chief of Staff of the Air Force
Board President
Two CMSgt’s
7 Panels
Spt
4 Panels
4 Panels
1 Panel
Ops
Log
Med
Eligibility Criteria
• 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
Selection Opportunity
Approx 7 - 10% of the eligibles in each AFSC
High Year of Tenure (HYT)
(Effective 1 Jan 03)
Rank
Old HYT
New HYT
CMSgt
30 Years
Unchanged
SMSgt
26 Years
28 Years
MSgt
24 Years
26 Years
80
Past SMSgt Boards
Considered
Selected
30000
25000
20000
15000
10000
5000
0
CY94
CY95
CY96
CY97
Selection Rates 7%
6%
6%
5%
CY98
7%
CY99
7%
CY00
CY01
8%
8%
CY02
8%
CY03
8%
CY04
10%
2004 SMSgt Board
Selection Statistics
Cycle: 04E8
PCT
YRS
YRS
TIG
TIS
BOARD
TOTAL
TIG
TIS
POINT
POINT
EPR
DEC
PFE
SCORE
SCORE
3.66
20.30
27.83
21.31
134.52
16.59
53.91
335.79
589.96
Status
NBR
Elig
16,516
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
82
Records / Procedures
• Senior NCO selection folder
• Scoring scale
• Training session (trial run)
HEADQUARTERS
UNITED STATES AIR FORCE
SELECTION FOLDER
DOE, JOHN
000748392
00001
8
8
9
8
8
5
Doe, John
LEFT SIDE
ARTICLE 15
CITATIONS FOR
DECORATIONS
8
8
9
8
8
5
Doe, John
RIGHT SIDE
EPRs (last 10)
AF FORM 77
8
8
9
8
8
5
Doe, John
MISSING DOCUMENT REQUEST
SNCO EVALUATION BRIEF
87
8
8
9
8
8
5
Doe, John
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
Scoring 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
89
Split Resolution
(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
90
Training Session
(Trial Run)
• Sample group of records
• Score individually
• Open discussion during debrief
• Set board standard
CONSISTENCY
Factors Considered
Phase One
Objective Factors
Max Points
Supervisory Exam
100
EPRs
135
Decorations
25
Time in Grade
60
Time in Service
25
Total
345
Factors Considered
Phase Two
Board Score
Max Points 450
93
Board Score
Phase One
Objective Factors
Supervisory Exam
EPRs
Decorations
Time in Grade
Time in Service
Max Points
345
Phase Two
Board Score
450
Total 795
94
Current Promotion Policy
• Promote against Air Force vacancies
• Equal selection opportunity for all AFSCs
• Best qualified and fully qualified
Disclaimer
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.
96
Personal Observations
•
•
•
•
•
•
•
•
•
Individual Records
Professional Military Education
Education
Performance Reports
Decorations
Awards
Homesteading
General Observations
Closing Comments
97
Professional 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
98
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
99
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
100
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
101
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)
102
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
103
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
104
Leadership
• How does the board evaluate leadership?
• Community Activities
• Head of a committee
• Leadership role in professional military organization
105
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”
106
Self-Assessment
• 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
107
Self-Assessment (cont)
• 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
108
Self-Assessment (cont)
• What constitutes an average record?
• EPR on top has Senior Rater Indorsement
• SNCOA completed
• CCAF degree in career field
• Decoration with each PCS
109
Self-Assessment (cont)
• 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
110
Records 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
111
Records 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
112
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
113
Questions?
114
Physical Training
• Meet at Fitness Center
115
NCO Professional Development
Building the World’s Best Pilots, Leaders, and Warriors
Personnel Programs
Integrity - Service - Excellence
116
Personnel Programs
WHAT’S IN IT FOR ME?
Personnel Programs (cont)
•Assignments
•Equal Plus
•Equal O/S
•Base Of Preference
•Palace Chase
Personnel Programs (cont)
•
•
•
•
Careers Retraining
Bop Entitlement
Opportunity For Bonus
Current Afsc Minimal Impact
119
Career Enhancements
• Promotion Opportunities
-- You Control Your Destiny
-- Evaluation Importance
• Step
• Reenlistments
 Other new programs coming on line?
120