311th Human Systems Wing

1
14th Flying Training Wing
Building the Worlds Best Pilots, Leaders, and
Warriors
Noncommissioned Officer Professional Enhancement
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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NCO Professional Enhancement

• WELCOME

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Agenda (Day 1)

• 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

4
NCO Professional Development
Building the Worlds Best Pilots, Leaders, and
Warriors

• Enlisted Force Structure

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
5
Enlisted Force Structure
NCO Professional Enhancement
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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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
7
Enlisted Force Structure
The Purpose - Best meets mission
requirements - Provide common, stable career
structure - Provides all Airmen opportunity for
professional growth
8
Enlisted Force Structure
9
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

10
Leadership Levels

• TACTICAL (E1E6) 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

11
Leadership Levels

• OPERATIONAL (E7E9) 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

12
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

13
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

14
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
• Dont alibi
• Dont procrastinate
• Dont tolerate incompetence
• Be honest

15
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.

16
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.

17
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

18
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.

20
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.

21
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 dont fulfill our roles, the mission
  suffers
• and that weakens the defense of the United States

22
Enlisted Force Structure

• Summary
• - Three tier system its 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 rightLeaders do the right
  thing
• - The Air Force needs you to be both

23
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
  off-
• duty education. Both receive PCS orders and your
  
• superintendent expects decoration nominations on
• both NCOs. You dont feel the latter NCO
  (off-duty
• education) meets the intent of the decoration
• program. How would you handle it?

24
Enlisted Force Structure
Question Time
THANK YOU FOR YOUR COMMITMENT TO BEING THE BEST
NCO YOU CAN BE.
25
Air Education and Training Command
Building the Worlds Best Pilots, Leaders, and
Warriors
Air ForceEnlisted Heritage
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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OVERVIEW

• Some Enlisted Trivia
• Campanales 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

27
ENLISTED 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

28
ENLISTED 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 the armed services
• c. 1969, to promote recruitment during the
  Vietnam War

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ENLISTED TRIVIA - 1

• Low pay and severe promotion stagnation at E-7
  led to poor retention rates, at a time when the
  Soviet Unions 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.
30
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.
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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

• Which CSAF began his military career as an
  enlisted man?
• a. Tony McPeak
• b. Carl Spaatz
• c. Larry Welch

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?
34
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
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)

36
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

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

• 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

39
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.
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CAMPANALES 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
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CAMPANALES 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
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CAMPANALES 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 weve come
  from.

CMSAF Dave Campanale, 1996
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

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

45
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 todays Air
  Force.
• -- James Smith, retired AF officer

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)

47
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.

48
ENLISTED HERITAGE

• VALOR TSgt Forrest Vosler

49
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.
50
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 Erwins story as part of the
film. Since 1997, the Air Force has presented
the Henry E. Erwin Enlisted Aircrew Member of the
Year Award.
51
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)

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

53
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

54
ENLISTED CULTURE

• Other elements of an Air Force enlisted culture

55
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?

56
CONCLUSIONS

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

57
AIR FORCE ENLISTED HERITAGE
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
58
NCO Professional Development
Building the Worlds Best Pilots, Leaders, and
Warriors

• Ethics
• Core Values

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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Overview

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

60
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
• Youll be expected to always set the example

61
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?

62
Travel Benefits

• What are some of the rules (standards) that apply
  to Travel Benefits?
• Misuse of Government Travel Card
• Cant falsify TDY documents
• Cant keep gifts of monetary value

63
Political Activities

• What are some of the rules (standards) that apply
  to political activity?
• Cant be in uniform
• Cant be appointed to political office
• You cant solicit to support a candidate

64
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

65
What Does It Mean To You ?

• Integrity First ?
• Service, Before Self
• Excellence In All WE Do ?

66
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

67
Core Values-your role

• Youve 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 SNCOs fail to
  adhere?
• What happens if SNCOs fail to hold others
  accountable to the Core Values?

68
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?

69
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.

70
Core Values Strategy

• Assumptions
• Core Values strategy exists independently of the
  Chapel programs
• You dont 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

71
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

72
Summary

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

73
Scenario 1

• Youre 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?

74
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?

75
LUNCH

• Be back at ???

76
Senior Leadership Panel

• First Sergeants

77
NCO Roadmap to Success
14 FTW
78
Board Organization
Chief of Staff of the Air Force
Board President Two CMSgts
4 Panels
7 Panels
4 Panels
1 Panel
Log
Spt
Ops
Med
79
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

80
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
81
Past SMSgt Boards
7
6
6
5
7
7
8
8
8
8
Selection Rates
10
82
2004 SMSgt Board Selection Statistics
Cycle 04E8
83
Records / Procedures

• Senior NCO selection folder
• Scoring scale
• Training session (trial run)

84
HEADQUARTERS UNITED STATES AIR FORCE SELECTION
FOLDER
DOE, JOHN 000748392 00001
85
LEFT SIDE ARTICLE 15 CITATIONS
FOR DECORATIONS
86
RIGHT SIDE EPRs (last 10) AF FORM 77
87
(No Transcript)
88
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




89
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
90
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

91
Training Session(Trial Run)

• Sample group of records
• Score individually
• Open discussion during debrief
• Set board standard

CONSISTENCY
92
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
93
Factors Considered
Phase Two
Board Score
Max Points 450
94
Board Score
Phase One Max Points Objective
Factors 345 Supervisory Exam EPRs
Decorations Time in Grade Time in
Service Phase Two Board Score 450
Total 795

95
Current Promotion Policy

• Promote against Air Force vacancies
• Equal selection opportunity for all AFSCs
• Best qualified and fully qualified

96
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.

97
Personal Observations

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

98
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

99
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
• Bachelors and/or Master degree without CCAF not
  well received

100
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

101
Performance Reports (cont)

• Raters and Additional Raters Comments
• SR comments carries most weight, however raters
  comments are also strongly considered and
  sometimes make the difference
• Dont send mixed messages must promote to SMSgt
  without SR endorsement
• Place hard hitting comments in the SR block or
  towards the end of the raters comments
• No promotion statement on top EPR delivers clear
  message to the board Dont give a high board
  score
• Wings SRs 1 sometimes got higher rating then
  HQ Directorate 1 due to higher numbers at wing

102
Performance Reports (cont)

• Stratification is a very valuable tool
• Key to promotion when properly used
• Honestly quantify and do the math for board,
  dont 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 anybodys 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)

103
Decorations

• MSM was the norm for a MSgt who PCSd 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

104
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

105
Leadership

• How does the board evaluate leadership?
• Community Activities
• Head of a committee
• Leadership role in professional military
  organization

106
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 individuals 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

107
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

108
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

109
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

110
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

111
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

112
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

113
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

114

• Questions?

115
Physical Training

• Meet at Fitness Center

116
NCO Professional Development
Building the Worlds Best Pilots, Leaders, and
Warriors
Personnel Programs
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
117
Personnel Programs
14 FTW

• WHATS IN IT FOR ME?

118
Personnel Programs (cont)
14 FTW

• Assignments
• Equal Plus
• Equal O/S
• Base Of Preference
• Palace Chase

119
Personnel Programs (cont)

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

120
Career Enhancements

• Promotion Opportunities
• -- You Control Your Destiny
• -- Evaluation Importance
• Step
• Reenlistments
• Other new programs coming on line?