SOUTHWEST ASIA -- I remember my first duty section as an Airman Basic at Shaw Air Force Base, S.C. We had 17 sergeants (Buck Sergeants) in the shop. These gentlemen were the heart and soul of the unit. I admired them for their wisdom and work ethic. They could answer all my questions without asking and would take me out and show me how to perform the task. They inspired me to want to come to work and do my job to the best of my ability every day. Every time an NCO told me to do something, I was excited that I was being given a chance to excel.
I say this because some of our Airmen don't realize the significance of what they do each and every day and how it plays a critical role in fighting the current conflict. It doesn't matter if an Airman is a crew chief, gate guard or heavy-equipment operator -- each Airman matters. If the Airmen running the dining facility grill think the job isn't important and serve an undercooked burger to an aircraft mechanic, then that mechanic can't prep jets for flight to put bombs on target and the terror network thrives. As NCOs, it is our duty to communicate this to our junior Airmen. It is our responsibility to lead by example and show them we are in this fight with them.
At times, we get away from the basics of being strong NCOs. We supervise through e-mail and hope our team get the message. Whatever happened to good old face-to-face communication? Sometimes Airmen need to see that fire in our eyes to understand the significance of what we are saying.
Another failure is when we don't follow up on tasks because we are too busy. Knowing the team can also help -- knowing about family and the goals of team members. It's not as easy or personal to lead those you know very little about.
NCOs are the heart of the Air Force body. The units go as we go. The NCO corps drives mission accomplishment, morale and the overall environment of the unit. The NCO corps fosters loyalty, mentorship and empowerment. Give our people what they need to do the job and cultivate that long term buy-in for supporting mission accomplishment.
We do a lot to take care of the Air Force team, but this can sometimes be over looked by someone on the team who thinks it's not enough. Airmen should understand respect is earned, not given. If it is determined they do not care, then as good NCOs it is our responsibility take charge of the situation. Once we determine they want to do the right thing, it's our duty to guide them, mentor them and ensure they have the tools to be successful Airmen. Always, reward them for doing an outstanding job.
Airman Leadership School and NCO Academy lay the foundation for supervision but do not give us a definitive checklist of do's and don'ts of supervision. We learn this from watching and emulating successful leaders -- for young Airmen, that's you and me. We learn this from each other as we share information about issues concerning our units. It is our duty to pass along our knowledge and traditions to the next generation.
We, as NCOs, have a responsibility to show our Airmen our Core Values aren't just a slogan but our way of life. We have to be the example and not the "do as I say, not as I do" NCO. Our rank does bring a certain clout and we must use this extra muscle to fight for our people. On the other hand, we shouldn't be afraid to say "no", when needed, it still works. Teach them the right way to do business, and it will make life much easier for us all as we go about our mission of putting bombs on target and making the world a safer place for everyone.