SOUTHWEST ASIA -- Have you ever been in a situation where your supervisor seemed to keep changing the rules? Or perhaps your supervisor seemed to hold you accountable for standards you didn't even know about.

Unfortunately, all too often in the Air Force our dedicated Airmen find themselves having to guess what their supervisors expect of them. That's because with today's high operations tempo one of the obligations that is often overlooked is timely and relevant feedback. But feedback is important, and initial feedback should be viewed as an opportunity for a supervisor to make known basic expectations and standards. Clear communication and management of expectations is one way in which supervisors can help nurture excellence within the Air Force.

Here are a few examples of expectations I find useful:

What leaders should expect of subordinates:
Core Values: Do the very best at living the Air Force Core Values every day
Occasional Mistakes: Make mistakes; always admit mistakes; never dwell on mistakes; and go on to greater accomplishments
Maintain Loyalty: To the mission, to each other and to the chain of command. Teamwork is critical. Support unit functions and personnel
Policies: Support policies 100 percent. If someone doesn't agree with a policy, they should use the chain of command to seek changes
Always Communicate: Use the chain of command - in both directions
Supervision: Supervisors need to supervise and let troops know if tasks aren't being performed to standard. Hold subordinates accountable for their responsibilities; be a teacher/mentor
Standards: Enforce high standards, including discipline, courtesy, and respect

You may have noticed that the first letters of the expectations above spell the word "compass." There's a reason for that. If you think about it, the expectations one has of his or her subordinates should provide a sense of personal direction; that is, they should help serve as a moral compass. But what expectations should Airmen have of their leaders? I'm sure there are as many expectations as there are leaders, and here are some examples:

What subordinates should expect of leaders:
Discipline Enforcement: Leaders should follow up on all orders and guidance
Insight: Always provide candid feedback whenever appropriate
Respect: Ask troops for their opinions, listen, act on them when feasible, and provide feedback
Enthusiasm: Exhibit a positive attitude and a willingness to set the example
Commitment: To the job and to the troops, and 24-hour availability
Trust: Always make an honest attempt to do the right thing for the right reason
Institutional Loyalty: Follow the rules instead of inventing their own
Occasional Mistakes: Make mistakes, admit them, correct them and press on
Non-Stop Support: To the troops and to their good intentions, regardless of the results; and of teamwork and mentorship

If you've been following along, I'm sure you picked up on the fact that the first letters of the expectations above spell the word "direction." Again, there's a good reason for that.

As I mentioned, the expectations one has of subordinates should help provide a sense of personal direction. And following that line of thought, the expectations troops have of their leaders should help provide that personal direction. 

I believe that by communicating expectations to all Airmen, supervisors improve our ability to effectively accomplish the mission. Ultimately, it is nearly impossible to measure the effect that expectations and standards have on Airmen; however, the optimist in me believes that given the right direction our Airmen will follow their moral compass to internalize and live the Air Force Core Values of Integrity, Service Before Self, and Excellence in All We Do.