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AFCENT Command Chief: 'You have to care about people, and it has to be authentic'

  • Published
  • By Tech. Sgt. Drew Nystrom
  • 455th Air Expeditionary Wing Public Affairs
BAGRAM AIRFIELD, Afghanistan --  U.S. Air Forces Central Command Chief Master Sgt. Richard A. Parsons visited the men and women of the 455th Air Expeditionary Wing Dec. 16 - 18, 2010 to start his orientation of the AFCENT area of operations.
 
Chief Parsons, who became the senior enlisted advisor to Lt. Gen. Mike Hostage, commander of U.S. Air Forces Central Command, Dec.12, 2010 came to Bagram to gain more understanding of the 455th AEW's mission, see firsthand its successes and identify any challenges with which he may be able to help.

As the senior enlisted advisor, Chief Parsons' mission is to ensure he fully understands General Hostage's vision, goals and intent and then clarify that intent and the policies developed to achieve it through 'boots on the ground, face-to-face leadership.'

Along the way, Chief Parsons hopes to weed out any challenges, hindrances or obstacles Airmen encounter that can keep them from conducting their mission, fulfilling their goal or meeting General Hostage's intent.

"As we develop new policies, I try to identify what's going to cause pain and consternation for the Airmen on the ground who have to execute the mission," Parsons said. "If I can eliminate some of that consternation or pain as we develop or adjust current policies, then I think I'm doing the best thing I can for the entire force."

The chief emphasized "the entire force" because he is adamant that being the senior 'enlisted' advisor does not relegate his advice to General Hostage to matters pertaining solely to the enlisted force.

"I advise on anything I think is important," the command chief said. "If we have issues, whether it is in the enlisted or officer corps, the medical community, the logistics arena or any other area, and I feel it needs to be addressed at his level or by one of our staff agencies, then I try to energize the staff to meet the needs of the war fighter".

Chief Parsons' first impression of the Airmen assigned to AFCENT, and Bagram specifically, is one of amazement.

"Wow!" the chief said. "Everything you hear about Bagram and how busy and congested it is, is true. But to actually see the activity in the aerial port yard is phenomenal, to see the number of sorties flown and the amazing combat casualty care is humbling to say the least."

The former security forces Airman also makes sure to never forget the hundreds of Airmen who keep Bagram secure or the people providing support services.

"They are the reason everyone else is able to get the mission accomplished," he said.

The chief has laid out the following goals an initial vision for himself during his year-long tenure as the highest ranking enlisted Airmen in the AFCENT AOR:

-- Help streamline and develop consistency with regard to standard operating procedures within the AFCENT AOR while still allowing commanders latitude when it comes to safety;

-- Continue to strengthen joint and coalition efforts;

-- Continue the transitioning operation in Iraq, helping both Iraq and Afghanistan to
    increase the capabilities of their own militaries;

-- Continue to monitor and adjust our Airmen's pre-deployment training; and

-- Ensure adaptability and continuing to develop post-deployment resiliency programs.

While these strategic issues are areas that generally only someone in the chief's position can tackle, he says every Airman at every level can help make the mission, and the Air Force as a whole, more successful. One potential method is through mentoring.

According to Chief Parsons, the key to mentoring is leading by example and gaining credibility with those around you. With credibility, Airmen around you will know that their best interests are taken into account. That is when real, authentic mentoring can occur, he said.

A saying the chief finds particularly truthful when it comes to mentoring is, "Nobody cares what you know until they know how much you care."

"Mentoring is not a structured program," Chief Parsons said. "It is done by taking the opportunity to stop and genuinely find out how someone is doing. True mentoring is not necessarily something you set out to do. It is something that you recognize happened when you look back on it."

Another opportunity for Airmen to make positive improvements is by participating in professional development organizations.

Many Airmen participate in these organizations already, but Chief Parsons thinks we may need to tweak how we are using them.

"Fundraisers for squadron picnics and holiday parties should not be the primary goal of professional organizations," the Macon, Ga., native said.

Airmen Committed to Excellence, the 5/6 Club and the TOP 3 are organizations, the chief said, where Airmen should be able to be candid with their peers about issues they are facing and collectively come up with options to present to their commanders.

"I think you'll find that you are able to come up with better options for the commander because of the synergy," Parsons said. "Your commander may decide to go with option A or option B or maybe even a hybrid of both, but I guarantee there will be more buy in because you were part of the process."

The chief said a successful private organization may fix only one or two challenges during a rotation, but that should still be considered a major success.

Professional development organizations can make a difference, but individual Airmen can do their part by adhering to standards.

"Vince Lombardi when asked why he was so success said, 'I master the fundamentals, I instill discipline and I do all things in love,'" Parsons quoted. "In order for it to be second nature to do the things that are critically important you have to start with the small things."
Chief Parsons knows Airmen are launching aircraft, airdropping bundles of supplies to forward operating bases and engaging anti-Afghan forces on the ground daily and ties those 'big' things back to the 'small' things.

"You have to instill discipline and follow the standards in the little things: dress and appearance, customs and courtesies, and wearing the proper safety gear for example," Chief Parsons said. "Following the standards in those little things creates the muscle memory we need to follow the standards in the big things."

According to the chief, ensuring that we follow standards in the little things makes it second nature in the 'big things,' like loading hundreds of thousands of pounds of cargo onto an aircraft or dispensing prescriptions which could make the difference between life and death.

One of the standards applicable to all Airmen is striving for professional growth and development. One of the key indicators of that growth is promotion.

Chief Parsons said there is no secret formula or system to be selected for the Air Force's most senior enlisted ranks. But there are things you can do to improve your chances such as:

-- Live the core values;

-- Be prepared to take advantage of opportunities; and

-- Complete the basic requirement for your grade in education and training, while gaining
    as much experience as you can.

"Not everyone can be promoted to senior and chief because our numbers are limited," Chief Parsons said. "What's important is that you find the job you love to do and do it. Control what you can control, and then take advantage of opportunities that present themselves. Being a good specialist can get you to master sergeant, but being a great Airman will give you the opportunity to be a chief.

"The difference is character and living the core values," he said.
While this was Chief Parsons' first visit to Bagram, he is no stranger to the AFCENT AOR. During his 25-year career, the chief has deployed in support of contingency operations eight times.

The Ranger-qualified Airmen even earned a purple heart stemming from an attack on his convoy while supporting Operation Iraqi Freedom in 2004.
Lt. Col. Craig Allton, 455th Expeditionary Security Forces Squadron commander, has known Chief Parsons for nearly 11 years and believes the chief is a perfect fit for the Airmen serving in AFCENT.

According to Allton, his selection as the senior enlisted advisor to the AFCENT commander came as no surprise. The colonel said, "the chief personifies the Air Force Core Values -- unquestionable moral fiber and character, physically fit, warrior ethos and experience, confident yet humble, an enthusiastic learner, a gifted listener, and motivational/inspiring to the masses."

"Since I've known him," Allton said, "he has always effortlessly displayed these qualities with a hearty respect for the importance and history of the noncommissioned officer.

"He has always displayed an innate sense that as an NCO, he was simultaneously a leader and servant for those under his charge. There is no doubt in my mind that he is an 'Airman's Chief' -- an enlisted leader who can and will relate to Airmen from all career fields and backgrounds, an enlisted warrior every Airman will want to emulate and a command chief who will be able to tirelessly communicate and champion the issues of those he serves.

"I say this without hesitation because working with and learning from him has made me a better officer and person. Who can ask for more than that from a command chief?" Allton added.

According to the chief, he will attempt to visit all nine wings in the AFCENT AOR within the coming month, "to get a good understanding, very quickly, of what each wing is doing so when issues arise, I can influence them from an educated standpoint."