14th Flying Training Wing

14th Flying Training Wing
Building the World’s 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

NCO Professional Enhancement
WELCOME

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

NCO Professional Development
Building the World’s 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

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 Enlisted Force Structure Congratulations…you are all part of the world’s mightiest military force in history. As part of the 21st Century Air Force, you are an elite group of “intellectual warriors.” You think and operate on a level that is the envy of military leaders the world over. You fly satellites, launch fighters, analyze intelligence, and manage millions of dollars in Air Force funds and equipment. There should be a lot of pride flowing in this audience about now. And for good reason. Along with pride, however, many of us can relate to another feeling…fatigue. AEFs, exercises, contingencies, the war on terror…we are continually challenged to reach deeper in service of their country. Within this environment, it becomes imperative we, as enlisted leaders, understand the importance of a concept called Air Force retention. Retention isn’t just an exercise in numbers. Our ability to retain quality people is vital to the health of our national defense and our currently unmatched global capabilities. We must know the factors that affect retention… mission, OPTEMPO, leadership, and pay and benefits. Finally, we must grasp and internalize the concept of patriotism and sacrifice, and inspire both in the people who work for us and with us. Here’s why…take a look at our worldwide impact.

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

The Purpose: - Best meets mission requirements - Provide common, stable career structure - Provides all Airmen opportunity for professional growth

Senior Noncommissioned Officer Tier CMSgt SMSgt MSgt Superintendent/Manager Craftsman/Supervisor/Manager Noncommissioned Officer Tier TSgt SSgt Craftsman/Supervisor Airman Entry-Level SrA A1C Amn AB Journeyman/Supervisor Apprentice/Worker Apprentice

Leadership Levels Professional development and responsibilities are described in AFI , Enlisted Force Development Doctrine It is grounded in basic leadership doctrine at three levels: Tactical Operational Strategic

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

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 day-to-day command and control of Air Force operations are carried out Most of you attending this seminar will fall into the Operational Level of leadership.

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

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

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

NCO Responsibilities AFI , 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.

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.

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 Deal with the filter. First, prevent I didn’t know that…know your benefits and personnel programs so you can help your troops make wise career decisions. Benefits are extremely important because they are a big motivational tool. If members feel their pain outweighs the benefits, they obviously have little motivation to stay. However, often, many of these folks simply don’t know the full extent of their compensation. We seem to grasp the rumor that benefits are declining quicker than our reality. Do you know your benefits? Let’s review them with a quiz.

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 Summary

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. Summary

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. Summary

Mission Impact If we don’t fulfill our roles, the mission suffers…
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

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

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 don’t feel the latter NCO (off-duty education) meets the intent of the decoration program. How would you handle it?

THANK YOU FOR YOUR COMMITMENT TO BEING THE BEST NCO YOU CAN BE.
Enlisted Force Structure Question Time… THANK YOU FOR YOUR COMMITMENT TO BEING THE BEST NCO YOU CAN BE.

Air Force Enlisted Heritage
Air Education and Training Command Building the World’s Best Pilots, Leaders, and Warriors 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

OVERVIEW Some Enlisted Trivia Campanale’s Challenge
Enlisted Heritage Air Force Cohesion Problem Air Force Enlisted Culture Other Aspects of Enlisted Culture Transmitting AF Enlisted Heritage & Culture (Group Exercise) Conclusions The topic is enlisted heritage Begin with some enlisted trivia, in part because its an easy way to begin talking about Air Force enlisted heritage, but also because it gets us to Campanale’s challenge, which has to do with what he sees as the failure to communicate Air Force Enlisted Heritage. Then we’ll look at whether this failure is part of a larger cohesion problem in the Air Force, as some people have argued, where Air Force people identify more with function than with the service. Next, we’ll look at AF culture as solution to cohesion problem, and in particular the role for enlisted heritage in building a cohesive AF culture. As aspect of that, we’ll look at the role of past contributions to heritage … and then at other aspects of enlisted culture

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

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

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 , 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. Who’s pictured there? Grace Perterson, the first female Chief. What was her rank when the picture was taken? SMSgt. Until the early 1990s, only the two supergrade stripes were on top.

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. That’s actually a smaller proportion of enlisted recipients than among the other services. Why? (In the past, opportunities for valor among airmen typically available to fliers – e.g., decisions to stay at controls despite mortal danger).

ENLISTED TRIVIA - 3 Which CSAF began his military career as an enlisted man? a. Tony McPeak b. Carl Spaatz c. Larry Welch

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?

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? Gabriel also first fighter pilot CSAF (prev all bomber pilots). Sig for shift bomber to fighter mafia (Deterrence mission declines vis a vis regional conflicts). In other words, this beginning of period when fighter mafia replaces bomber mafia. As recently as 2000, 15 of 16 four stars were fighter pilots. Don’t know today, but erosion underway at lower general officer appointments. Gen Charles Gabriel

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) Here are some famous names from AF History. All were officers. Who among them also began their military careers as enlisted members?

ALL WERE PRIOR ENLISTED
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

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

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. So, how familiar were you with these questions? Do you think AF enlisted heritage is being communicated to the force? Is it important that it is? At right, an Airman wearing a new blue Ike jacket in 1952.

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? About eight years ago the CMSAF at the time, Dave Campanale, had this to say. CMSAF Dave Campanale, 1996

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 He went on to point out that … AF is 80% enlisted but focus has been on the other 20% Eg, look for photographs of enlisted from early years Few Memorialized eg bases – there is Scott. On Gdf we’ve done a better job, I think, with the large number of buildings for enlisted EC-47 crew (Cressman, Melton, others) also Heath and Garland) CMSAF Dave Campanale, 1996

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.” Feels function of AF history is to make all aware of achievements both enlisted and officers: “We need a reference point to say this is where we’ve come from.” He feels the CHALLENGE for today’s historians and enlisted personnel is to record enlisted milestones CMSAF Dave Campanale, 1996

COHESION “The US Air Force has a cohesion problem.”
-- Former SECAF Don Rice, complaining that Airmen identified more with weapon systems than with AF What Campanale saw as failure to communicate AF enlisted culture may have been part of a broader problem across the entire AF. Indeed, several years after Campanale made his statement, the SECAF, Don Rice, said this. What Rice saw was that Airmen identified with weapon systems, not with the larger Air Force or with any concept of service mission or doctrine.

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 Carl Builder, author and AF vet, saw something similar, that technology was the organizational essence of the Air Force, and that this makes AF susceptible to specialization and occupational attachments.

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 Smith says cohesion problem rooted in culture of AF. Specifically, argues that a high tech culture, people identifying with function vice mission. Says our culture is what we do, our AFSCs. That we don’t have a unifying culture in the way other services have it. Do you Buy this? For example, go up to a Marine when he/she is in civilian clothes and ask what he/she does for a living, and he’ll say he’s a Marine. Are you more likely to say you’re an Airman, or would you say, you’re in the Air Force. Or if you’re a firefighter, would you say I’m an Air Force firefighter? An F-16 pilot would say, “I’m an Air Force fighter pilot.” Further, just curious. Any firefighters. Do you feel more in common with Army or Marine FF, or with AF cryptologic linguist. That good clue to how much on mark Rice and others are. Explanations Technology How we organize (eg Army officers more interbranch movement through career) Age (we much younger, less tradition): eg, other 3 services 1775; we 1947, almost 200 years later. Can go back earlier, perhaps, when part of Army. But not even Army air plane until Further, even when independent, not own uniforms for several years, were soldiers (not Airmen) for a couple of years. Used Army recruiting service until mid 1950s. So, what they see is that the way to develop more of a sense of cohesiveness and identity is through culture. Useful to look at a definition …

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 “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. Or, in other words, it’s those things you find that identify you as members of the Air Force (or that give you a sense of identity as AF members). Clearly, I (and others like Campanale) would say, a part of that must be what you inherited – your heritage.

ENLISTED HERITAGE VALOR – TSgt Forrest Vosler
So, what is enlisted heritage. A part of it, a big part of it, has been the individual courage and sense of duty of its members. A couple of cases in point -- When TSgt Forrest Vosler arrived in the UK in autumn 1943 as an upper turret gunner, the life expectancy of an 8 AF B-17 was 11 missions. He did not expect to survive a complete tour of 25. On his 4th mission, over Bremen, one engine was lost to flak going in, and flak took out another on the way out. Unable to stay with the formation, the crippled B-17 soon became a target for a succession of fighter attacks. Two 20mm shells destroyed the tail gun and seriously wounded Vosler. “If I’m going to die,” he recalled thinking, “it will be fighting.” Nearly blind and drifting in and out of consciousness, Vosler stayed at his position and kept up a steady stream of fire to cover the vulnerable tail, protecting the plane until it ditched in the North Sea and the crew was rescued by a Norwegian fishing boat.

ENLISTED HERITAGE VALOR – MSgt Henry “Red” Erwin
Six enlisted airmen received the Medal of Honor – four during World War II, two dur-ing Vietnam. Among the former four was MSgt Henry “Red” Erwin, whose action Hap Arnold called “one of the bravest in the records of this war.” During a B-29 mission over Japan, a phosphorous smoke bomb Erwin had placed in the launch chute exploded prematurely and shot back into the plane, striking him in the face, obliterating his nose and blinding him temporarily. Smoke quickly filled the plane, obscuring the vision of the pilot who unwittingly sent the B-29 into a steep dive. Fearing that the bomb would burn through the floor and into the bomb bay, Erwin grabbed it in his bare hands and began blindly picking his way to the co-pilot’s window. However, the navigator’s table blocked his path and required two hands to release its latches. Rather than risk losing the bomb, Erwin placed the burning, 1,400-degree device between his arm and body and released the latches. Now a walking torch, he finally found the window and threw out the bomb in time for the pilot to recover the aircraft at 300 feet. No one expected Erwin to survive, so the Medal of Honor was approved within hours and presented to him at the hospital in Guam.

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. Those two examples are a part of your heritage, as enlisted members of the United States Air Force. Do you accept that … that these are a part of your heritage? Story of McPeak and 17th.

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) Here are some more examples, snapshots of enlisted history, that we can breeze through quickly. I pulled these off the Enlisted Heritage Research Institute web site at Gunter, which they call “Enlisted Footsteps in History” Burge – most enlisted were superior pilots. Like WASPs and Tuskegee of WWII, couldn’t afford not to be. Last Sgt pilot retired in late 50s. Numbers never big; eg only several dozen in 20s. Ya’ll knew were once enlisted pilots? Scott -- passenger at College Park, during tests. Scott AFB named for him in 1917 Chapman – Part of crew on test of Roma, Italian hydrogen airship/dirigible. Crashed near Langley He gave his life rescuing others from burning wreckage. Cheney Award, named for WWI aviator KIA, peacetime equivalent MOH – for valor Doolittle Raid – one of three executed was enlisted, Sgt Spatz. Warmer – one of Sgt Pilots B32 -- Airey, B-17 waist gunner on B24, over Hungary. Luft IV.

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 Enlisted culture more than valor and notable achievement. It’s also everyday performance of duty – as Hallion quote attests

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 Examples: Worked tirelessly to maintain the aircraft and support the aircrews Served on the aircrews (eg Dorms on Gdf) Integrated its ranks first Welcomed women as equals in the workplace more seamlessly and uneventfully than others Obtained a better quality of life for its members and their families Pursues increasingly demanding education and training programs Thus, this is what Air Force is. Its culture. Its personality. Large part is Heritage, what individuals have done, what the organization, the service, has done, and what you have inherited. This what try to pass on.

ENLISTED CULTURE Other elements of an Air Force enlisted culture …
As we said, AF enlisted culture more than Heritage (albeit that’s our focus here) What kinds of things make AF enlisted culture? how about core elements (doesn’t have to completely distinctive from other services) Traditions (POW Table to honor past sacrifice) Education as goal, as important Quality of life, taking care of people and their families (cf Marines) What about customs and courtesies? What about ceremonies? What about dress?

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? SHOULD WE Lesson Objective – each student should embrace their responsibility to instill in subordinates importance of the culture that identifies the enlisted corps as an institution. HOW Leadership by example OJT on cultural/heritage elements Write articles in paper (notice Tom Hodge’s articles on Marine valor) Encourage subordinates participate in activities that make up our culture, eg parades, dining in and out, sq functions, POW/MIA vigil, Stars and Stripes (even if no one from shop being promoted) etc. WHAT Pass along long and distinguished history of superior enlisted performance Core values of integrity, service and excellence. Are past contributions of legendary individuals a part of this? Heritage can be a part of your culture, if you choose to make it so.

CONCLUSIONS Unsung Heroes: A History of the Enlisted Airmen from the Dawn of Flight to Desert Storm. Compiled and Published by Airmen Memorial Museum There’s a book on enlisted history, subtitle of which is “A History of the Enlisted Airmen from the Dawn of Flight to Desert Storm.” Title, making Campanale’s point, is “UNSUNG HEROES.” So why are they unsung?

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

Building the World’s 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

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

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

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?

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

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

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

What Does It Mean To You ? Integrity First ? Service, Before Self
Excellence In All WE Do ?

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

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?

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?

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.”

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

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

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

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?

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?

LUNCH Be back at ???

Senior Leadership Panel
First Sergeants

14 FTW NCO Roadmap to Success
During this two and a half week process, we evaluated the records of over 18,000 master sergeants. Based on that evaluation, we assigned each of them a board score, determining if they were qualified for promotion.

Chief of Staff of the Air Force
Board Organization Chief of Staff of the Air Force Board President Two CMSgt’s 7 Panels 4 Panels 4 Panels 1 Panel Spt Ops Log Med While this board was in session, we worked directly for the Chief of Staff under the supervision of our board president. Each panel consisted of one colonel and two chief master sergeants. The next couple of slides depicted the distribution of this enormous workload.

Selection Opportunity Approx 7 - 10% of the eligibles in each AFSC
Eligibility Criteria Recommended by promotion authority PECD: Sep 04 DOR: 1 Jul 03 or earlier TAFMSD: Mar 95 or earlier TEMSD: 1 Mar 98 or earlier Proj Ret: Apr 05 or later Proj HYT Ret: Mar 05 or later This slide reflects the eligibility criteria and the selection opportunity rate. Selection Opportunity Approx % 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 This slide depicts the new HYT dates that were implemented just a few weeks prior to the board convening. Since the information displayed on the SNCO Evaluation Brief was as of PECD, the new HYT dates were not listed on the briefs. However, we had this handout at our panels and we were encouraged to refer to it often.

Past SMSgt Boards And just to put this board into historical perspective, here’s a breakout of previous boards. The good news here is that even as the number of NCOs considered each year has dwindled, the overall number of selects each year has pretty much remained constant. Selection Rates 7% 6% 6% 5% 7% 7% 8% 8% 8% 8% 10%

2004 SMSgt Board Selection Statistics
Cycle: 04E8 YRS TIG TIS BOARD TOTAL Status NBR PCT POINT EPR DEC PFE SCORE Elig 16,516 3.66 20.30 27.83 21.31 134.52 16.59 53.91 335.79 589.96 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

Records / Procedures Senior NCO selection folder Scoring scale
Training session (trial run) At this point, the primary recorder for the board discussed the contents the selection record and procedures that prepared us to score the records.

UNITED STATES AIR FORCE
HEADQUARTERS UNITED STATES AIR FORCE SELECTION FOLDER Our task during this board was to align all of the eligibles in a relative order of merit on a best-qualified basis within each AFSC and to ensure they were fully qualified and ready for promotion to SMSGT. The primary tool we used to accomplish this task was the SNCO selection folder. DOE, JOHN 8 9 5 Doe, John

LEFT SIDE ARTICLE 15 CITATIONS FOR DECORATIONS
On the LEFT SIDE are the citations for any decorations the member has earned on or before the PECD (30 Sep 01). Also, if the member has received an Article 15, that documentation will be found directly on top. 8 9 5 Doe, John

RIGHT SIDE EPRs (last 10) AF FORM 77
On the RIGHT SIDE are the member’s enlisted performance reports, for the past 10 years, filed in chronological order with the most recent on top. Some of the records had an AF Form 77. An AF Form 77 is normally filed for one of three reasons: 1) to correct an administrative error 2) to document a break in service 3) to document an approved appeals action We were asked not to try to second guess the reason for an AF Form 77. The AF Form 77 should be evaluated in terms of what it represents--simply a void in the record for that period of time. 8 9 5 Doe, John

MISSING DOCUMENT REQUEST
SNCO EVALUATION BRIEF The one loose document we found in every record was the SENIOR NCO EVALUATION BRIEF. This is a one-page, computer-generated snapshot of the SNCO’s career and it included such information as date of rank, PME, academic education, etc. Some records contained a MISSING DOCUMENT REQUEST. When the records were screened prior to the board and a document (such as a decoration) was missing, this document was placed in the record and a copy sent to the member’s MPF. If the document came in during the board, the record and old score were brought back to us and we were allowed to reevaluate the record with the new document. 8 9 5 Doe, John

What areas are looked at?
FACTOR EVALUATE Performance EPRs Professional Competence Expertise Within Specialty Leadership Supervisor / Staff Job Responsibility Scope / Exposure As we evaluated a SNCO’s selection record, we were asked to use the whole person concept. The factors listed on this slide have been reviewed and approved by senior AF leadership and are considered to be the most important factors in the evaluation process. The factors are not listed in any particular order nor should any specific weight be assigned to any one factor. We covered a few of the items: In the area of performance, how well an NCO is performing in his/her current job is an important indicator of the individual’s potential to serve in the next higher grade. We had performance reports for the past 10 years to review. There’s not just one definition for leadership. For this, we were asked to draw upon our own experience as senior leaders in the Air Force to evaluate each NCO’s demonstrated leadership abilities and potential to serve in supervisor and staff positions in the future. In the area of job responsibility, we carefully reviewed the various jobs NCOs held and the corresponding level and scope of responsibility. Finally, although specific achievements are most often recognized in the form of awards and decorations, we were instructed not to overlook the narrative justification in an NCO’s reports. This could be the only place we would find if an NCO has been selected as Outstanding SNCO of Year or 12 Outstanding Airman of the Year. Our emphasis throughout this entire process was on the leadership and managerial potential of individuals to serve in the next higher grade. . Breadth of Experience Where / What / When Specific Achievements Awards / Decorations / EPRs Education Level / Utilization POTENTIAL

Scoring Scale Outstanding Above Average Average Below Average
Absolutely Superior Outstanding Few Could Be Better Strong Slightly Above Average Average Slightly Below Average Well Below Average Lowest Outstanding Above Average After we evaluated the selection record, we were asked to equate our evaluation to a score. The scoring scale we used ranged from 6 to 10 in half point increments, with 7.5 being an average record. Average Below Average

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 After all the panel members have scored a record, the Selection Board Secretariat Control Room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflects a technique we used to resolve splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while the panel chief reviewed the scores given. All panel members were allow to discuss strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their scores. To change the score, the panel member who wished to make a change erased the old score, wrote in the new one, and initialed the change.

Training Session (Trial Run)
Sample group of records Score individually Open discussion during debrief Set board standard The purpose of the trial run exercise was threefold: 1) to give us an idea of the range of quality that we would be evaluating 2) to acquaint us with some of the situations that we would come across as we evaluated records, and 3) to help us establish a scoring standard. For the trial run, we carefully reviewed 10 records from the CY01 SMSgt board. None of these individuals were eligible for this board. We were asked to score the records individually, without the benefit of discussion, as we did throughout the board. We were encouraged to take notes during this trial run to help facilitate the discussion and help us remember the reasons for our scores. After everyone was done, we gathered again and conducted an open discussion of the records. The board chief in the Selection Board Secretariat facilitated this discussion. Our objective for this exercise was to help us gain consistency in our scoring. CONSISTENCY

Factors Considered Phase One Objective Factors Max Points
Supervisory Exam 100 EPRs Decorations Time in Grade Time in Service Total Phase one makes up approximately 43 percent of the total possible score, commonly known as the WAPS score. Each factor is weighted and constitutes a specific point total. 100 points is given for the supervisory exam. The Supervisory exam evaluates practical military, supervisory, and managerial knowledge The last 10 years of EPRs for a maximum of 135 points. Max of 25 points for decorations. For example, 5 points for a MSM, 3 points for an AFCM, and 1 point for an AFAM. TIG, they get a half point per month for a max of 10 years. TIS, get a 12th of a point per mos for a max of 25 years. Now let’s take a look at Phase two…

Factors Considered Phase Two Board Score Max Points 450
This is where we came in. Using a 6 to 10 point scale and with 3 board members scoring, score totals will vary from 18 to 30 points. Multiply that by the weighted factor of 15 and you get a total board score of between 270 to 450 points.

Board Score Phase One Max Points Objective Factors 345
Supervisory Exam EPRs Decorations Time in Grade Time in Service Phase Two Board Score Total 795 Once a board score was obtained, the Weighted Objective Factors and the Board Score were combined to produce an order of merit. That was done at a later date.

Current Promotion Policy
Promote against Air Force vacancies Equal selection opportunity for all AFSCs Best qualified and fully qualified Since we promote against vacancies, the number of vacancies expected in the next year were calculated and divided by the number of eligibles to come up with a selection percentage. Then that percentage was applied across each AFSC, ensuring each AFSC got at least one selection.

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. 76 76 78 181 179 182 76

Personal Observations
Individual Records Professional Military Education Education Performance Reports Decorations Awards Homesteading General Observations Closing Comments After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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) After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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

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” After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

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

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

What constitutes an average record? EPR on top has Senior Rater Indorsement SNCOA completed CCAF degree in career field Decoration with each PCS

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

Records Review Check all pertinent information
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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

Records Review Opportunities
Permissive TDY to 550 C Street West, Randolph AFB, TX, Board Support Branch Call DSN for a telephonic review Fax request to DSN 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 Everyone should review his/her records prior to meeting a promotion board. There are several ways to conduct a records review. You may request a permissive TDY to view your SNCO Selection Record at AFPC. If you are unable to utilize the permissive TDY method, you may call DSN for a review via phone. If you would like to obtain a copy of your SNCO Selection Record, you may fax a signed request to DSN and they will mail a copy of your records to you. The request must include your name, SSAN home address and signature. Ensure you submit your request for a copy of your records NLT 90 days prior to the board convening date to allow processing and updating time. If you have any questions, do not hesitate to call the Board Support Branch at DSN

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 After all the panel members had scored a record, the selection board secretariat control room technicians checked the record for splits. A split occurred when there was a significant disagreement in the scores of 1 1/2 points or greater, given to a record between panel members. This slide reflected a technique that we used to resolve these splits. To resolve a split, all panel members were present and all other scoring stopped. Panel members gathered around the panel chief while he/she reviewed the scores given. All panel members were allowed to discuss the strengths/weaknesses in the record. However, the discussion was based only on information found in the record. After all panel members had discussed the record, only the panel members who were directly involved in the split could change their score. To change the score, the panel member who wished to make a change erased their old score, wrote in the new, and initialed the change.

Questions? 2 2 2 2

Physical Training Meet at Fitness Center

Building the World’s 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

Personnel Programs 14 FTW WHAT’S IN IT FOR ME?

Personnel Programs (cont)
14 FTW 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

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

14th Flying Training Wing

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