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SSgt Brandon Crawford. Enlisted Force Foundation US Air Force Enlisted Force Evolution World War II The Career Force CMSAF and SEAs The Enlisted Force.

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Presentation on theme: "SSgt Brandon Crawford. Enlisted Force Foundation US Air Force Enlisted Force Evolution World War II The Career Force CMSAF and SEAs The Enlisted Force."— Presentation transcript:

1 SSgt Brandon Crawford


3 Enlisted Force Foundation US Air Force Enlisted Force Evolution World War II The Career Force CMSAF and SEAs The Enlisted Force Structure General Responsibilities Enlisted Education Airman Basic (No Insignia)

4 Organization Used Many Ranks From 1775 Adopted British Army & Navy Concepts with Minimal Changes Professional Military Names Names Use For Ranks Go Back Several Centuries Soldier: a person who serves in military for pay Sergeant: comes from Latin word, serviens Insignia First US Military Insignia Used During Revolutionary War By Order of then General George Washington Air Force Stripes Date Back to 1948

5 Beginnings Need to Bolster Military Aviation Congress Approved 101 Enlisted Men Aviation within Army Signal Corps WWI Proved Critical to the Development of the Army Air Service With Only 65 officers, 1,120 enlisted members, and 200 old planes, the Army Tasked to Provide a Minimum of 2,000 planes per Month and the Manpower to Fly and Repair Them. A Month Later the Request Increased to 5,000 Pilots, 50,000 Mechanics, and 45,000 Planes. WWII Need for Technical Skills. Basic and Tech Training was Centralized, Standardized and Separated From the Unit. In 1941Congress Enacted Public Law 99 Authorizing Enlisted Pilot Program. During This Time 2,143 Men Graduated as Sgt Pilots.

6 Changing American Societys Perceptions Manpower came easy during the war due to the draft. After the war was different because the public didnt know what we did during peacetime and didnt look favorably on making the military a career. In 1948 changes were made to promote the career to the public. Internal Changes Doolittle Board- Advocated pay scales, promotion based on merit, grievance procedures and a manual of enlisted persons rights. Structure 55/45 Policy kept 55% SNCO and 45% first term airmen in order to ensured a more experienced and highly skilled enlisted force.

7 Airman Career Program This program provides a means for supervisors to rate enlisted personnel by skill level as well as time in service and time in grade. WAPS (Weighted Airman Promotion System) Program was the introduction of a new promotion system. Initially, the Air Force retained the Armys promotion system that based promotions on unit or squadron vacancies. In 1953, the Army system was dropped in favor of a centralized promotion system. TOPCAP TOPCAP initiated an up or out career path for NCOs, similar to the officer program.

8 Become both leader and manager Work without supervision Understand complex job related problems Train subordinates in technical and military subjects, conduct drill and ceremonies, understand the UCMJ, know history of unit.

9 By the late 1950s, the Air Force faced two related personnel problemspromotion stagnation known as the Korean hump and the sometimes less than clear status of the warrant officers. As a result, in 1958 Congress created two new enlisted grades: SMSgt and CMSgt. The new grades opened up promotions. Rather than promoting senior supervisory NCOs to warrant officers, the Air Force could now promote highly qualified NCOs to SMSgt and CMSgt.(Saves money).

10 Following Tradition of USA and USM USAF Created CMSAF, Oct 1966 Chief Paul Airey Became First CMSAF, Apr 67 SEA (Senior Enlisted Advisor) Position Created in 1970 Fill Communication Gap btw CMSAF and MAJCOMs Title Formally Changed to Command CMSgt on 1 Nov 98 CMSAF James A. CodyCMSAF Paul W. Airey








18 Leadership Philosophy SrA Brandon Crawford My leadership philosophy is simple. It starts with leading by example. When Airmen come into the Air Force they are very impressionable. My first supervisor was a bitter person in general and blames the Air Force for his problems. It was often difficult for me to work hard after listening to that day in and day out. It was easy to slack off and not to take things as seriously as I should have because my direct supervisor was not leading by example. I think its important to set and stick to your own standards as a person and as an Airman but sometimes its hard to stick to when you know you can get away with less. Learning from that experience I plan to strive for success in all aspects of my life. I want to be a positive influence for my subordinates to follow in work, school, the community and PT. Hard work tends to rub off on people around you. If you are motivated and energetic worker, often times your troops will be too. Secondly I think if you treat your troops with respect, they will respect you. I would much rather work for someone who I knew appreciated the work I did than someone who didnt. I will never get to the point where I think Im too good to call someone Sir or Maam. A lot of that has to do with the customer service aspect of my job in personnel. If a AB walks in I will still be respectful of that person because Ive been there and I would want the same in return. By respecting your subordinates I think they will be more willing to work for you and take more pride in their work. Lastly, I think its crucial to know your people. Knowing what is going on their personal life can help you in assisting them when the going gets tough. Not only that, but altering your leadership style to fit the subordinate can be the most effective thing you can do. People come from all different backgrounds and cultures. Some react to certain things in different ways. If I know my troop learns best by doing things hands on, Im not going to sit him/her down and brief him/her with power point slides. It would obviously be more effective to train him or her on the job. Leading by example, respect and knowing your people is my philosophy in leadership.

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