Plotting your career road map Published July 18, 2008 By Master Sgt. Robert Madrigal 586th Expeditionary Security Forces Squadron first sergeant SOUTHWEST ASIA (AFPN) -- Most of us know how to drive a car, and many of us have been driving automobiles for years. I've had a driver's license for 23 years, but I've never been to New York City. As much as I know about driving, I would never drive in New York City without a map. If I did I would probably get lost, make a lot of wrong turns, I'd be late everywhere I went and I would get everything so twisted it would probably lead to an accident. Your career, your performance and your impact on the mission are the same way. How can a subordinate come to work, perform the right tasks correctly, know what a boss expects, and understand the goals for the workcenter if the subordinate was never given a copy of the "road map?" My road map to you comes in the form of feedback. Let's say, hypothetically, you're a staff sergeant and you have been in the Air Force in your current career field for at least four years. You previously attended Airman Leadership School, which provides some basic skills on how to be a staff sergeant. I shouldn't have to teach you the basics of how to do your job, how to prepare your uniform, how to read your leave and earnings statement or how to use the virtual Military Personnel Flight. However, when it comes to the mission of your workcenter, the boss has the responsibility to let you know what to expect. Specifically, that encompasses how the boss will measure your success in regard to mission performance, what is required, problems related to the work center's current situation, issues dealing with your subordinates and overall improvement of the unit, so the boss can accurately report your progress on your next enlisted performance report. I have seen the following situation more often than I would like. An Airman or their supervisor are deployed, and neither of them have enough spare time to ensure a feedback is accomplished in a timely manner. Sometimes they work different schedules and that gets in the way. But there are too many excuses as to why timely feedback is never accomplished. Many Airmen work throughout the year with undocumented feedback from their rater, or receive feedback through the grapevine on how they are performing. This type of feedback is generally unreliable and incorrect, which results in misled Airmen with no idea of the rater's expectations. This leads me to my final point. The Airman gets an EPR with unexpected ratings and is left with a future they don't want or understand. EPRs are used for consideration for special duty assignments and even cross-training options. If an Airman gets an unexpected EPR, it could have lasting negative impacts for years to come. My purpose is not to put rules on what constitutes a five rating, because not every Airman will receive one. Every Airman does; however, have the potential to earn a five EPR. They just need a map of how to get there. They need to know the goals and measurements the supervisor will use when preparing the EPR. The new EPR form makes this job easy. An initial feedback is prepared to lay the groundwork for showing your Airman the map. Then, you perform a midterm feedback to show them where they are on the map; without the feedback, they may accomplish very little. Your workcenter, unit and Air Force will ultimately suffer due to that lack of feedback if it is never accomplished. Everyone that is not receiving feedback should ask for it. Better yet, fight for it! Ask your supervisor for feedback to ensure you are moving in the right direction. It's your career, your unit and your Air Force. Find out the standards and the expectations and exceed them, because our future as an Air Force and country depend on you. Comment on this story (comments may be published on Air Force Link) View the comments/letters page