Air Force expectations lead to higher personal goals

  • Published
  • By Master Sgt. Marty Anderson
  • 14th Medical Group
COLUMBUS AIR FORCE BASE, Miss. (AFPN) --  Throughout my Air Force career, I was fortunate to have excellent supervisors, first sergeants and chiefs who would sit me down and explain the Air Force's expectations.

Those expectations have helped me meet both my professional and personal goals, and have taught me how my own actions can have a positive or negative impact while serving my country in the Air Force. I would like to share with you those words of wisdom that have helped me become successful as a senior non-commissioned officer and first sergeant.

I was a two-striper right out of technical training school when my very first lesson came from a chief. He told me I was going to be part of the unit's Christmas party committee. Your assumptions regarding "chiefs didn't ask what you wanted to do, instead told you what you were going to do," would be correct. So, at the first meeting, the squadron commander asked me what I thought. I told him I heard last year's Christmas party was "not that good" and made a suggestion. For some reason the commander was not happy with what I had said.

I told my chief what had happened and said I may have upset the commander. I explained what I said while reminiscing about how I have enjoyed my one-year in the Air Force. He told me not to worry about it. He said if someone asks you question and he or she doesn't want to know the answer, that person never should have asked the question to begin with. What he told me was that sometimes people need to hear the truth whether they like it or not. He took "Integrity" to another level.

People need to know the truth. This may mean telling your supervisors when things are going well or not going well. It may also mean telling your troops they are either outstanding or need some improvement. If you are trying to help a troop who needs improvement, be honest, sincere, have a mindset you are trying to help him or her improve and you will increase your chances of a positive outcome.

Too often, supervisors wait for someone else to correct a problem or address an issue. By the time someone finally takes care of the problem, it has escalated. People want to know what is expected and how they are doing. Don't disappoint them.

A staff sergeant, who's now a senior master sergeant, taught me that what comes around goes around. If you work hard and take pride in what you do, in the end you will be rewarded (personally and professionally). It may not be right away, but it will happen, particularly when you least expect it.

The point he made to me was to do things because you know what needs to be done. It is your job and will show you care. Then at some point in time, someone will surely recognize your efforts. He also said never be the person who says, "What's in it for me?" I guess he understood the concept of "service before self" before it was named one of the Air Force's core values.

A chief first sergeant grabbed me by the ear when I was promoted to staff sergeant. He explained that NCOs take pride in what they do and who they are and they fulfill their NCO responsibilities and work hard to take care of their people. That may mean being the first person to reprimand a troop if he or she fails to meet standards, or staying late and submitting their troop for a quarterly award or decoration. He also ensured I fully understood NCOs have a responsibility for getting involved when their troops have personal or professional problems.

This is not a choice but an obligation. He stated NCOs ensure their people are trained and have the information needed to make the right decision in a variety of situations. This is accomplished because NCOs take the time to speak with their troops regarding standards, conduct, problems and most importantly individual responsibilities on a variety of issues. The information he shared with me during that very short one-sided conversation taught me that I represent more than just myself. His last statement to me meant that by not fulfilling my NCO responsibilities I could erode the time-honored respect and courtesies that so many others before me have worked hard to earn.

If I did anything to jeopardize the trust placed in me or failed to meet my obligations as an NCO, he would have personally ensured I was no longer a NCO in the United States Air Force.

NCOs must demonstrate the whole person concept through their actions and not just in their words. NCOs must look sharp and act professionally. They go to school to better themselves so they may use the knowledge to better the Air Force and the people they supervise. NCOs are involved in the squadron, base and the community.

I know I wrote this article from an NCO's perspective. I am a NCO and very proud of it. But if you read this and said, "Well this is for NCOs and doesn't apply to me," you've missed the message. I was fortunate to meet individuals, both supervisors and friends, in the Air Force who cared enough about me to take time out of their busy lives to help me improve and achieve not only Air Force goals but personal goals as well.

I truly believe sitting down with someone and sincerely discussing expectations, problems, and/or future goals, organizational and personal, has a positive impact on that person's life. This is your responsibility at every level. When providing feedback to your troops, don't view it as a task but as an opportunity to help your people improve and make the Air Force a better place for us all.

I have one final thought. Never think of yourself as just an airman basic, staff sergeant or master sergeant. Think of yourself as a professional airman, NCO, senior NCO, serving your country in the Air Force. Your experiences will be so much more rewarding. (Courtesy of Air Education and Training Command News Service)