ALS DLC Set B Volume 2 Supervisor of Airmen

Negotiation

A communication process involving two or more people/groups where: 1. the parties have a degree of difference in positions, interests, goals, values or beliefs 2. the parties strive to reach agreement on issues or course of action

Diversity

A composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission. As a leader, understanding this will help to maximize individual/unit performance & allow your Airmen to reach their highest potential.

Mission

A duty assigned to an individual or unit; a task.

Team

A group of people organized to work together.

Obligation

A legal binding agreement between the government & another party. The Air Force has entered a contractual obligation; however, no goods or services have yet been received.

Control Roster

A listing composed wholly of those military members whose on or off-duty conduct requires special attention or observation. It is maintained by Military Personnel Flight (MPF) Special Actions.

Business Process Reengineering (Continuous Improvement)

A management approach that examines aspects of a business & its interactions, & attempts to improve the efficiency of underlying processes. Major & sometimes radical changes are sometimes associated with business process reengineering.

Evade (Negotiation Strategy)

A passive, unassertive strategy where you do not have any motivation to work your expectations or meet their expectations. Often the status quo is actually preferred to any envisioned solution. Also, you may use this strategy if you are faced with an overwhelmingly competitive opponent that you have no power over.

Theory of Constraints (Continuous Improvement)

A philosophy & methodology for addressing logical thinking, scheduling & controlling resources & measuring performance. This theory emphasizes that when just a single constraint or bottleneck exists in any process it can affect/control the output of the entire process.

Relevancy

A pitfall that creeps into evaluations when you omit essential elements of the job from consideration, when you give undue weight to an isolated incident, or when you include factors that don't contribute to performance. These errors can be categorized as: - *Deficient evaluations* overlook important elements of the job - *Distorted evaluations* occur when they are unduly influenced by a single event - *Contaminated evaluations* result from attempting to evaluate factors that don't contribute to performance

Budget Execution Review (BER)

A review cycle conducted twice during the fiscal year to identify, validate, prioritize, & request additional resources for unfunded requirements. Your opportunity to purchase items that are not funded within your annual budget. It is a formal process that allow commanders to internally reprogram funds or identify & justify high priority unfunded requirements & prioritize (rack & stack) for the next higher level.

Mission Statement

A short sentence or paragraph that describes the organization's essential task(s), purpose, & action containing the elements of who, what, when, where, & why. This defines the organization's purpose & primary objectives. Its prime function is internal - to define the key measure or measures of the organization's success - and its prime audience is the leadership team and stockholders.

Vision Statement

A statement of what an organization, workcenter, or team would like to achieve and/or look like in the future. These also define the organizations purpose, but this time they do so in terms of the organization's values rather than bottom line measures (values are guiding beliefs about how things should be done.) This communicates both the purpose & values of the organization. For employees, it gives direction about how they are expected to behave and inspires them to give their best. Shared with customers, it shapes customers' understanding of why they should work with the organization. These are the long-term view of the future and provide the "how well" when it comes to accomplishing one's mission.

Six Sigma (Continuous Improvement)

A strategy that increases efficiency by statistical process control. This organization can be understood as having only 3.4 defects per million opportunities. Relies on a repeatable 5-step problem solving method to project management & problem solving.

Lean (Continuous Improvement)

A systematic approach to identify waste, focus activities on eliminating it, & maximize (or make available) resources to satisfy other requirements. Lean is a journey of continuous improvement rather than a destination. There is no ―end point... only a never ending journey of relentlessly eliminating waste. - *Defects*; Defects that cause rework or scrap are a tremendous cost to organizations and have a direct impact on the bottom line. - *Overproduction*; Producing an item before it is actually required. - *Waiting*; Whenever goods are not moving or being processed, the waste of waiting occurs. - *Non-standard over-processing*; Often termed as "using a bazooka to swat flies," many organizations use expensive high precision equipment where simpler tools would be sufficient. - *Transportation*; Moving product(s) between processes is a cost that adds no value to the product. - *Intellect*; Not recognizing skill sets people bring to the job. Any failure to fully utilize the time and talents of people. - *Motion*; Unnecessary movement of data, files, tools, or equipment. Excessive motion to get the job done i.e. (bending, walking, lifting, reaching, etc...). - *Excess inventory*; Having more files than can be processed during a specified period of time. Use the acronym pneumonic *DOWNTIME* to help remember the eight Lean waste types.

Rater

A term that can be used interchangeably with the term "reporting official."

Checking Completed Products or Services

Actually taking note of the good or service produced by your subordinates. You can also use surveys or talk to customers who actually received the product or ordered & checked the work after it was finished in order to make sure it was performed at a quality level that meets specifications or possibly exceeded expectations.

Diverse groups in your workplace & throughout the Air Force include:

Airmen....Contractors NCOs......Career Fields SNCOs....Squadrons, Groups, Wings, etc... Officers....MAJCOMs Civilians...Joint Assignments

Nonjudicial Punishment (Article 15)

Allows an individual to accept punishment in lieu (in place of) trial by courts martial. This is a rehabilitative tool because it promotes positive behavior changes without the disgrace of a courts-martial conviction. Prior to making this offer to an Airman, commanders should consider factors such as the nature of the "Throwing the Book" offense, the circumstances, the offender's age, rank, record, & the maximum sentence that a courts-martial could impose for the infraction. Punishment usually consists of removal of liberties, pay, or privileges. While enlisted personnel are not authorized to punish, we can (and likely will) be expected to provide input to the commander on an Airman's behalf to help ensure the commander makes an appropriate decision for the Airman when he or she is considering this. Once the commander meets with the Airman and offers this to him or her, then the Airman has *three duty days to accept or decline*. If he or she declines then the next action may be through military courts.

Anti-Deficiency Act Violations

An act that results in exceeding limitations [misuse] of funds authorized and appropriated by Congress in support of contract obligations.

Best Alternative To a Negotiated Agreement (BATNA)

An alternative to negotiation that you can execute independent of your "opposite". It is a solution you are prepared to execute even if you don't get what you want in the negotiation. To formulate a practical BATNA, you must have both the capability (resources) & the will to execute this alternative on your own without any assistance.

Performance Feedback

An on-going communication process where you evaluate subordinate performance & respond in an effort to either promote a change in behavior, or to reinforce present performance. *Includes initial feedback, mid-term feedback, & follow-up feedback.*

Team Dynamics

An ongoing process involving interaction of individuals within a team to achieve the desired objective.

Diversity-Supportive Organization

An organization that embraces all aspects of diversity & exhibits the following five characteristics: - *Act Proactively*; These organizations know the value of diversity and the importance of tapping into it. They integrate diversity into everyday thinking & action. Reactive organizations only deal with diversity when they have to (usually when something has gone wrong) and typically achieve temporary results. - *Leadership-Driven*; Top-down management endorses & actively champions the organization's diversity initiatives. In bottom-up organizations, isolated individuals and groups see the need for diversity initiatives but must struggle for solid support from the top. - *Encourage Ownership of Initiatives*; When ownership is strong within an organization, everyone is committed to carrying out their role in valuing diversity, allowing it to flourish. In contrast, people in passive, complacent organizations do only what they must to stay out of trouble. Compliance is important, but it is only a starting point. - *Think Inclusively*; Everyone is considered a valuable member of the organization. We all have the responsibility to give to, and receive from, the effects and benefits of diversity. However, thinking competitively tends to pit one socially different group against another with intentions of only satisfying one group's personal interests. Therefore, we must recognize the neglected interests and needs of all groups that exist within our organizations. The goal is to make everyone has needs and concerns a part of the mainstream diversity effort. - *Mainstream Diversity*; These organizations make diversity a part of every effort, process, and procedure. Some organizations pay special attention to diversity and incorporate it into every training and developmental program they conduct. In fragmented organizations, diversity may be exposed to one department but neglected or not even considered in other educational efforts or in everyday operational decisions. The Air Force demonstrates these characteristics by developing & maintaining comprehensive diversity initiatives to enhance the all-volunteer Total Force. It is through these initiatives that the Air Force: - *Ensures all qualified personnel are welcome* in America's Air Force - *Educates and trains all personnel on the importance of diversity*, including mutual respect - *Promotes a culture that values inclusion* of all personnel - *Ensures that all personnel in the Total Force understand they are valued* and have the opportunity to achieve their full potential while contributing to the mission of the Air Force

Material (Materiel) (Resource Stewardship)

Any physical goods already owned or procured that are required by personnel to complete assigned duties. This is a vast category that includes all natural & man-made resources.

Productivity

As a supervisor, you are responsible for helping your subordinates achieve their full potential. The Enlisted Evaluation System (EES) is your opportunity to help improve the work done by your subordinates or team by clearly defining the areas where they meet or exceed the standards & any other areas in which they need to improve. Also, by recognizing workers who contribute the most with high ratings, you're helping to ensure that the Air Force consistently promotes individuals who have the potential to do the best in terms of effort. Each step of the evaluation process needs to reflect an accurate assessment of your subordinate. If you maintain the highest degree of accuracy in your evaluations, your subordinates will likely strive to be more efficient & effective. After all, Airmen will usually produce according to the standards & expectations you set when they know you will hold them accountable.

Negotiation Environments

Before you start the negotiation, you must first assess this. What you find during this assessment using: - Trust - Information - Power - Options (TIPO, p. typo) model & by considering: - The Who - The Stakes - The Situation These can have a huge impact on the strategy you decide to bring to the table.

Phases of Change (Continuous Improvement)

Behavioral scientist Kurt Lewin is known for developing the force field analysis, a technique used for diagnosing and analyzing various change strategies in particular situations. In examining change, he identified three phases: 1. *Unfreezing* - Create a felt need for change - Deal with resistance to change 2. *Changing* 3. *Refreezing*

Socially Sensitive (Diversity)

Being this requires all Airmen (and any professional anywhere) to develop a keen awareness & understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, & beliefs.

Program Objective Memorandum (POM)

Biennial (occurs every other year) memorandum submitted to the Secretary of Defense from each Military Department and Defense agency. It proposes total program requirements for the next six years. It includes rationale for planned changes from the approved Future Years Defense Program baseline within the Fiscal Guidance issued by the Secretary of Defense.

Resource Advisors (RA)

Budget representative for an organization. These people participate actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, & disposing of resources. And, is directly responsible to the Responsibility Center Manager (RCM).

Approach (Leader Influence)

(As related to Adapting) - Defined in Webster's dictionary as "the method used in dealing with or affecting something." - Also defined for Air Force purposes as "the method(s) or procedure(s) necessary to move the organization in the right direction based on our diagnosis."

Method (Leader Influence)

(As related to Adapting) The procedures & techniques characteristic of a particular discipline or field of knowledge.

Advice (Leader Influence)

(Followership) An opinion or recommendation offered as a guide to action or conduct.

Feedback (Leader Influence)

(Followership) To offer or suggest information or ideas as a reaction from an inquiry.

Kepner & Tregoe: (Continuous Improvement)

(Four questions indicating patterns of problem-solving thinking) - *What's going on?* This question begs for clarification and enables you to establish priorities and to decide when and how to take action to produce positive results. - *Why did this happen?* This question indicates the need for cause-and-effect thinking and enables you to move from observing the effect of a problem to understanding its cause; therefore, taking appropriate action(s) to correct the problem. - *Which course of action should we take?* This question implies that some choice must be made. This pattern enables us to decide on the course of action most likely to accomplish a particular goal. - *What lies ahead?* This question looks into the future. This pattern enables us to assess the problem that might happen, the decision that might be necessary next month, year, or in five years.

The Airmen (Leader Influence)

(One of 2 Fundamental Concepts for Effective Leaders) These are the ones that accomplish the mission. Without Airmen there is no mission.

The Mission (Leader Influence)

(One of 2 Fundamental Concepts for Effective Leaders) This is whatever the unit, or person is responsible to do; the task to get done.

Rapid Improvement Events (RIE) (Continuous Improvement)

(One of AFSO21's Three Levels of Priorities) These events usually last a week or more and apply a series of problem solving steps to determine root causes of problems and to eliminate waste, set improvement targets and establish clear performance measures to reach desired effects. The four components are: 1. Strong Leadership 2. Knowledgeable participants 3. Focused Event Scope 4. Implementation Plan and Result Metrics

High Value Initiative (HVI) (Continuous Improvement)

(One of AFSO21's Three Levels of Priorities) These initiatives produce significant returns against key Air Force challenges. These processes are more complex & involve a cross functional team to ensure that identified improvements are incorporated into the day-to-day operations of a given organization. These typically require four to six months in order to successfully define & implement required process changes.

Just Do It (Continuous Improvement)

(One of AFSO21's Three Levels of Priorities) This is a quick fix to a process irritant; a simple answer to an obstacle in an individual process. This typically does not involve formal process reviews, teams, or an improvement event. It is an improvement that, when implemented, yields immediate results. For example, turning off a light in an empty room would be something that you would instinctually perform. You do not need a lengthy process to determine that turning off lights conserves energy and saves money.

Change Agents (Continuous Improvement)

(One of Three Roles from Individual Roles) These people are responsible for determining the best way to implement a change & then actually implementing it. For example, your flight chief may want a new training plan implemented, but she not only expects you to figure it out, she expects you to ensure everyone affected by the change understands & supports the new requirement.

Change Sponsors (Continuous Improvement)

(One of Three Roles from Individual Roles) These people initiate change because they have the power and authority to determine why, when, and how changes will occur. Although most change sponsors come from senior leadership, any NCO can act as a change sponsor within his or her area of responsibly. Noncommissioned Officers In Charge (NCOICs) implement a myriad of changes to policies, procedures, and processes (e.g. new training plans, new work schedules, reassign additional duty assignments).

Change Targets (Continuous Improvement)

(One of Three Roles from Individual Roles) This label refers to all individuals or groups affected by the change. Because change targets often help implement the change itself, they usually include the Change Sponsor and Change Agent as well. The majority of the time you will be a change target right alongside your Airmen. Remember this when dealing with changes that occur.

Improving the Situation

(One of Three Types of Improvement Plans) Sometimes, the situation or work environment is inappropriate for a subordinate. If this is the case, you may need to devise an improvement plan that will address organizational design, physical layout of the work facility, resources available to accomplish required tasks, work schedules, and your supervisory methods. Don't be afraid to get creative with implementing "outside the box" changes; just remember to get approval so you'll have support from your leadership. However, if the situation isn't the problem, take a look at the job itself. An important thing to remember is that improvement plans differ from one subordinate to the next. Each one must be uniquely designed to meet the specific needs of the subordinate, as well as to contribute to work center effectiveness. Regardless of the plan you devise, make sure you communicate it clearly and all new standards and expectations are understood. In other words, you'll be starting the entire evaluation process all over again!

Improving the Subordinate

(One of Three Types of Improvement Plans) The first action you can take to continue developing your subordinates is to build on their strengths. One of the main reasons for this is subordinates' strengths will eventually overcome their weaknesses as well as help build the subordinates' confidence. Another approach to improve the subordinate is to tie performance improvement efforts to your subordinates' personal goals. When your subordinates realize their personal goals and interests are being considered, they'll be more likely to want to continue to grow and improve. Subordinates will actually see that by improving themselves, they help out the organization, or vice versa. Improving your subordinates may not be the only issue; sometimes, improvements to the job may be necessary.

Improving the Job

(One of Three Types of Improvement Plans) You can improve the job by addressing things like the necessity of tasks, appropriateness of tasks, and job design. Evaluate the necessity and appropriateness of tasks, in order to determine whether all tasks are needed (no duplication of effort). Also, find out if all tasks promote mission accomplishment. If not, eliminate unnecessary tasks; this could improve your subordinate's efficiency and motivation. Of course, you should obtain permission from your supervisor or superintendent to ensure that your recommended changes don't violate an Air Force Instruction (AFI), Operating Instruction (OI), Air Force Technical Order (TO), etc... Job design focuses on analyzing and grouping tasks into recognizable and definable units. *Three aspects of job design are job rotation, job enlargement, and job enrichment.* After a year of fulfilling certain responsibilities, it's time to increase the expectations. You can't expect your subordinates to fully develop if you never give them increased responsibilities with new duties. Consider adjustments to your current job design to improve worker performance and help subordinates continue to develop.

Indirect Observation

(One of the 3 Monitoring Methods) If you have several workers, or if they're on different shifts or in different locations, you may want to use this method with the help of trusted peers. This type involves relying on someone else to provide you with information about how your subordinate(s) is(are) performing. In other words; you may have to work closely with one or more other shift supervisors who work with your subordinates. Of course, this will require you to explain what your standards and expectations are for your subordinates to ensure that you're on the same page as any other shift supervisors that you're relying on for any form of performance information. You will also need to be aware of the standards of any supervisor whom you trust to provide input as well as their attitude... and if they have any bias towards you or your subordinate. This type of monitoring could also include observations from any customers, or internal, and external professional or personal contacts. This is especially true for jobs that exist primarily to provide services. An example of indirect observation is talking to clients who have actually worked directly with your subordinate in one or more capacity.

Direct Observation

(One of the 3 Monitoring Methods) Involves observing your subordinate's performance with your own eyes. To get a true impression of day-to-day operations, don't announce that you're making any performance observations. Some supervisors only have one or two subordinates, so direct observation is easy; however, those with many subordinates may not be able to do this. The actual location of the work being performed will also determine whether or not it is possible to do this. Make observations frequently enough to experience a valid, randomly scheduled sample. An example of direct observation is visiting the office after orders are given and watching subordinates perform tasks and work as a team if needed with your own eyes & listening to what is going on personally.

Coercive

(One of the Four Powers within Position Power) A leader's ability to enforce discipline-the perception followers have of your ability to take action by counseling, giving administrative paperwork/letter of counseling, letter of reprimand, etc..., recommending punishment, etc... As a supervisor, this power can erode if you don't hold your subordinates accountable & ensure compliance with the standards.

Legitimate

(One of the Four Powers within Position Power) Influence based on position; it comes from the leader's title, rank, or assignment in an organization.

Reward

(One of the Four Powers within Position Power) The ability to provide some form of treasure or value to your Airmen for meeting or exceeding a given standard or requirement—the perception your followers have regarding your ability to acknowledge their actions by providing or recommending things such as but not limited to: - letters of appreciation - 3-day passes - medals This power is most effective if you appropriately recognize your subordinate's preferences along with their efforts. For example, if you know that a given subordinate values time off then giving them some sort of letter of appreciation would be less effective than early dismissal, a half-day, or some other time off.

Connection

(One of the Four Powers within Position Power) This power source falls under the "who you know" category & can quickly erode & lead to unethical situations if leaders use it as a primary source of influence.

Referent

(One of the Three Powers within Personal Power) Comes from the likeability, or personal charisma, that a given person has. A leader with a great deal of this is generally admired particularly because of personality and/or character. It is further enhanced (or diminished) by the relationship you maintain with each of your subordinates.

Expert

(One of the Three Powers within Personal Power) This comes from having a high level of knowledge that develops from on-the-job degrees of experience, working with various competent mentors, autodidacting (self-study teaching), &/or specialized training programs, or other academics.

Information

(One of the Three Powers within Personal Power) This form of power is derived from the *perceived access to important data & useful information*, like reenlistment information or promotion statistics. You can erode this if you ignore requests made by subordinates, constantly deny your subordinates access to information, and/or if you never know the answers to questions that they ask.

Characteristics of Directive Change Cycle (Continuous Improvement)

(One of the Two Change Cycles) - Effective short term, lose effectiveness as time progresses - Loses effect if changes in sponsor's power position

Characteristics of Participative Change Cycle (Continuous Improvement)

(One of the Two Change Cycles) - Relies on personal power, takes longer to implement - Most effective on innovators & early adopters

Unit Manpower Document (UMD) (Personnel Resources)

(Part of Program Allocation & Control) This computer product details the organization structure, (the number, skills, and grade and security requirements of manpower authorizations), the position number for each authorization and other pertinent data commanders and managers need to manage manpower resources. Any change to the UMD requires a formal Authorization Change Request (ACR - see requirements determination), signed by the appropriate commander.

Funded Requirement (Personnel Resources)

(Part of Program Allocation & Control) Authorized and funded positions needed to accomplish the assigned workload. Funded manpower positions are allocated by category (officer, enlisted, and civilian). Given the fact that requirements typically exceed available funding, commanders first prioritize requirements and then allocate funding to the highest priority.

Unfunded Requirement (Personnel Resources)

(Part of Program Allocation & Control) Authorized, but unfunded.

LOA (PDP)

(Part of Progressive Discipline Process (PDP)) Stands for *Line of Acceptability* and refers to Airman performance or level of value.

Job Descriptions

(Part of Two Tools for Performance Expectations) When well-written one of these specifically captures an individual's scope & level of responsibility during a set period. It should not include duties inherent for all Airmen, like displaying good conduct, safety, or correcting military appearance. This should include all major duties and clarify ambiguous performance expectations. According to Haynes, "(These) are an excellent starting place in developing performance expectations. However, two limitations, or concerns, must not be overlooked. First, these are activities-oriented rather than results-oriented. That is, they typically detail what an employee does rather than the results to be achieved. Second, employees may see these as defining the limits of their jobs & therefore refuse to do anything not specifically listed in the duties & responsibilities section." Both of these limitations can detract from organizational effectiveness. They inform subordinates what tasks they are responsible for, but they don't clarify to what extent, or how well, those tasks should be performed. Use performance standards & expectations, along with guidelines & procedures to help clarify what's required of your subordinates. Gather information for these from the following places: - Career Field Education and Training Plan (CFETP) - Specialty Training Standard (STS) - Job Qualification Standard (JQS) - Your own knowledge - Knowledge from people currently performing the job

"To Lead or Follow"

*"To lead or to follow, that is the question."* The leader is responsible for the direction of the team and to make that happen, there will be times when, for the betterment of the team, they must be willing to follow and allow a member to step up to the leader position. As the team leader, it is important to recognize this, act on it and encourage others to do the same. For example, the team leader is not the expert on everything. He or she must recognize this and provide the expert the latitude to lead in that arena. There is also a good chance the team leader's team is also part of a bigger team. In this case, it is important for the team leader to recognize that he will not be in charge but must follow the leadership above him or her, e.g., NCOIC, shop chief, superintendent, commander, etc. Additionally, according to Lt Gen (retired) Russel L. Honore, the Joint Task Force commander for the Hurricane Katrina disaster, those that make up your team often times fit into three different categories and it is important to take the time to listen to all three. "The *first group* claps every time the boss says something, and is willing to do whatever it takes to be on the team and be solid key players. The *second group* does not cheer, but they get it done. The *third group* consists of the mavericks. They could be the most productive, because they may say, "Yeah, this is what the boss says, but this is what the organization needs." Some of your best innovation may come from the mavericks. All three groups give balance to an organization." As team leaders and team members, it is critical to understand that your people are what make up the team; managing and leading them appropriately will increase the chances of having a successful team. Unfortunately, some say, "Establishing a dynamic that brings about the best in each player is one of the toughest acts of leadership." Understanding how the people work together is called team dynamics.

Personal Leadership Development Plan (PLDP) Notes (Leader Influence)

*Individual Action Planning Form* 1. List issues you are more self-aware of based on this course. Areas to pull from include but are not limited: strengths, self-reflective opportunities, & communication assignments. 2. List items you want to consider when developing your plan. 3. List questions this course raises for you that require further exploration/research on your part? 4. What would you consider to be your top five leadership strengths? 5. What are your strongest personality traits (good or bad)? 6. What is your preferred team role? 7. Consider the four domains of wellness: spiritual, emotional, physical, and social. What things in each domain, if any, do you need to work on to help strengthen your resiliency? *Final Action Plan* 1. List development areas you feel you need to work on & provide a brief description of what needs to be done. - This area should address at least the following four areas: - Personality Type/Traits - How would you improve how you interact with, lead, follow, and develop people with opposite personality type/traits? - Leadership Strengths -How would you improve how you interact with, lead, follow, and develop others? - Team Roles - If you are a Creator, how would you improve how you interact with, lead, follow, and develop people that are Advancers, Refiners, Executors, and Flexors. - Four Domains of Wellness - These are the minimum areas. Students are encouraged to consider other areas listed in the table above. 2. What steps or strategies will you employ to improve in the areas listed above? - Some examples include: reading self-development books; taking college courses; requesting assignments/tasks that place me in positions to work on development areas; seek a mentor; and join/participate in a professional organization. 3. Prioritize development areas. 4. Establish realistic timeframes for achieving development goal one, goal two, goal three, etc... - Note: Research shows a realistic timeframe for short term goals is three to six months & for long term goals is one to two years. 5. How will you know if you are successful? - You should establish milestones to help you stay on track. - For example: If timeline is six months for priority one, some milestones might include: read two self development books, complete one college course, & join one professional organization. 6. What types of resources and/or support will you need to be successful? - Some examples include: materials, money, people (peers, supervisors, mentors, etc...), supplies, & equipment. *The final PLDP consists of four parts:* -- Part I: Personal Values -- Part II: Leadership Vision Statement -- Part III: Strengths and Improvement Areas -- Part IV: Development Action Plan The PLDP must address the following: -- Part I: Personal Values --- List your top 5 personal values in order of importance (i.e., compassion, teamwork, etc.) and provide a brief description of what the value means to you and how each value impacts your life and your potential leadership effectiveness --- These 5 values should be an addition to the AF Force Core Values. While the core values are extremely important, they are 'organizational' values. The student must focus on 'personal' values. -- Part II: Leadership Vision Statement --- In 300-400 words, capture the type of leader you want to be and what you want to accomplish as a leader in a vision statement. --- Visualize yourself as a leader in the future --- Use the personal values you identified in Part I as a foundation -- Part III: Strengths and Improvement Areas --- Based on the information you learned about yourself in this course from the lesson concepts, self-assessments, and peer and instructor feedback: --- List 3 personal strengths and briefly explain why each is a strength --- List 3 areas of improvement and explain why each area needs work -- Part IV: Development Action Plan: --- Using the information from Part III, compose an action plan to help guide your development over the next 3-5 years. Focus your attention on your 3 strengths and 3 improvement areas you would like to work on. When developing your action plan, answer the following questions: --- What are you going to improve/continue to develop? --- How are you going to improve/continue to develop the area? --- Timeframe? How long do you need to work on that area? --- Resources needed? Do you need any resources to help (i.e., additional training)? --- How will you measure success? -- While completing Part IV, make sure all elements of the Development Action Plan are SMART: --- Specific - What, when, why and how --- Measurable - How are you going to know if you've met your goal? --- Acceptable - Can you do it? --- Realistic - Is your plan really going to work? --- Timeframe - How long is it going to take you?

Diffusion of Innovation (Continuous Improvement)

*Innovators* are a small percentage of the population—those who immediately embrace new ideas. They are usually venturesome, educated, & more willing to take risks than the rest of the population. Innovators are "big picture" thinkers who see potential & imagine possibility in almost anything, & are able to put both into action. *Early adopters* are usually social & opinion leaders who are often popular, educated, & able to see a competitive advantage in adopting new ideas early. They are very effective in spreading acceptance of new ideas because they garner the respect of their peers who look to them for guidance. *The early majority* makes up one of the largest groups of people, providing an important link in the change process because they tend to represent mainstream thinking. They slowly follow with calculated willingness to adopt innovations, & they tend to deliberate for some time before completely adopting new ideas. Unlike the early adopters, the early majority are seldom looked to as opinion leaders because they tend to get involved only after something has become big or successful. *The late majority* is the other large group in the middle of the curve. Most people in this category are hampered by feelings of insecurity & skepticism, which prevent them from taking risks. As a result, members of the late majority usually wait too long to adopt change by looking for guarantees before getting involved. *Laggards* are the last people to embrace new ideas, & they influence no one! They are usually less educated & uninformed, which tends to make them close-minded & afraid of change. They rely mainly on neighbors & friends as their main sources of information, & have no desire for new ideas or personal success. So what does all this mean to you? Well, who would you want on your side if you were implementing change in your work center—the innovators & early adopters, or the laggards & late majority? Do you want people who embrace & even initiate change, or do you want people who run & hide at the first sign that something is changing

Four Levels of Change (Continuous Improvement)

*Knowledge* - This is generally the easiest change to bring about. It can occur as a result of reading a book or article, or hearing something new from a person with information. For instance, reading the newest Air Force Instruction (AFI) on dress and appearance alerts Air Force members to the latest changes in uniform standards. *Attitude* - Attitudes are more difficult to change because they are emotionally charged (positive or negative). For example, reading and understanding the latest uniform changes does not necessarily mean we agree with the changes. *Individual Behavior* - Changes in individual behavior seem to be significantly more difficult and time consuming than the previous levels. We can have the knowledge and the attitude, but now we have to put our knowledge and attitude into action through behavior. Often, habits stand in the way of achieving this level. Habits are often deeply rooted, thus changing them may be a lengthy and difficult. *Group Behavior* - Finally, changing individual behavior is not easy, but it's certainly easier than changing an entire group of people. You may be attempting to change many customs and traditions that have developed over many years. The old saying, "We've always done it this way!" may be deeply ingrained.

Power (Negotiating)

Can (possibly) be applied (or withdrawn) at various levels during the negotiating process: - Position Power -- Coercive -- Connection - Reward - Legitimate -- Personal Power - Referent - Information - Expert

Supervisor

Can be a person of any rank that directs the activities of an individual or team and is usually responsible for the productivity of that team.

Sound Administrative Decisions

Clear standards & expectations communicated to subordinates, combined with honest & accurate feedback using effective interpersonal skills when & where appropriate &/or required.

Discipline

Comes from the word "disciplinare", which means to teach or instruct. The purpose of this is to develop people who are able to control themselves & do what is right all the time, every time.

Personnel (Resource Stewardship)

Considered our "most valuable resource," the appropriate amount (& mix) of skilled & qualified individuals provides the workforce necessary for organizations to meet ongoing & future mission requirements. Training & development plans, institutional programs & processes, along with support organizations are integrated to assist in effectively managing personnel.

NCO Authority

Defined as "the right to act and command", and is complimented by 3 legal sources found within the Uniformed Code of Military Justice (UCMJ): Articles 91, 92, & 7.

Rapport (p. rah-poor)

Defined as a close & harmonious relationship in which the people or groups concerned understand each other's feelings or ideas & communicate well.

Developing Others (Leader Influence)

Developing our Airmen is an ongoing process that requires leaders to: 1. Recognize and diagnose the unique capabilities of each Airman in their work center using the same skills described in this lesson. Those capabilities may include any skills, talents, experiences, personality temperaments, etc. each Airman may have that can contribute to current and future mission accomplishment. 2. Diagnose the developmental needs of Airmen and then assist them with personal and professional developmental needs that fulfill current or future job/role and responsibilities. a. Professional development needs may include off duty education, PME, specific skill training, additional training, professional development seminars/courses, and communication skills etc... b. Personal developmental needs may include relationships, interpersonal skills, communication skills, supervisory skills, off-duty education, etc... Leaders can use the same diagnosing skill described previously (taking a look at the situation, environment, and person) to determine what is going on with an individual, which will help with diagnosing their developmental needs.

Diagnosing (Leader Skills)

Effective leaders must master this critical skill in order to make diagnoses in their work centers & with their subordinates as well. The step a leader takes to determine what is going on in an organization. By assessing the *situation, people, & environment*, you should adapt your leadership behavior in such a way as to close the gap between what you see now & what you expect in the future. - *Situation* - *People* -- Morale -- Esprit de corps -- Discipline -- Proficiency - *Environment* -- Resource Availability --- Human --- Financial --- Physical --- Informational -- Leader Actions

Leader's Primary Responsibility

Ensuring organizational effectiveness & success.

Individual Roles (Continuous Improvement)

Every change process includes the roles of: - Change Sponsor - Change Agent - Change Target NCOs fill one, two, or all three of roles during any given change. Getting people to see past their own fears—real or perceived—is a challenge of particular relevance to managers and requires a unique kind of leader—sometimes called a change manager or change "agent."

Continuing Resolution Authority (CRA)

Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks. This is important for NCOs to know because it usually delays the initial distribution of funds. During CRA, units typically receive funding authority for approximately 80% of the previous year's budget amount. A CRA is needed to prevent agencies from shutting down because without it, agencies have no authority to incur fiscal obligations.

Six Types of Resources

For the NCO, this requires the efficient & effective use of assigned personnel, financial, material, warfare, & information, & technology resources to ensure mission success.

The Performance Feedback System

Formal system where you effectively communicate responsibilities, duty performance, standards, & expectations to your subordinates at regular intervals.

Don't Ask Don't Tell

In 2011, the President of the United States ordered the repeal of this policy & the Air Force complied by preparing the necessary policies & regulations. Implementation of these policies is consistent with the standards of military readiness, military effectiveness, unit cohesion, recruiting, & retention. The below is a brief synopsis of the official repeal effective 20 September 2011: All Airmen, regardless of sexual orientation are entitled to an environment free from personal, social, or institutional barriers that prevent them from rising to the highest level of responsibility possible. As an enlisted leader, it is your responsibility to: - Treat all service members with dignity, respect, fairness, & equality, regardless of sexual orientation - Make decisions, take actions, and display behaviors that are nothing less than professional - Maintain good order & discipline - Ensure service members under your supervision -- are treated with dignity, respect, fairness, & equality, regardless of sexual orientation -- treat others with dignity, respect, fairness, & equality, regardless of sexual orientation -- make decisions, take actions, & display behaviors that are nothing less than professional Throughout your career, you will probably encounter subordinates, peers, & supervisors whose sexual orientation is different from your own. Harassment or abuse based on sexual orientation is unacceptable & will be dealt with through command &/or inspector general channels.

Position

In negotiations, a position is what you want, not necessarily what you need. It is your vision of your best possible outcome. A negotiating position is not based on haphazard thought. It should be based on carefully developed interests and desired outcomes.

Air Force Smart Operations for the 21st Century (AFSO21) (Continuous Improvement)

In pursuit of continuous improvement, the Air Force created this, which focuses on generating efficiencies and improving combat capabilities across the Air Force.

Team Member Communications Skills

In the case of the team member, the purpose of communication is primarily to provide accurate information to other team members & the team leader. This information serves as a basis for decision making, education, & training. Additionally, interpersonal skills become very important for team members as they interact with other members on the team.

Financial Execution Plan (FEP)

Formally called Financial Plan or Fin Plan, the basic purpose of the FEP submission is to ensure an equitable distribution of the President's Budget (PB) for the next fiscal year (budget year) consistent with accomplishing Air Force program objectives. The FEP is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner. All organizational levels contribute their corporate knowledge and expertise. Noted on page 263 as "Financial Execution Plan (FEP) refers to a product formally called the Financial Plan or Fin Plan. The FEP ensures an equitable distribution of the President's Budget (PB) for the next fiscal year (budget year) consistent with accomplishing Air Force program objectives and is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner. Although there is no official template when creating a financial execution plan, they should include: Section 1; *Mission-Critical Requirements*; Lists all mission-critical requirements funded within the projected fiscal year's budget along with the element of expense investment code (EEIC) associated with each requirement. Section 2; *Justification*; This is a short narrative justifying each requirement identified in Section I. Section 3; *Unfunded Requirements*; Another list identifying mission-essential requirements that exceed projected funding. Again, include a narrative justifying each requirement. Section 4; *Spend Plan*; Illustrates how projected funds will be spent over a 12-month fiscal year period.

Task & People Orientation (Negotiating)

Forms the framework used to visualize & understand differences between the five negotiation strategies.

Force Management

If the Air Force is going to be light & lean, then the people we keep must be the absolute best available. Not everyone in the world is capable of the same things. Some people have the capability to excel, while others simply meet, or fail to meet standards. The Enlisted Evaluation System (EES) is a tool to help manage people & place them in positions where they'll do the most good. It's designed to help differentiate between people based upon ability & motivation. Individuals chosen for positions of increased responsibility must have the potential to handle the duties and responsibilities inherent to those positions. The EES provides a management tool to select the right people for these jobs. Demonstrated desire and ability should show through in the EES, which allows the right people to be promoted & assigned to higher positions. Of course, this only happens if supervisors make accurate, honest evaluations of the people they supervise.

Preventive Discipline

Implemented in order to stop a problem from happening before it starts. Examples of this are: initial feedbacks, safety briefings before three-day weekends, rewards, & training/education. These measures emphasize communication of standards, two-way communication, and encouraging each person to do his or her best. They promote an environment of understanding and allow for clarification of standards, as needed. You must be professionally familiar with your subordinates to establish this type of environment. You need to know how he or she is motivated, how he or she learns best, and how he or she best takes guidance and direction. However, despite your best efforts to promote an environment of self-discipline, sometimes your airmen will fail to meet standards and make mistakes you must correct. A professional lingo for this is "fire prevention" as opposed to "fire control" and can be applied to any appropriate contexts, policies, environments, or systems. Matters are approached well in advance & designed to minimize the catalyzing or cascade of "damage" or failure.

Anti-Deficiency Act (ADA)

Prohibits from involving the government in a contract or obligation for the payment of money before an appropriation is made unless authorized by law. Prohibits against over obligating or overspending an appropriation. Noted on page 264: "The Anti-Deficiency Act (ADA) is a law where Congress exercises its constitutional control over the public purse. The act requires agencies that have violated its rules to report to the President and Congress all relevant facts and a statement of actions taken. The act further requires agencies to transmit a copy of each report to the Comptroller General on the same date the report is transmitted to the President and Congress. The fiscal principles underlying the Anti-deficiency Act are really quite simple. Government officials may not make payments or commit the United States to make payments at some future time for goods or services unless there is enough money in the "bank" to cover the cost in full. The "bank," of course, is the available appropriation. Below are other examples where NCOs are susceptible to violating the Anti-Deficiency Act: *Business Cards*; Professionally-made cards are typically limited to recruiters and investigators; others may buy card stock and use office printing equipment to make cards. *Coins*; Buying unit designated coins as mementos to give to family members of deployed personnel would not be proper. Generally, O&M funds may be used for purchases that support an award for excellence in accomplishment or competition. *T-Shirts*; The purchase of T-shirts for sports competitions is authorized as long as such competitions are of a continuing nature. However, buying shirts for all unit personnel in attendance is not authorized. Purchases are limited to shirts presented to winners in support of unit sporting events. *Out-of-Cycle Use*; Using unfunded money to purchase items, equipment, supplies, services, and contracts that will be used or begin in the following FY is prohibited.

Task Orientation

Refers to the importance of resolving problems to meet your goals. In the military context, it is getting the mission done. A positive task orientation means that you are very motivated to resolve a problem or respond to a critical situation. Conversely, a negative task orientation means that you do not wish to resolve the situation at this time or not at all. It could be that you are satisfied with the current situation or status quo. Perhaps you do not agree with any of the possible solutions. Or, it could be that you may not understand the problem and need more time to gather data.

Cost Center Manager (CCM)

Regulates the daily use of work hours, supplies, equipment, & services in producing or doing things. Also, continually monitors the relationship between resources used & products produced to allow for informed resource realignments.

Milestones Associated with Budgeting Process

Significant events in the budgeting process. (Continuing Resolution Authority (CRA), Budget Execution Review (BER), End-of-Quarter, Close-out, etc...)

Communicating (Leader Influence)

Some leaders believe they are already highly skilled & require no further development in this area. As such, they take it for granted. Listening, explaining instructions, justifying recommendations & decisions, selling ideas, & providing feedback are just a few of the skills leaders need to be effective. This skill is so vital, that it is used when diagnosing & adapting. Includes using active listening, & questioning techniques, in order to gather information about the situation, people, & environment and also motivate subordinates. Good writing skills to perform tasks such as rewarding Airmen for a job well done is another part of this.

Team Member Human Relations Skills

Team members must be aware of how their ability to relate to, and get along with, other members of the team directly influences the success of the team. They should also be cognizant of factors that motivate other members on the team and work toward building an environment of harmony.

Diversity Awareness

The ability to recognize & respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, unit & mission effectiveness. Laws or regulation does not mandate diversity & it is not limited to any specific groups or categories.

Information (Negotiating)

The amount of this that is disclosed &/or actually believed to be true by either/any parties in a given negotiation is directly influenced by the level of trust.

Zone of Possible Agreement (ZOPA)

The area between each party's aspiration point and reservation point. It is also called the "bargaining range".

Aspiration Point

The best each party hopes to get out of a negotiated agreement or what you would like to settle for.

Team Member Participation Skills

Input sought by the group dictates much of a team member's participation. Members need to be assertive and respectful and always seek out opportunities to be creative. This area is very important for the member to understand because this is something that the Leader cannot accomplish alone; the leader must have participation from all of the members for the team to operate to its full capacity. When all members of a team participate, the synergy created increases the team's problem solving capability exponentially.

What is expected of team members to accomplish the mission:

It is the *leader's job* to clearly articulate expectations and guidelines to show team members appropriate ways to fulfill the expectations. Taken together, these concepts become: - *Mission*; why the team or work center exists - *Vision*; desired end state according to values important to the team - *Expectations*; the particular standard to which the actions must be performed to accomplish the mission - *Guidelines*; ways in which expectations should (and should not) be accomplished There is one individual that is responsible for projecting and articulating the vision, mission, expectations, and guidelines. That is the person who "has to see the future, chart the course, lay the plans, architect the team and spawn creativity." That person is the *Team Leader*, which is one of the *Team Roles*.

FAIR Way

Leading through: - *Feedback* - *Assistance* - *Inclusion* - *Respect* Provides a consistent approach when dealing with diversity effectively.

Letter of Counseling (LOC)

Merely the recording of an infraction. It's a formal way of describing an acceptable behavior so that the receiver cannot fail to understand it.

NCO Responsibilities (Continuous Improvement)

More often than not, the task of implementing change falls to our first-line supervisors. In fact, Air Force Doctrine Document (AFDD) 1-1, Leadership & Force Development & Air Force Instruction (AFI) 36-2618, The Enlisted Force Structure, charge all NCOs to support & explain leaders 'decisions, while at the same time, embracing the change & transformation that results from those decisions. Whether initiating the change or implementing it, NCOs must be prepared to deal with change effectively. Before you can explore strategies to help you deal with change, you must first understand the various roles of individuals during the change process.

Letter of Reprimand (LOR)

More severe than a Letter of Counseling (LOC), &/or a Letter of Admonishment (LOA), this documents clear violations of standard(s), & is used for more serious offenses.

Letter of Admonishment (LOA)

More severe than a Letter of Counseling (LOC), one of these is used to document clear violations of standard(s).

Effective Leaders (Leader Influence)

Must always keep in mind two fundamental concepts: 1. The Mission 2. The Airmen

Equal Opportunity (EO)

Not the same as diversity. This refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal. Also covers other distinctions, such as harassment, and reasonable accommodation. Also not the same thing as affirmative action. Per Air Force Policy Directive 36-27: "The Air Force recognizes the essential elements of a model Equal Employment Opportunity (EEO) program as identified in the Equal Employment Opportunity Commission's Management Directive 715 report. The Air Force also recognizes the elements of Department of Defense Directive (DoDD) 1350.2, Department Of Defense Military Equal Opportunity (MEO) Program, and Department of Defense Instruction (DoDI) 1350.3, Affirmative Action Planning, And Assessment Process respectively in developing model Military EO programs. The Assistant Secretary of the Air Force, Manpower and Reserve Affairs, the Air Force Equal Opportunity (EO) Director, along with Air Force Equal Opportunity (AF/A1Q) will combine the best practices of both programs into a model EO program."

Reactions to Change (Continuous Improvement)

Persuading people to change is difficult, & getting an entire organization to change can seem impossible. If we are to succeed in moving our organizations forward, we must obtain buy-in from those affected by the change. According to Cynthia Scott, author of Managing Change at Work, when 5% of the people in a group adopt a change, the change is imbedded within the organization. When 20% adopt it, the change is unstoppable. To push change to an unstoppable level, we need to understand how people accept and adapt to change. Ever notice how some people are always trying to shake things up, while others avoid change as if it were a disease? Guess what? Your ability and willingness to accept change is based entirely on your personality.

Performance Expectations

Precisely what you want your subordinates to do & at what level you need them to perform. You want them to work through tasks efficiently, effectively, & safely while achieving overall organization goals. To do that, subordinates must clearly know what's expected of them. Developing these in your subordinates is a matter of defining & clarifying. Two tools that serve to define & clarify are: 1. Job Descriptions 2. Performance Standards (& Expectations)

Adapting (Leader Influence)

This involves adjusting your behaviors and other resources based on what you have diagnosed in a way that helps close the gap between the current situation and what you want to achieve. As a leader, the style of leadership you use and the approach you take are two predominant components that determine your behavior. Hersey says that many different labels are associated with different leadership styles, but essentially the amount of task-oriented and relationship-oriented behavior you use determines your style. As a leader, many methods, or 'hats', are available to assist you in 'closing the gap'. You learned about a few of them in the Full Range Leadership Development chapter. They include: Management by Exception-Passive (MBE-P), Management by Exception-Active, Contingent Rewards, and Transformational Leader. It is important for you to understand that effective leaders change their 'hat' based on what they have diagnosed. However, leaders still need to be able to communicate their needs and expectations to their people.

Progressive Discipline Process (PDP)

This is a foundational tool to use along with wisdom & discretion. When an Airman's performance falls below the standard/line of acceptability (LOA) you must apply this to ensure compliance & maintain discipline.

Change Management (Continuous Improvement)

This is a structured approach to change in individuals, teams, organizations & societies that enables the transition from a current state to a desired future state. Within an organization, this includes processes and tools for managing the "people side" of change. Involves aligning an agency's organizational culture with new ways of doing business.

Plan-Do-Check-Act (PDCA) Cycle (Continuous Improvement)

This is also referred to as the *Deming cycle*. It is a four-step model for solving problems and carrying out change. 1. *Plan*; Recognize an opportunity and plan a change 2. *Do*; Test the change by carrying out a small-scale study 3. *Check*; Review the test, analyze the results and identify what you've learned 4. *Act*; Take action based on what you learned in the check step. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes.

Standard Work (Continuous Improvement)

This is an agreed upon set of work procedures that: effectively combine people, materiel, & any machines to maintain quality, efficiency, safety, & predictability.

Personal Power

This is derived from the confidence & trust that followers have in a leader. It is not a result of rank or position,... this type of influence is earned by you becoming that type of leader that subordinates *want* to follow in the stead of simply required to follow. Consists of: - Referent - Expert - Information Leaders who rely solely on this to lead, coach, train, &/or motivate may be quite limited in effectiveness. Every leader is bound to make mistakes, & personal influences may be weakened by changes in followers' perceptions of a given leader especially when there is nothing else in him or her that commands any levels of respect or professionalism.

Position Power (Leader Influence)

This is derived from your position within the organization & is given to you/granted to you/bestowed upon you or delegated to you by one or more of your superiors. As your rank increases, your potential for greater responsibility & leadership will also increase. With great power comes great responsibility. Consists of: - Legitimate - Connection - Coercive - Reward

Rehabilitative Feedback

This is done after a subordinate violates a standard or falls below your supervisory line of acceptability.

Preventative Feedback

This is done before a subordinate violates a standard or falls below your supervisory line of acceptability.

Feedback (FAIR Way)

This is giving & receiving information about expectations. It also includes providing information on how to meet expectations. NCOs should give this early & often, especially when it involves a new assignment or new people. This exchange can be formal or informal. Though the Air Force mandates formal on a semi-annual basis, informal concerning day-to-day operations helps keep organizational efforts headed in the right direction. NCOs need to give this, but they must also seek it as well. This giving & receiving reduces misunderstandings & provides clarity to all involved. In receiving, find out what your people think & what they expect. This may point out that they do not have the equipment they need to do the job, the necessary skills, or the confidence to succeed. This is how you know what assistance your people need to accomplish the mission; whether the assistance needed is information, training, or resources.

Inclusion (FAIR Way)

This is making sure everyone has the opportunity to fully participate in the workplace. It involves responding to the needs of all workers so they feel valued & part of the team. It is important to make sure that work activities, including work-related social activities, do not exclude or disadvantage anyone. If we continually select times for meetings that conflict with other's schedules, we are excluding them. As managers, we need to take every opportunity to include our people, especially when decisions are made that affect their area of responsibility.

Assistance (FAIR Way)

This is making sure workers have what they need to work to their fullest potential. It may also be about helping workers better manage their lives outside of work so they can be both mentally and physically present on the job. Effective use of this technique requires managers to reach out to workers in a proactive way & find out what if anything that they need to do their jobs. Managers can also encourage workers to help one another.

Six "S" (Continuous Improvement)

This is often used during step 6, See countermeasures through of the 8-step problem-solving model. Six "S" is also a systematic approach to productivity, quality, and safety improvement that you can use in your immediate work center. It focuses on achieving visual order, organization, cleanliness, and standardization. The following Six "S" areas can help improve profitability, efficiency and service: 1. *Sort* - clean, organize and keep only what is necessary 2. *Straighten* - identify, organize, and arrange a place for everything 3. *Shine* - regular (usually daily) cleaning and maintenance 4. *Standardize* - simplify and standardize; make it easy to maintain 5. *Sustain* - continue to train and maintain the standards 6. *Safety* - make safety a priority in all improvement areas Several expected outcomes occur when Six "S" is followed: 1. Discipline in how the workplace is ordered. 2. Less waste in movement, waiting and excess inventory. 3. A self-maintaining workplace.

Respect (FAIR Way)

This is recognizing each person's unique value, contributions, & potential to the organization. We need to develop & show general respect by establishing work environments that are free of offensive practices & conditions.

Mid-term Feedback

This is required mid-way through the reporting period, typically at the six-month point. This is your opportunity to evaluate your subordinate's performance halfway through the eval period, & inform him/her of how well s/he has been meeting the standards, or to develop a plan to correct any deviations noted up to this point.

Adaptability (Continuous Improvement)

This is the ability to adjust to changed, unexpected or ambiguous situations by actively seeking information & by demonstrating openness & support of different & innovative change ideas. Remember to adapt as you go through the phases of change the next time a change occurs in your organization &/or life.

Achievement of the Desired Objective

This is the attribute that separates a team from a group. It is the collective effort to reach the desired objective mentioned earlier & is the real reason for the team's existence.

Takt Time (Continuous Improvement)

This is the available production time divided by customer demand. It precisely matches production with demand.

Leadership Commitment

This is the cornerstone of any successful diversity initiative. Every day, Air Force leaders are required to make difficult decisions that impact various levels of Air Force operations in order to maintain morale, good order, & discipline. As explained in Air Force Instruction (AFI) 36-2618, the Enlisted Force Structure, Airmen & NCOs are expected to "demonstrate effective followership by enthusiastically supporting, explaining, & promoting leaders' decisions." Therefore, we must be very familiar with existing diversity issues & fully understand the decisions made by our leadership.

Financial (Resource Stewardship)

This is the resource that is required in order to procure material, information, technology, & warfare resources we need to accomplish our missions. Understanding how this works is critical to the NCOs ability to ensure their Airmen have what they need to successfully complete their missions both at home station & deployed locations.

Continuous Improvement

This is the strategic, never-ending, incremental refinement of the way(s) we perform our duties and responsibilities. According to our core values, we must pursue excellence in all we do. More importantly, as NCOs, we must think about innovative ways to use our resources more efficiently. In short, we must support the Air Force's culture of Continuous Improvement (CI) by employing a collection of methodologies including *Lean, Six Sigma, Theory of Constraints, & Business Process.*

Counseling

This is verbal or written & is the first step in the Progressive Discipline Process (PDP) because it encourages two-way communication. Two-way communication is vital to effective discipline, because it allows you to explain to the Airman what he or she did wrong and quickly correct the behavior before it deteriorates further. It also allows the subordinate to explain his or her perception of the standard, explain why he or she failed to meet it, & recommend a rehabilitative course of action to ensure future successes. According to Air Force Instruction (AFI) 36-2907, the purpose of individual counseling is to help people use good judgment, assume responsibility, & ultimately develop the responsibility & command to solve their own problems.

Power Base (Leader Influence)

This is your ability to influence, or your influence potential,... & it occurs when you as a leader are able to influence your followers, & you're able to affect/impact their behaviors.

Performance Management (Personnel Resources)

This manpower competency concentrates on programs that increase workforce efficiency & organization cost effectiveness. One of the major programs you can use to enhance Performance Management is the Productivity Enhancement Capital Investment (PECI) Program. This program can provide you with expedient funding for capital acquisition projects, productivity improvement projects, and investment opportunities which provide measurable benefits, real savings, and produce a return on investment (ROI) for the Air Force within a 2 to 4 year period. Each year, PECI invests an average of $10-$11 million that will net an average life cycle savings of approximately $112 million. These investments have funded a wide variety of productivity improvements - from technology upgrades that increase administrative speed to major equipment purchases that increase base capabilities. While the details of each PECI project may vary, they all have two key elements in common - measurable benefits and real savings. All of the remaining dollar savings that result from the improved productivity are kept at the base to be used for any other purpose. So the more money that your project ideas save, the more money your base gets to spend. The PECI Program is also linked with the Air Force IDEA Program to provide a potential path for increased incentive. The Air Force IDEA Program is an incentive program that promotes process improvement and/or resource savings through ideas submitted by military and civilian employees. Some PECI submissions are eligible for individual monetary awards based on meeting eligibility requirements and quantifiable savings/benefits. Monetary awards are paid upon validation of tangible savings and/or intangible benefits. Besides the cash rewards, service members who submit program suggestions create an opportunity to be recognized by their commanders for demonstrating initiative and creative thinking. Individuals or groups may have their efforts recognized through one or more means (e.g., the Secretary of Defense Productivity Excellence Awards Program, the Air Force Productivity Awards for Professional Excellence, performance appraisal, etc...). The fundamental purpose of the PECI program is to improve the Air Force by conserving the resources necessary to meet mission requirements in the most effective and efficient manner possible.

Initial Feedback

This must be completed within 60 days of when supervision began. Sets the stage for expectations during the evaluation period. After this is completed, your subordinate should fully understand your standards & expectations.

Job Enlargement

This occurs when you give an individual a wider range of tasks. For example, after training a new subordinate on one task, you add another task to increase his or her knowledge. After a year of fulfilling certain responsibilities, it's time to increase the expectations. You can't expect your subordinates to fully develop if you never give them increased responsibilities with new duties. This is where job enrichment can help.

Job Enrichment

This occurs when you offer someone more high-level motivators like more responsibility, freedom, or autonomy. These are all aspects that appeal to your subordinates as human beings, so their motivation could remain higher. For example, your subordinate has proven that they can handle added responsibility. So, you make him or her team leader for a large project.

Variability

This pitfall is *evident when evaluations of individuals don't show appropriate differences in performance.* This absence of differentiation may be the result of: - *Evaluator Leniency*—some evaluators tend to give high ratings & are reluctant to give low ratings - *Evaluator Strictness*—this error occurs when an evaluator's standards are unreasonably high - *Central Tendency*—this pitfall occurs when evaluators rate everyone as average - *Halo Effect*—evaluators commit this error when one factor, or possibly a characteristic of the subordinate, influences the evaluation of other factors - *Personal Bias*—this occurs when evaluators allow their personal likes and dislikes of an individual to influence the evaluation. - *Recency*—this occurs when evaluations are disproportionately affected by the recent performance of a subordinate - *Primacy*—this pitfall involves being unduly influenced by the first impression made by the subordinate—first impressions don't always reflect typical performance - *Reputation*—when evaluators allow past performance to influence current periods, they fall victim to this pitfall -Don't allow a subordinate's reputation as a good, or poor performer to spill over into the present evaluation

Ratability

This pitfall occurs when an evaluator attempts to *evaluate factors that are essentially unratable,* like interest in the job, loyalty, and attitude.

Productivity Enhancement Capital Investment (PECI) Program

This program can provide you with expedient funding for capital acquisition projects, productivity improvement projects, and investment opportunities which provide measurable benefits, real savings, and produce a return on investment (ROI) for the Air Force within a 2 to 4 year period. Each year, PECI invests an average of $10-$11 million that will net an average life cycle savings of approximately $112 million. These investments have funded a wide variety of productivity improvements - from technology upgrades that increase administrative speed to major equipment purchases that increase base capabilities. While the details of each PECI project may vary, they all have two key elements in common - measurable benefits and real savings. All of the remaining dollar savings that result from the improved productivity are kept at the base to be used for any other purpose. So the more money that your project ideas save, the more money your base gets to spend. The PECI Program is also linked with the Air Force IDEA Program to provide a potential path for increased incentive.

The Unfavorable Information File (UIF)

This provides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct & duty performance. Since this is the commander's tool, only he or she can establish it. The commander is also the only person authorized to add or remove information to or from it; however, other authorized individuals in the unit and on base have access. These include, but are not limited to, the individual who has it, the unit first sergeant & commander, legal office personnel, Office of Special Investigations (OSI) personnel, and Military Personnel Flight (MPF) personnel.

Affirmative Action (AA)

This refers to voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce that affect designated groups, such as members of minority groups, women, veterans, & people with disabilities.

Interaction of Individuals

This relates to the heart of the process. Interpersonal relationships are inherently associated with Team Dynamics. It is here that individual team members find satisfaction because of the existence of the team. We also have to understand that the motivational needs are quite often different for each member of the team. Status or self-esteem may motivate some members while others may need power or social relationships. The key is satisfying these differing needs based, at least in part, on membership in the team.

Corrective Discipline

This restores discipline and/or improves performance or extracts value. These are the measures you take once someone falls below standards (or goals) and you must return him or her to the required standard. Options include: counseling, admonishment, and reprimand. Remember the reason is to bring behavior back within acceptable measures, so only take the amount of force necessary to positively adjust behavior without breaking the Airman's will to improve. Different situations, different personalities, and different past experiences will influence which measure(s) is(are) most suitable for your Airman. Remember, the more effective you are, the less likely you'll have issues or challenges to face in the future.

Follow-up Feedback

This session must be accomplished within 30 days of the Enlisted Performance Review (EPR) close-out date. Discuss how well your subordinate performed up to this point & what will be expected during the next evaluation period.

Insist (Negotiation Strategy)

This strategy is useful when you believe that obtaining your objective is paramount, regardless of the cost to the opposite's interests, or the relationship. Usually associated with a position & declared with a demand that leaves little room for movement &/or compromise. Information is usually hoarded and withheld. Relationships are usually put at risk and any long-term negotiating relationships are difficult to maintain. This style is preferred when a "winner takes all" requirement is sought.

Settle (Negotiation Strategy)

This strategy may be an option when you seek resolution to a situation, but see little chance for you to really get it "your way". A softer offer is typically made while demands are avoided.

Comply (Negotiation Strategy)

This strategy tends to delegate the responsibility to the other person or party. This (along with Evade strategy) is a passive approach to negotiations. This strategy is preferred when preserving the relationship between you & the other party is the paramount concern even if it is at the expense of the task. The result of this strategy is that the more assertive party gets what they want & you, as the compliant side, give up whatever is at stake or gives in to the opposite.

Ongoing Process

This term allows Airmen to visualize never-ending, dynamic actions.

Air Force Reporting Official Primary Responsibility

To create an environment to help develop your subordinates into highly productive and motivated members who can accomplish the mission.

Promotions

When considered along with other records, Enlisted Performance Reviews (EPRs) become an important factor in determining the future of an enlisted member's career. Assignments, special duty applications, and other administrative actions are based to some degree on EPRs. EPRs are a permanent part of a member's personnel records. Over time, they provide a history of past performance, and show someone's potential to handle increased responsibility. Weighted Airman Promotion System (WAPS) uses overall assessment ratings to determine an Airman's performance score during the advancement selection process. Because of this, it's essential that Airmen with strong demonstrated performance aren't rated the same as average or weak performers. By making accurate, fair, and honest evaluations, you're ensuring the most deserving individuals have the best chances. Through effective use of the Enlisted Evaluation System (EES), performance will have an impact on the process, and as a result, the best performers should progress and have an even greater positive impact on the Air Force.

Typical Performance

When you assess subordinate performance, always measure this, & evaluate the individual on your pre-established standards. Don't base the entire measurement on single or isolated incidents, but don't totally disregard those isolated incidents, either—whether they're positive or negative. For example; you may have a subordinate that's usually on time for duty, but may be late just one day. That one incident isn't normal for that subordinate. Although you shouldn't base an entire evaluation on that incident, you should try to prevent further incidents. In addition, you can't learn this by observing performance for only one day or one week. Everyone has good day and bad days; over time these even out, and this is the result. If you use task lists to assign projects, review those lists with your subordinates on a regular basis to track their progress, or to make changes. You can also use computer software to do this. Whatever method you choose, it becomes easy to evaluate the overall level of performance during feedback sessions when you have a record of your subordinate's performance throughout the evaluation period. Regardless of how you evaluate, be aware there are pitfalls, or errors, that can negatively impact your evaluation.

Stages of Performance Feedback & Form Completion

You'll need to perform certain things before, during, and after each performance feedback session for it to be effective. We mentioned writing down your plan of standards and expectations on Air Force (AF) Form 931, Airman Comprehensive Assessment Worksheet. The initial feedback form will consist primarily of just that, while following feedback forms should also reflect the evaluations you made, based on your continuous performance monitoring. Ensure the Air Force (AF) Form 931 is completed by your subordinate & yourself prior to giving verbal feedback to your subordinates. Be specific, but concise with your comments. You will use this form when you deliver formal performance feedback. Remember to identify your supervisory standards & expectations as they relate to assigned duties & Air Force standards. During feedback sessions, have subordinates sign the form, make copies for you, & give the original to your subordinate. This worksheet is private; don't share it with anyone other than your subordinate.

Reservation Point

Your "bottom line" in negotiation. It is the point you will absolutely not go over... your limit.

Trust (Negotiating)

Your belief &/or evidence that the opposite's interactions with you are genuine, sincere, & honest. - Personal Trust (stands alone, not reliant on any institution or third party, at its most basic level personal trust is established between just two people) - Process Trust (exists when both parties have faith in a governing institution & believes that it supports their negotiations)

Benefits

The impacts of promotion, productivity, and force management mentioned above may also become benefits to you, but probably one of the biggest benefits the Enlisted Evaluation System (EES) creates is that you'll get to know your people well. The EES process requires you to sit down and talk to your subordinates on a regular basis; getting to know them is almost inevitable. The benefit in knowing your people is that it allows you to get the best possible performance from them. By getting to know your subordinates, you can understand the complicated and diverse issues surrounding their behaviors. This will help you when training, motivating, developing, and correcting your people. According to Marion E. Haynes, in the book Managing Performance, there are five generally accepted reasons to take the time to become acquainted with those who work for you. They are: 1. So you can match personal interests with jobs. 2. So you can predict employee responses to planned change. 3. So you can increase the flow of employees' suggestions. 4. So you'll have a basis for influencing group members. 5. So you'll have a basis for personal counseling. When people perform jobs that interest them, they normally work harder & do better. When you know how someone will respond to an unpopular decision, you'll be better able to handle the situation. When employees' suggestions are welcomed, they're more likely to find better ways of doing business. When people know how much you care, they're more likely to care about how much you know. You need to be able to reach your subordinates in order to be a successful supervisor; knowing your people makes this easier for all situations. A great way to start getting to know your people is by communicating exactly what their responsibilities are.

(Air Force) Reporting Official

The official in your chain of command designated by management to provide performance feedback & initiate performance reports.

Cost Center (CC)

The organization that gathers & distributes cost data.

Opposite

The person or group with whom you are engaged in negotiations. Sometimes called the negotiation partner, the opposite recognizes the idea that you lack agreement and must negotiate to solve a problem or reach an agreement. As an NCO, your opposite might be your subordinate, supervisor/chain of command, peer, etc...

Team Leader

The person who manages the team. Ordinarily this supervisor or manager works in the project area. It is important for this person to dominate the group. He or she should practice active listening & participate in discussions only as much as necessary depending upon the maturity & experience levels of the team. This participation and active listening should encourage other team members to become more active. To be effective s/he must learn to control the urge to over direct the team. There must be a middle ground between providing no direction and being over directive. Too much participation can be seen as micromanaging, autocratic, or dictatorial, "in their chili," "in their Kool-Aid". However, too little participation may be seen as Passive/Laissez Faire type leadership.

Followership (Leader Influence)

The qualities and characteristics that make a good leader are similar to those associated with being a good follower. Anybody can be in control of a group of individuals and at the same time be a responsible follower to his/her supervisor. The key is to understand what's expected in followership. Simply put, followers carry out the directions of those in positions of leadership; therefore followership can be defined as *"the capacity to follow a leader".* This means that followers must also be competent at doing their jobs and committed to mission accomplishment. Exceptional followers commit to the action plan of the organization and to the mission, which in turn requires them to understand that mission and concur with its goals. This simple idea is often a major stumbling block in units that demand blind obedience from their subordinates. In fact, creating an environment where subordinates become active, committed followers requires real effort from all sides. The Air Force strives to create competent followers. These followers should be able to estimate the proper action required to contribute to mission performance, and in the absence of orders, take correct action to meet mission requirements. Another important aspect as it relates to exceptional followership is effective communication. Good followers speak up even when they disagree with their leaders. Effective leaders want to know what their followers think so they seek feedback and respect their followers for speaking up.

Actions (Continuous Improvement)

The standard work of every process step will be unique. Although each standard work event is a custom process, there are a few things that you should keep in mind across all such efforts. 1. Involve personnel from all shifts: In many 24/7 operations there will be at least three methods of working the process: first shift's method, second shift's method, and the third shift's method. Members from all shifts working the same tasks together in the same place and at the same time will help establish best practices for standard work. 2. Let the process workers define the work & gain consensus; they know the work better than anyone else so telling them how to do it is a recipe for disaster. They also need to understand the benefits and develop ownership of standard work. One of the best ways to develop ownership and buy-in is to involve them in the change process. 3. Keep it simple; unnecessary complexity adds unnecessary opportunities for failure. 4. Document the standard work & train from the documentation. Once the best possible method is agreed upon it must be documented so that everyone can learn about the new standard and everyone can now measure themselves against it.

One-way Communication & Close-mindedness

These are also pitfalls to accurate evaluation. One-way communication can be very effective and necessary. The point here is that you can't maintain a helping relationship if you only use one-way communication during feedback. Supervisors are responsible to find out why performance is not meeting the standard. This requires supervisors to openly discuss the problem with the subordinate.

Evaluation Concepts

These are considerations that can be applied to forms of performance checks designed to sort subordinates & take place in a variety of situations. Used to determine if someone should be (or could be) recommended for reenlistment, possible separation, award contest submission, decorations, more responsibility, lateral mobility, downward mobility, upward mobility, & any other form of change in oversight, or possible position selection or appointment.

Supervisors of Airmen

These are professionals who understand & effectively apply leadership & management concepts to train & develop Airmen. They manage human resources by providing ethical guidance and assisting to resolve personal & professional issues. While adhering to the United States Air Force Core Values & applying an understanding of human behavior, they mold their people into a cohesive team capable of meeting any challenge. These people oversee various programs, ensuring their sections or work centers can adapt to an ever-changing global environment. They also possess strong interpersonal skills to lead their people, manage change, promote transformation, & execute directions. They are committed to the profession of arms, inspire a willingness to do what's right, & manage processes that will ensure the Air Force remains the world's premier air, space, and cyberspace force.

Socio-Behavioral Tendencies (SBTs)

These are the thought processes we employ to help us make sense of the world we live in. Influenced by our beliefs & values, they define who we are, how we act, respond to situations, & treat others. Though there are advantages to each of these behaviors, *these can negatively affect diversity:* - Assumptions - Stereotypes - Social Biases - Perceptions - Perspectives - Collusion - Prejudices - Discrimination

Secondary Characteristics (Diversity)

These can be changed.

Standards

These form the foundation for expectations. Includes morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

Primary Characteristics (Diversity)

These we usually cannot change.

Team Members

These workers make up the bulk of the team. They are usually functional experts in their respective areas & bring a wealth of ideas to the team.

Cooperate (Negotiation Strategy)

This can be abbreviated as CNS & reflects high interests in both people & task orientations. This negotiating seeks to create a new value within available resources.

Requirements Determination (Personnel Resources)

This competency centers on the Authorization Change Request (ACR) which is a multi purpose instrument used to propose adjustments to a Unit Manpower Document (UMD). ACRs are commonly used to request: increases, decreases, or realignments of manpower requirements, &/or to change attributes on the UMD. When your organizational mission changes, it may prompt an adjustment to one, some, or many of the positions listed on the UMD. For instance, consider the Vehicle Operations position ("space"), Position Number: 003287450J in the UMD from table 2 (pictured here but originally located in Ch 7, on pg. 270). Due to recent mission demands requiring more vehicles, you will need to assign a 7-skill level to this position capable of managing a larger assigned fleet. To make this change, you would submit an ACR (described in Program Allocation & Control) to change the UMD. Once the UMD change is approved, the UPMR is then updated, with the qualified person (the "face") to match the attributes of the position. Some other examples of when you might use an ACR to change attributes authorized on the UMD include: - Changes Air Force Specialty Codes (AFSC) - Adjustment pay grade or skill levels - Change Security clearance (Special Access Requirement or "SAR") - Personnel Reliability Program (PRP) codes Do not submit an ACR to solve short-term problems or when experiencing: - Temporary shortage of assigned personnel - Poor or inadequate supervision, personality conflicts, or lack of qualified personnel - Self-imposed work over load - Inefficient procedures &/or ineffective/inefficient use of personnel Though most organizations have their own format, ACRs should include as a minimum: (1) List of the UMD attributes that identify the affected position (2) List of the UMD attributes that represent the desired change (typically bolded) (3) Justification for each proposed change (what, why, & when)

Program Allocation and Control (Personnel Resources)

This competency centers on the Unit Manpower Document (UMD), funded and unfunded position requirements. a. *UMD*; This computer product details the organization structure, (the number, skills, and grade and security requirements of manpower authorizations), the position number for each authorization and other pertinent data commanders and managers need to manage manpower resources. Any change to the UMD requires a formal Authorization Change Request (ACR - see requirements determination), signed by the appropriate commander. b. *Funded Requirement*; Authorized and funded positions needed to accomplish the assigned workload. Funded manpower positions are allocated by category (officer, enlisted, and civilian). Given the fact that requirements typically exceed available funding, commanders first prioritize requirements and then allocate funding to the highest priority. c. *Unfunded Requirement*; Authorized, but unfunded positions needed to accomplish the assigned workload.

Organization Structure (Personnel Resources)

This competency deals with the functionality of organizations, specifically activation, inactivation, redesignation, & reorganization. The Organizational Change Request (OCR) is the instrument used to activate, inactivate, redesignate, or reorganize organizations.

Stages of Team Development

- *Forming* (Team Members become acquainted with each other) - *Storming* (Team Members want to know the goals and objectives) - *Norming* (Team Members reconcile competing loyalties & responsibilities) - *Performing* (Team Members settle its individual relationships & expectations) - *Adjourning/Transforming* (Final stage where Team Members break up and move on to other activities)

These may contribute to the *Regression* of a Team's Development

- *New Member*; New personnel can affect interpersonal relationships in ways that upset or reinforce team dynamics. Regardless of what stage teams are at, more often than not, they return to the forming stage in order to develop a relationship with the new members. New members learn details regarding the goal, their role, and expected performance and behaviors. Teams may quickly progress through the stages to get back to where they were, it all depends on how well new members interact and are accepted. - *New Goal*; A new goal often sends teams back to the storming stage as they determine a new strategy or plan and reassign roles. Explaining the reason for the change in mission (creating a felt need for the change) and encouraging participation in role selection while cultivating a cooperative environment can minimize the time spent in the storming stage. - *Team Schedule*; Altering a team's schedule can affect performance because activities and roles usually change too. These changes cause stress, which leads to conflict (storming). Leaders anticipate the potential for elevated tension and take steps to mitigate conflict by maintaining open channels of communication and encouraging members to communicate their concerns. - *Unresolved Conflict*; When conflict occurs, perceptive leaders quickly determine whether the conflict is constructive (positive) or destructive (negative) and if it is destructive, they take immediate steps to manage the issue. Leaving conflict unresolved, allows team members to "take sides" creating even more conflict and drawing the team's focus and momentum away from the goal and reducing its productivity.

Effective NCO Resource Stewardship

- *Nurtures & creates* an organizational culture that fosters and promotes a resource-conscious attitude. Coach and support the awareness and development of every Airman by teaching, training, and educating them in the ways we effectively use the resources we depend on. - *Champions resource stewardship* by advocating for the resources you need. Promote and defend the programs, processes, and leadership decisions that ensure the smart use of our resources and be aware of the fiscal timelines to support your efforts. Include your Airmen in process improvements by soliciting ideas and inputs regularly on how we can improve operations for future Airmen. Make resource conservation and team effort! - *Takes Ownership in the organization's resource management program.* Be an active role model in effectively using and managing the resources of your organization. Be on the lookout for and correct the activities and personnel that waste or misuse resources and commend those who appropriately conserve. The actions, attitude, and behaviors you demonstrate as a resource steward will influence the Airmen you serve with now and the generations that will follow.

When you establish *standards*, you will need to keep these *four attributes* in mind:

- Achievable/attainable - Specific (clearly defined) - Observable (behavior can be seen) - Measurable (using quality, quantity, & timeliness)

Third Quarter (Budget Cycle)

- April: Sections continue to compile unfunded requests in preparation for the second BER. - May: The RA finalizes the unit's BER inputs. The wing's FWG holds its second BER, typically mid-May. - June: By the end of June, units (including each section) should have either spent or obligated 75% of their budget. Sections who have not achieved this milestone must justify why and, if they cannot justify why, are in danger of losing unused funds during the first BER process. Also, near the end of June, units begin receiving warnings that the wing's FWG will take control of unspent or unobligated funds by 1 August (typically).

Factors to Consider When Diagnosing the Developmental Needs of Airmen: (Leader Influence)

- Aspirations (what an individual hopes to attain) - Personality (how an individual behaves) - Self-Concept (how a person views themselves) - Attitudes & Values (how individuals responds)

Terms associated with timelines & deadlines:

- Biennial (taking place every other year, not to be confused with biannual) - Annual (taking place every year) - Semiannual (taking place twice a year) - Biannual (also means taking place twice a year) - Quarterly - Seasonal - Monthly - Weekly - Daily

Team Leader Responsibilities

- Communications - Human Relations - Participation (Mnemonic acronym "CHiRP")

Followership Traits (Leader Influence)

- Competence - Integrity - Loyalty -- Faithfulness -- Obedience -- Respectfulness - Initiative (Mnemonic acronym *"CILI" (p. silly)* -and within L for Loyalty remember "FOR".)

Reasons subordinates may not meet standards:

- Ineffective/unclear standards - Not properly trained - Lack of motivation - Standards weren't communicated

Information you should try to learn about your subordinates include:

- Interests - Goals - Employment history - Biographical facts - Needs & values - Expectations of the job & of you as a supervisor

Second Quarter (Budget Cycle)

- January: In mid-January, the wing's FWG holds its first Budget Execution Review (BER). It is during this meeting that all unfunded requests are considered and prioritized ("racked and stacked"). Also during the meeting, decisions are made to re-allocate (take from one unit and give to another) funds to cover the unfunded requests based on priorities assigned. This is why it is important to have either spent or obligated 25% of your funds or risk losing them during the BER. Also in January, usually near the end of the month, cost centers submit inputs for the next FY's FEP. This is another time when NCOs become an important part of the budget process because they must submit justification for existing baseline expenses and for any projected unfunded mission-related expenses. - February: No scheduled activity. - March: By the end of March, units (including each section) should have either spent or obligated 50% of their budget. Sections that have not achieved this milestone must justify why and, if they cannot justify why, are in danger of losing unused funds during the second BER process. In addition, sections will be prompted by the RA to begin compiling unfunded requests in preparation for the second BER.

Fourth Quarter (Budget Cycle)

- July: At this point, units should have spent or obligated all but 25% of their budget. Units who have not achieved this milestone typically scramble at this point to spend the money. - August: End-of-year closeout begins on 1 August and runs through 30 September. As stated earlier, it is on 1 August when the FWG takes control of all unspent and unobligated funds across the wing. You have probably heard the term "fallout". This refers to unobligated and unspent funds discovered between mid-Aug and 30 Sep. Fallout money is typically used to purchase items that may or may not be in direct support of the mission and are usually nice to have (e.g. furniture, carpet, etc...). This is when the unit RA begins asking sections for inputs for requesting fallout money. - September: This is probably the most frantic month of the budget cycle. The entire wing is attempting to use all unspent or unobligated funds. Wings who fail in this endeavor risk losing any unspent/unobligated portion of their budget the next FY. Units, and especially sections, should have spent and/or obligated 100% of their budget by 30 Sep. According to AFI 65-601, Financial Management, it is an Air Force directive to report excess funds to the wing. Doing so helps support other mission-essential requirements and ensures funding is used appropriately. It may be tempting for you to fail to report overages; however, you should remind yourself of the core value Integrity First and do what is right.

Team Leader Participation Skills

- Know when to back off and allow the team to function on its own - Know when to provide direction to the team in order to keep their focus on the task - Know when their level of participation is too much which could cause some team members to abstain - Be careful of too little participation which may be regarded as weak leadership by team members

First Quarter (Budget Cycle)

- October: During this month, the Air Force receives its funding authorization, which comes in the form of actual funds or a Continuing Resolution Authority (CRA). Once the Air Force receives its funding, it disperses it throughout the Air Force (Major Commands [MAJCOMs], etc...). The Financial Execution Plan (FEP) must be developed and approved prior to 30 September in order to be ready to implement on 1 October for the new FY. - November: On or about 1 November, cost centers begin working their first Budget Execution Review (BER). It is typically the unit's Resource Advisor (RA) who does this. He/she begins collecting information from each section on their unfunded needs. As an NCO, it's important that you be prepared to provide funding request inputs so they can be considered during the BER process. Between mid Nov and the end of Dec, the RA finalizes the unit's BER inputs in preparation for the wing Financial Working Group's (FWG) first BER meeting in mid-Jan. - December: By the end of December, units (including each section) should have either spent or obligated 25% of their budget. Sections who have not achieved this milestone must justify why and, if they cannot justify why, are in danger of losing unused funds during the first BER process.

Four Air Force Manpower Competencies (Personnel Resources)

- Organization Structure - Program Allocation & Control - Requirements Determination - Performance Management

Some work habits you should monitor include:

- Punctuality - Organization - Decision making - Communication - Teamwork - Leadership - Time Management

Team Leader Human Relations Skills

- Quickly, decisively, respectfully, clearly inform members, face to face, when not meeting the standard - Ensure all members of the team feel a sense of belonging and importance - Be able to deal with team conflicts in a way that doesn't keep it from its goals - Decide how much direction to use in order to not hurt the esteem of team members - Recognize the valuable input of each team member and give out encouragement as necessary to keep team members motivated - Ensure task needs are met without completely disregarding the individual needs of team members

Common Pitfalls

- Ratability - Relevancy - Variability (See also) - One-way Communication & Close-mindedness (Mnemonic acronym "RRVO")

Leadership Traits (Leader Influence)

- Selflessness - Loyalty - Integrity - Commitment - Energy - Decisiveness (Mnemonic acronym *SLICED*)

The Who, The Stakes, & The Situation (Negotiating)

- The Who (recognize who you are dealing with) - The Stakes (recognize gains or losses) - The Situation (recognize urgency &/or scenario outcomes or decisions)

Team Leader Communication Skills

- The ability to speak effectively in order to clearly articulate mission, vision, goals, expectations, and guidelines - Consistent verbal and nonverbal communication - The use of clear and concise terms - Provide accurate direction on the methods that'll be utilized to achieve team goals - The ability to express ideas clearly in a written format - Apply the skills of an effective listener

TIPO Model (pronounced "typo")

- Trust - Information - Power - Options

Required criteria for disciplinary action:

- What the member did or failed to do, citing specific incidents and respective dates - The expected improvement - Further deviations may result in more severe actions - The individual has three duty days to submit documents to the initiator for his/her consideration (due process). This ensures fairness to the Airman, and also gives the initiator the "full story" to help him/her make an informed decision for the document's disposition - That all supporting documents from the individual will become part of the official record (Also, ensure you have a place on the letter for the individual to acknowledge receipt, such as "I acknowledge receipt of this document on _xx Jan xx_at __xxxx__ hours. I do/do not intend to submit comments on my behalf. If I submit comments, I understand I have three duty days to provide them to the initiator of this document.")

Leadership (Leader Influence)

*The "art & science of motivating, influencing, and directing Airmen to understand & accomplish the mission".* Leaders ensure mission accomplishment by effectively leading people; this is a task that leaders at all levels are accountable for. The core value of Integrity First, more specifically, the moral traits of responsibility and accountability are evident in this area of leadership. If the mission doesn't get done, leaders are responsible for the consequences. Any unwillingness by leaders to accept responsibility for failure may destroy their credibility. This break in credibility could sever the bonds of respect and loyalty between supervisors & workers. Accountability is not only for leading people, it also includes all required administrative duties. Leaders must accept the responsibility for rewarding those who perform well and disciplining those who fail to meet their responsibilities or established standards. As a leader, you'll be responsible for certain resources. Since people are your most valuable resource, you're responsible to care for and support them; the success of your unit's mission depends upon the men & women you supervise. The core value Excellence in All We do pertains to this responsibility. You must ensure your subordinates are properly trained and equipped to do the job, & that they have a comfortable work environment where you communicate with them regularly to ensure their basic needs are being met. While much has been made of leadership over the years, there is little direction or guidance on how to be an effective follower. Ironically, we're all followers before we're leaders. So if we don't learn how to be good followers, then we're likely to be less effective as leaders—especially since we remain followers to our superiors.

Enlisted Evaluation System Purposes

1. First is to establish performance standards and expectations for rates, provide feedback on how well the rate is meeting those expectations, and to provide direction on how to better meet those established standards and expectations. 2. Second is to provide a reliable, long-term, cumulative record of performance and promotion potential based on that performance. 3. Third is to provide senior NCO evaluation boards, the Weighted Airman Promotion System (WAPS), and other personnel managers with sound information to assist in identifying the best qualified enlisted personnel for promotion, as well as other personnel management decisions. 4. Fourth is to document in the permanent record any substantiated allegation of a sex-related offense against an Airman, regardless of grade, that results in conviction by courts-martial, non judicial punishment, or other punitive administrative action. See Uniformed Code of Military Justice (UCMJ) Articles 120, and 120c for specific information. -The evaluation system achieves these purposes by focusing on each Airman's performance.

Define, Measure, Analyze, Improve, Control (DMAIC) (Continuous Improvement)

1. *Define*; First define the improvement opportunity, develop an improvement project plan, define the process and evaluate the process. This can include conducting a Failure Modes and Effects Analysis (FMEA), and identifying critical parameters. 2. *Measure*; Measure the existing process and identify the process capability requirement. 3. *Analyze*; Process is analyzed to determine its capability. Data is analyzed to identify opportunities for improvement and to develop plans for improving the process. The steps in this phase include root cause analysis, updating the FMEA, developing an improvement plan, and determining the path forward. 4. *Improve*; The plan that was developed in the analyze phase is implemented. The results of the change are evaluated and conclusions are drawn as to its effectiveness. This can lead to documenting changes and updating new instructions and procedures. 5. *Control*; Control plans are developed to ensure the process is institutionalized and to ensure the new process continues to be measured and evaluated. This can include implementing process audit plans, data collection plans and plans of action for out of control conditions, if they occur.

Change Cycles (Continuous Improvement)

1. *Directive*; (change imposed by external force, supervisor, commander, superintendent, etc...) 2. *Participative*; (change implemented when new knowledge is made available to an individual or group)

Eight Step Problem Solving Process (Model) (Continuous Improvement)

1. Clarify & Validate Problem 2. Breakdown the Problem/Identify Performance Gaps 3. Set Improvement Targets 4. Determine Root Cause 5. Develop Countermeasures 6. See Countermeasures through 7. Confirm Results & Processes 8. Standardize Successful Practices (Repeat Cycle)

Team Member Responsibilities

- Communications Skills - Human Relation Skills - Participation Skills (Similar to Team Leader Responsibilities but with the word "Skills" added to the end -use the mnemonic acronym "CHiRPS")

Interest

The underlying reason behind your position.

People Orientation

The tendency to treat people differently based upon their relationship. - Family, takes less negotiating - Friends; a bit more - Strangers, much more Some relationships are trusting, some relationships are disposable.

Options (Negotiating)

Using the foundation of trust & the elements of information & power to develop choices. Building these requires two elements: 1. Define the problem that needs solving. 2. Identify possible resources (information, power, time, people, money, etc...) that may be available.

AFSO21 Five Desired Effects: (Continuous Improvement)

1. Increase productivity of our people: Doing more of the right things with the same or less effort. 2. Increase critical equipment availability rates: All assets available at a greater rate from aircraft, to information technology, to range, space, etc... 3. Improve response time and agility: Quicker response time to the Warfighter. 4. Sustain safe and reliable operations: Reduce injury rates, increase people safety and safe use of materiel assets. 5. Improve energy efficiency: Make energy conservation a consideration in everything we do.

Sources of NCO Authority

1. Insubordinate Conduct (Article 91) 2. Failure to Obey an Order or Regulation (Article 92) 3. Apprehension (Article 7) 4. Earned Authority (Referent power)

AFSO21's Three Levels of Priorities: (Continuous Improvement)

1. Just Do It 2. Rapid Improvement Events (RIE) 3. High Value Initiative (HVI)

Performance Standards (& Expectations)

(Part of Two Tools for Performance Expectations) Several of these are already established for us in the military, but as a supervisor, you also have to give some thought to anything else specific to your current area of responsibility and mission. Air Force Instruction (AFI) 36-2618, The Enlisted Force Structure; USAF Core Values booklet; and duty associated technical orders and AFIs will help you during this phase. Establishing these requires you to be very open-minded, conscientious, and balanced. Yours cannot go against any that has been set by the Air Force, & you cannot set any that are unreasonable or outside of your authority. Once you have determined your preferences, you have to communicate them to your subordinates. According to Marion Haynes, author of Managing Performance: A Comprehensive Guide to Effective Supervision, "...authorities estimate as much as 95% of the workforce wants to do a good job. These people go about their work as they see it. But sometimes their results don't measure up to their supervisor's expectations." People have a right & a need to know the specific requirements for their job. Most people believe their performance is above average. People assume they are doing what is expected, and believe they are doing it as well as, or better than, everyone else. It is up to you to make sure this is true, & if not,... to address areas needing improvement. The first step to ensure your subordinates are successful is to establish a proper set of these. These are mandatory requirements the subordinate must meet that aren't clearly identified in any job descriptions. Good ones help structure clear expectations of what to do and how to do it. If possible, involve your subordinates in setting these up,... under which you'll evaluate their performance; this goes back to knowing your people & building influence. These have four critical attributes, for a set to be considered effective, it must meet all four criteria: - *ATTAINABLE/ACHIEVABLE* -- Realistic -- Within reach -- Possible to obtain - *SPECIFIC* -- Clearly defined -- Explicit -- Expressed without vagueness -- Unambiguous - *OBSERVABLE* -- You can see the behavior -- You can see results of the behavior - *MEASURABLE* (can be compared to a decisive factor) -- Timeliness -- Quantity -- Quality Once you determine what is altogether appropriate, write it all down in a plan. A written plan is a reference tool that helps you guide and direct your subordinates in meeting goals & needs. As a supervisor, you need to have a plan that will guide you & your subordinates in the right direction toward mission accomplishment. Keep the plan as simple as possible, & be sure you clearly identify everything. The best place to capture this plan is on an Air Force Form (AF FM) 931, Performance Feedback Worksheet.

Group

An assemblage of persons (or objects) located or gathered together.

Resource stewardship

This is the "careful & responsible management of resources under one's control."

Influence & Leadership (Leader Influence)

Critical, appropriate usage of personal & positional power to meet or exceed mission requirements, & obtaining organizational effectiveness. Misusing your powers or relying on just one power, can have a negative impact on the work environment & cause a breakdown in trust between you & your subordinates. Leaders must acquire skills to build teams, strengthen teamwork, gain trust, build trustworthiness within the organization among comrades, & develop & maintain degrees of continuous improvement.

Stages of Change (Janssen's Model of Change) (Continuous Improvement)

Now that you have an understanding of the roles people fulfill in the change process, look at *Janssen's Model of Change*. Marvin R. Weisbord discussed some of the ways people deal with change in Toward Third Wave Managing and Consulting: Productive Communities Managing and Consulting for Dignity and Meaning within the Workplace. In that book, he explained Janssen's model of change. According to this model, we go through four stages of change: Comfort, Denial, Confusion, and Renewal. Although these stages represent the sequence of feelings we experience, we don't spend the same amount of time in each stage. We begin in the *Comfort* stage where things are routine and we are comfortable, satisfied, and calm. We move from Comfort to a state of *Denial* when we are forced to confront external change. We believe if we deny change, we will have less stress...yet the opposite is actually true. The more we resist change or procrastinate, the more stress we inevitably experience. We stay in the Denial stage until we own up to our fear or anxiety about the change. After the Denial stage, we enter the stage of *Confusion*. This is where we accept the change and begin to grapple for ways to proceed from the known to the unknown. When you enter the confusion stage, anxiety builds and we store this energy while we are deciding whether to invest in the change. Every new change requires optimal anxiety. If there is too much that the change is paralyzed...too little and we become unmotivated to push the change forward. If you or your Airmen are in the Confusion stage and using the energy from this stage to take action...then you will be the ones to carry the change forward. Finally, we enter the stage of *Renewal* where we accept the change. We may not like the change but we've accepted it. People in the Renewal stage are looking for answers and new ideas. They are open to site visits to see what others have done and to implementing PDSA cycles (the Deming Cycle: Plan, Do, Study, and Act). From Renewal, we then cycle right back to the first stage, which is Comfort. This is a very general overview of how people respond when they're faced with change. Understanding our individual reactions to change will help us manage change more efficiently. First, recognize how you feel about the change(s)...then observe your Airmen to see how they feel about the change(s). This will allow you to focus the bulk of your energies on positively managing and leading rather than negatively "dealing with personalities." It is also helpful to understand the levels of change people go through as you attempt to move them through the four stages of change. Keep all these concepts in mind when you are going through new experiences.

Monitoring

Observing performance & being aware of what workers are doing, & continually noticing how well they're doing it. Doing this on a regular basis makes it easy to provide feedback to subordinates in a timely manner, prevents many problems, and catches others before they get out of hand. You can monitor performance in three ways: 1. Direct Observation 2. Indirect Observation 3. By observing a final product

Think Outside The Box (Continuous Improvement)

Old professional and academic saying that can be applied to approaching problem solving creatively & implies challenging thought by considering issues beyond (or outside of) normal process parameters.

Walk the Talk

Old saying that refers to you (or any leader really) meeting & exceeding required standards so that your subordinates notice your performance example & then pattern their behaviour & motivation after you.

Deliberate Development Plan (Leader Influence)

Once you have diagnosed the developmental needs of your Airmen you should create this for each individual. The definitions of deliberate, develop, & plan according to Webster: - Deliberate- to think about or discuss issues and decisions carefully - Develop- to create or produce especially by deliberate effort over time; to expand by a process of growth - Plan- a method of achieving an end; a detailed program Enlisted Professional Military Education (EPME) uses the following working definition for deliberate development plan: "To carefully think about & discuss strengths, areas of improvement, current & future roles, & responsibilities with followers for the purpose of creating a detailed plan (or expanding an existing one) that intentionally and methodically develops personal & professional growth over time." Creating a deliberate development plan includes assessing the whole person & targeting specific areas that need improvement &/or need expanding in order to fulfill current or future job/role & responsibilities. - Set Up Plan (proper diagnosis, development, and setting Airmen up for success) - Monitor the Plan (consistent checking of progress, make adjustments if necessary)

Team Member Role

One who actively participates. This participant role is fulfilled through: - Sharing knowledge & expertise - Participating in all meetings and discussions - Carrying out all assignments - Being creative - Supporting all team efforts - Seeking challenges

EES

Stands for Enlisted Evaluation System.

EPR

Stands for Enlisted Performance Review.

IDEA Program

Stands for Innovative Development Through Employee Awareness. This is an incentive program that promotes process improvement &/or resource savings through ideas submitted by military & civilian employees.

MPF

Stands for Military Personnel Flight.

NCO

Stands for Noncommissioned Officer.

NJP

Stands for Nonjudicial Punishment.

WAPS

Stands for Weighted Airman Promotion System.

Timelines Associated with Budgeting Process

Submission deadlines associated with quarterly and annual budget requirements.

Job Rotation

Systematically moving subordinates from one job to another within the entire range of possible tasks. This keeps workers from being bored, and it allows everyone an opportunity to learn all aspects of a work center. When subordinates know all aspects of a work center, you're promoting well-roundedness that could lead to career progression opportunities. This also promotes fairness in your work center, which will help relationships with your subordinates.

Influence & Followership (Leader Influence)

Try to understand the world from your supervisor's point of view. A fundamental rule a follower must remember is that every leader is also a subordinate; your supervisor is also someone's follower. This means your supervisor is often operating under someone else's set of rules and agendas. Keep this in mind whenever you feel you've been given an unrealistic suspense or an impossible task. A successful follower will adapt to his or her supervisor's way of thinking and doing things. This doesn't mean total defeat or a loss of self-respect; it simply means realizing supervisors are in a position of authority and therefore set agendas for followers. Of course, open communication can clarify some of these difficult situations, so ask for an explanation when appropriate.

Impact of Evaluation

To encourage your subordinate to be open to evaluation, you must first look at the climate you create in the work environment. As a supervisor, it's your responsibility to create an atmosphere where your workers want to be evaluated for the purpose of self-improvement. One way to create this atmosphere is to encourage your subordinates to perform evaluations on themselves. This helps them to focus on standards, while critically assessing how well they're living up to your expectations. It also helps prepare them for being evaluators—this meets your responsibility to further develop your subordinates. If you apply the concepts of proper evaluation, you are far more likely to create a positive impact on your subordinates, their growth, their promotion potential, and obviously their morale and production. We all know there's a lot of controversy about our evaluation process being inflated. Don't fall into the trap of accepting that, and therefore, disregard the proper way to evaluate and report your findings. If you set your subordinates up for success by communicating clear standards, and follow up with specific improvement-driven feedback, it should be relatively simple to document and justify someone's actual performance in a performance report, or in any other evaluation report. The bottom line is our evaluation system will remain inflated as long as supervisors refuse to consistently follow the correct process and be honest with their assessments. In other words, the system is not broken; it is only as good as the people using it! Once your evaluation is complete, it is time to let your subordinates know how they are performing. The best job description, standards, and expectations, followed with careful monitoring and evaluation, are useless if you do not communicate with your Airmen.

Team Leader Role

To manage the team, calling and facilitating meetings, assigning administrative details, and organizing all team activities. Additionally: - Represents the team to senior leadership - Provides guidance and direction - Focuses on team goals, behaviors, and standards to accomplish the mission - Listens actively and encourages total participation - Promotes open and clear communication - Rewards the team for performance - Creates a non-threatening environment - Articulates mission, vision, expectations, guidelines

Improvement Plans

Updating performance expectations, observing, evaluating, and providing feedback are actions you must do continuously. Since this process is ongoing, you'll likely need to improve or change your subordinate's behavior from time to time. Supervisors too often automatically assume a shortfall in performance is entirely the subordinate's fault. However, you should consider three avenues when trying to improve subordinate performance—*improving the subordinate, improving the job, and improving the situation*. As you can see, the subordinate is just one factor in the triangle of the improvement process and is often the most difficult of the three factors to change.