TINKER AIR FORCE BASE, Okla. -- In my closing days wearing the uniform I have had a chance to reflect on my time with the 507th and how great of an opportunity this has been for me. Some areas that we worked to improve included the training process, multiple levels of communication, the creation of the Tinker Development and Training Flight, a rebuild and structure of the First Sergeants and Chiefs council, as well as changes to awards programs and family day in an attempt to put focus where it truly counts…on our Airmen!
When I was a young Airman, the guidance I received was direct: Build jet engines. My mindset was to be great at my job, period. The problem is I didn’t know where that guidance came from or if it was simply implied. I didn’t realize until later in my career how much this restricted my capability to support the mission. Contacts had to be made in areas outside of my comfort zone to provide resources to my Airmen; this is when I recognized, that I was raised in a silo and didn’t know it.
So, how do we get things done as a flight, squadron, group or wing? Communication is the key element. We must be able to communicate and build relationships to help our Airmen in our specific sections throughout the wing. We do this through the Tinker Reserve Enlisted Advisory Council, the Top 3, the First Sergeants Council and the Chiefs Group. Attending these groups has a little to do with retrieving information and a lot to do with building relationships, relationships that can help you provide for your Airmen. Doors seem to open a lot easier with a friendly and recognizable face. It is critical that Airmen at all levels in their careers learn the importance of communication and relationship building at the earliest stage. It will go a long way in providing resources to our Airmen so they can “work the magic”.
Which ideas generated action that made an impact on our Airmen? How about the Super UTA; this was brought up in a Top 3 meeting by Master Sgt. Kim Koldste from her past experience in the Air National Guard. Or changes to family day in an attempt to provide more variety depending on which group is leading the event. Communication has led to multiple examples of improvements such as child care during the UTA, resource exchanges, lodging and DFAC improvements, manpower, promotion, education and training discussions to include STEP II, STP and CCAF requirements. Like I stated above, there is information discussed or retrieved, but the most important part of these councils is the relationship building to expand your network.
Hopefully you all have enjoyed General Colin Powell’s Leadership Principles as discussed at last month’s commander’s call; I was told several of you printed out specific examples. Use his leadership and incorporate it into your sections. Get involved with wing level councils so you can establish outside contacts to help you help your Airmen. Learn from others successes and mistakes and continue to progress in a proactive manner.
Final thoughts; I have found a great return on investment by empowering our Airmen and having faith in their capabilities as supervisors and leaders. Get out of your comfort zone and build those relationships so you can provide your Airmen the resources they need. You will be impressed!