Command Chief Master Sergeant: Leadership, taking care of Airmen should be the culture

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By Air National Guard Tech. Sgt. John Orrell

National Guard Bureau

NASHVILLE, Tenn. -Taking care of Airmen, getting help when help is needed and leading through engagement is the wingman concept the Air National Guard must continue to embrace, the senior enlisted advisor to the chief of the National Guard Bureau said here last week.

Speaking to senior enlisted members, junior officers and select outstanding junior enlisted members during the Air National Guard’s 2011 Enlisted Leadership Symposium, Air Force Command Chief Master Sgt. Denise Jelinski-Hall passionately reminded everyone of the necessity of taking care of each other.

“Taking care of our Airmen – it’s important – to create that culture of getting help if help is needed,” she said.

“Their wingman is there, their supervisor is there catch them, to help them, because … you’re engaged, you’ve got eyes on your Airman and taking care of them – that is what is expected of each and every one of you, to ensure we are taking care of our Airmen.”

Focusing on leading through engagement, Jelinski-Hall went through what she called her 10 leadership points.

1. Have a strong work ethic

For this point Jelinski-Hall said it may not be as simple to achieve as it is to explain, but like everything it will take work, focus and drive.

“To achieve any level of success, it takes hard work,” she said. “It takes work, time, effort, commitment, dedication, sacrifice to ensure you give an honest day’s work for an honest day’s pay.”

2. Maintain a strong foundation of core values

Jelinski-Hall said she centers this leadership point around faith, family and life core values, such as integrity, trust, teamwork, doing the right thing and having that inner courage to ensure Guard members stand up for what is right at all times.

“It’s that foundation that as an Airman you are going to continually reach back on, and draw upon, when things get tough.”

3. Attitude, it all begins with attitude

“Everyday it begins with bringing the right attitude to the fight, to the office or wherever you are,” she said. “Have the right attitude. No one can give you that attitude and no one can take it away from you.”

It is up to the Guard member to decide what their attitude is going to be like, she said.

“You chose it everyday – when you wake up … you choose how you’re going to come to work, how you’re going to treat your employees,” she said.

“Attitude will determine your aptitude … and if you’re going to be successful in life you [need] to have that right attitude.”

4. Continual growth of self-development

“Education is absolutely a strategic imperative,” Jelinski-Hall said.

Self-development is also professional education, finding a mentor, being a mentor and volunteering for opportunities to get out of comfort zones, she said.

“Put yourself on a path of self-development. Take advantage of different courses.  Use your opportunities for training,” Jelinski-Hall said.

“Put yourself out there – expand yourself. One thing you can do is to ask a trusted colleague … three questions – ‘What do I need to stop doing? What do I need to start doing? What should I continue to do?’” she said. “Seek out those mentors and ask those questions.”

5. Be ready

“Opportunities come and go, sometimes they’re fleeting and it’s just that crack in the little window … where you’ll be able to sneak in when that opportunity happens,” she said.

It’s about Guard members being available when needed and positioning themselves for the call.

“No matter what level of success you reach continue to ask the question – ‘What do I need to do to prepare for the next thing?’ - so when that moment happens, and leadership taps you on the shoulder … and says it’s your turn, it’s best if you’re ready.

“Give leadership every reason to select you,” Jelinski-Hall said. “You have to prepare for that next opportunity.”

6. Strategic Risks

Guard members should not be afraid to take strategic risks, she said.

“Sometimes in life to go forward you need to do a little lateral side-step, or sometimes you may have to take a step back,” Jelinski-Hall said.

“Think strategically and take that risk. The path is not always straight … there are multiple ways to reach a level of success and leadership. Think strategically about how you are going to accomplish the goals you have set for yourself and your organization.”

7. Reach up, reach down, reach out, reach in

Jelinski-Hall said this point takes work from all Guard members throughout the chain.

“Reach up to supervisors, mentors and read Air Force Instructions.

“Reach down – when you achieve a level of success – it is an inherent responsibility as an Airman to bring someone up with you.

“Reach out to your community – serve, volunteer.”

“And the most difficult is reach in. Reach in to know and understand yourself. Determine your strengths and weaknesses so you can maximize your true potential.”

8. Professionalism

Throughout a Guard member’s career this step should be a constant in everything they do in uniform and out, Jelinski-Hall said.

“Uphold the highest standards of professionalism, both civilian and military,” she said. ‘Be true to those core values. Do what’s right. Treat everyone with dignity and respect and be the best Airman that you can be.”

9. Respectfully don’t take “no” for an answer

Telling a story from when she was trying to become a command chief master sergeant and was told there was no way it would happen for her, Jelinski-Hall said she respectfully questioned why, and took the time to find out how she could, instead of settling for the “no” she received.

“Trust but verify the answer when you are told ‘no’,” she said. Don’t accept the saying “no you can’t” and take the time to research the facts and try to find the “yes you can” solution.

“Many of us ask the question, ‘Can I do it?’ That’s the wrong question. You need to ask, ‘How can I do it?’ It’s a different mindset: It assumes you can already do it – and you can,” Jelinski-Hall said.

10. Be a fire starter

Jelinski-Hall said this point is there to remind Guard members to enjoy what they do or else they become ineffective.

“Have passion and conviction for what you do.  You have to have passion for what you do. And if you do, then this is not work,” she said.

“Get out there and ensure what you do you enjoy. Be excited about what you do, and have conviction to do a good job with that.”

She added that Guard members should use her points as a framework to develop their own throughout their careers, but to not forget how they got there and who helped make it possible.

“We stand on the shoulders of great leaders who have come before us, and you now are charged with doing the very same thing for those coming after you,” Jelinski-Hall said. “Break that glass ceiling and ... make things better for those you lead, those you serve, for those that come after you.”

It is that attitude of leadership and hard work which will allow the Air National Guard to continue building off its history and make things better for future Guard members, she said.

“The skills and ability we have in our National Guard … are the best, not only in America but the entire world.” Jelinski-Hall said. “I am so proud of everything you do each and every day to defend the flag that unites us in purpose.

“Give absolutely everything you have – that’s the difference in all things.”

National Guard Association honors Wisconsinites

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Wisconsin National Guard Public Affairs Office

Two Wisconsin residents - a National Guard officer and a civilian - received awards today (Aug. 29) at the National Guard Association of the United States (NGAUS) annual convention in Milwaukee.

Capt. Jason Crabb, of Verona, chief of future operations with the Wisconsin National Guard Joint Staff, is one of six national recipients of the Theodore Roosevelt Leadership Award for Company Grade Officers. A Wisconsin Air National Guard member for 14 years with three years in the active component Air Force, he spent many years as the officer in charge of the Wisconsin National Guard's Joint Operations Center. His performance in that role prompted his nomination.

"It's an honor and a privilege to receive this award," he said. "I'm glad to have the opportunity to represent Wisconsin on our home turf."

Lt. Col. David May, with the Wisconsin National Guard's operations directorate for military support, has supervised Crabb for nearly three years in the Joint Operations Center.

"When I saw the award, Jason was the first one I thought of," May said. "He's an outstanding leader. He understands operations, he's a strategic thinker, he's mature beyond his years and has the experience to back him up."

According to the award citation, "His ardent and steadfast efforts, combined with shrewd resource management and development of assigned personnel, has enabled the Wisconsin Joint Operations Center to grow into a robust and mature asset critical to the Wisconsin National Guard's response capability."

Crabb said the award is not an individual achievement, noting that outstanding officers and noncommissioned officers are responsible for a successful Joint Operations Center.

Jennifer Van Kirk, of Brookfield, a partner in the Milwaukee law firm Peckerman, Klein and Van Kirk since 2009, is one of five national recipients of the Patrick Henry Award. A Wisconsin National Guard Family Program volunteer since 2004, Van Kirk has served in several volunteer positions and on the Family Program's state advisory council. In 2010 she was named to the Pro Bono Honor Roll for providing pro bono legal services to service members, veterans and families of service members in Wisconsin.

"Those who know me well know that I am rarely speechless," she said. "However, I am at a loss for words because of the magnitude of this recognition. The National Guard family, both service members and volunteers, is filled with kind and hardworking people, full of integrity and courage. To be chosen by that same National Guard family, and nominated by people for whom I have great respect, is an unparalleled honor for me."

Van Kirk said she volunteers because she enjoys helping families and service members, and has enjoyed opportunities to learn, observe deployment training, and hear Gen. William Casey, Jr., former Army Chief of Staff.

"I have also had the distinct pleasure of meeting amazing service members, family members and volunteers who will be my lifelong friends," she said.

Maj. Gen. Don Dunbar, adjutant general of Wisconsin, said both recipients deserved their awards.

"The Wisconsin National Guard is blessed to have individuals such as Capt. Crabb and Ms. Van Kirk who embody the dedication and devotion of our organization," Dunbar said. "The bedrock of the National Guard rests upon professionalism, volunteerism and family. Without those vital components, we could not succeed in our mission to safeguard community and country."

The Theodore Roosevelt Leadership Award, first presented in 2006, recognizes the achievements and dedicated service of Army and Air junior officers who demonstrate outstanding leadership and professionalism in their service to country and community. The Patrick Henry Award, created in 1989, recognizes local officials and civic leaders who distinguish themselves by exceptional service to the U.S. Armed Forces, the National Guard or NGAUS.

The 133rd NGAUS Convention is a three-day conference including keynote speakers, discussion on important legislative issues, and access to the largest defense industry trade show. The event began Saturday (Aug. 27) at the Frontier Airlines Center Exhibit Hall in downtown Milwaukee.

Senior Wisconsin Army Guard leaders visit basic training recruits

By 1st Sgt. Vaughn R. Larson

112th Mobile Public Affairs Detachment

Basic training is where most Soldiers first learn about the "battle buddy" concept - a partnership where two Soldiers watch out for each other in training, combat and non-combat environments. This mutually beneficial arrangement provides accountability, safety and companionship.

If two is good, two dozen might be even better. Last week, senior Wisconsin Army National Guard leaders visited 24 of their young Soldiers assigned to the same basic training company at Fort Benning. Ga., to see the "buddy platoon" concept in action.

According to Lt. Col. Eric Killen, recruiting and retention battalion commander, the buddy platoon is not a new concept, but the Wisconsin Army National Guard has not employed it since 1985.

"In fact, I was a member of a buddy platoon in 1985," Killen recalled. "Maj. Gen. Raymond Matera, the adjutant general, came to visit us."

The idea is to ease the sometimes daunting transition from civilian to Soldier by surrounding young recruits with others that may be in their same National Guard unit or from the same hometown.

"[The Recruiting and Retention Battalion] decided to bring it back as we felt it would be a good way to provide our Soldiers instant camaraderie and a support structure," Killen said.

The concept may have merit, considering that the 24 buddy platoon recruits will be high school seniors less than a week after graduating basic training.

"The sense I got ... was that they liked being in a buddy platoon," Killen said, adding that the recruits he asked liked having someone at basic that they knew, and indicated the buddy platoon system should continue.

"I'm actually having fun with it," Pvt. Jonathan Huston of Algoma, Wis. - a member of Company B, 2nd Battalion, 127th Infantry in Green Bay - said about boot camp.

"I've been learning a lot," added Pvt. Jordan Hauge of Willard, Wis. - a member of Company C, 1st Battalion, 128th Infantry in Arcadia, Wis.

"It's been fast, but hot," said Pvt. Stephan Shambrook of Argyle, Wis. - a member of Troop C, 105th Cavalry in Reedsburg, Wis. "I can't wait until we're done. Overall, it's hard, but if I could choose to do it over again, I would."

All three indicated that they are considering serving for 20 years. Hauge said he wanted to follow in the footsteps of his grandfather Jim Hauge, a World War II veteran who served more than 20 years in the Army.

Brig. Gen. Mark Anderson, commander of the Wisconsin Army National Guard, commended the Wisconsin National Guard recruits during the visit.

"The fact that you signed up while our country is actively engaged in two wars says a lot about your character," Anderson said. "Thank you."

State Command Sgt. Maj. George Stopper told the recruits that they had matured as a result of good leaders who guided them to the right path. He urged them, once they return to the Recruit Sustainment Program before attending their advanced individual training courses next summer, to help their fellow recruits.

"Take the time to share what you've learned," he said.

32nd Infantry Brigade Combat Team Command Sgt. Maj. Rafael Conde cautioned the recruits - who all belong to subordinate units of the 32nd Brigade - that their classmates will seem different.

"When you get back, you'll have changed," he said. "You'll be a Soldier. When you get back to school, you'll see things that will make you shake your head. You're different, so relax and let it go."

Huston indicated that he would feel like a "tough guy - superior to my peers" upon his return to high school. Hauge said he felt he would be "more developed" than his classmates.

"We'll have accomplished more than our friends," Shambrook said.

Conde told the recruits he was proud to wear the same uniform. Col. Martin Seifer, 32nd Brigade commander, noted that less than one percent of Americans wear the uniform of the Armed Forces.

"I'm looking forward to having you in our formations and being part of the Red Arrow," he said.

Donald E. Oswald Named Special Agent in Charge of FBI’s Minneapolis Division

Director Robert S. Mueller, III appointed Donald E. Oswald the special agent in charge of the Minneapolis Division. In this role, he will oversee the FBI’s operations in Minnesota, North Dakota, and South Dakota. He most recently served as the chief inspector in the Office of Inspections.

Mr. Oswald entered on duty as a special agent in May 1992. He served in the Los Angeles Division and investigated bank robberies and street gang activities and also served as a division legal advisor. In 1994, he transferred to the New York Division, where he investigated complex multi-agency public corruption matters. Mr. Oswald also served for more than three years as associate division counsel in the New York Division.

Mr. Oswald was promoted in February 2000 to supervisory special agent in the Office of the General Counsel at FBI Headquarters and was assigned to the Investigative Law Unit. There, he provided advice and counsel concerning investigative operations and proposed undercover operations. Mr. Oswald’s tour at FBI Headquarters also included an assignment as assistant inspector in the Office of Inspections.

In July 2003, Mr. Oswald was transferred to the Miami Division as a field supervisor for the South Florida Joint Terrorism Task Force squad, which was responsible for investigating matters related to state sponsors of terrorism. He also served as the division’s international terrorism program coordinator and was responsible for assisting with evaluating resource utilization and progress toward the goals and objectives of seven counterterrorism squads.

Mr. Oswald was promoted in December 2005 to assistant special agent in charge of the Miami Division’s Field Intelligence Group, which included oversight of surveillance operations. Mr. Oswald also served as the chairman of the Southeast Florida Regional Domestic Security Task Force’s investigations and intelligence committee and is distinguished as the first federal official to serve in such a capacity in the state of Florida.

During 2008, Mr. Oswald served on the FBI’s Strategic Execution Team (SET), developing plans for the phased implementation of the intelligence operations portion of the SET mission, for which he received a Director’s Award for excellence in intelligence analysis and leadership.

In December 2008, Mr. Oswald was promoted into the FBI’s senior executive service in the Inspection Division.

Mr. Oswald was born in Brick Township, New Jersey. He served in the U.S. Air Force and New Jersey Air National Guard and received his Bachelor of Science degree in criminal justice from Trenton State College in New Jersey. Later, he earned a Juris Doctor degree from Nova University Law School and became a member of the Florida bar.

Before joining the FBI, he served as a police officer and detective in Brick Township and as a deputy sheriff and detective in Broward County, Florida. After graduating from law school, he practiced law and was appointed as a traffic magistrate for Broward County, where he presided in traffic court.

Youth Challenge Academy

In Honolulu, the National Guard Youth Challenge Program works to intervene in and reclaim the lives of high school dropouts, providing program graduates the skills they need to succeed. Since its establishment in 1994, more than 2,578 cadets have graduated from the program, with more than 2,200 earning their high school degree.

For 15 years, the Youth Challenge Academy, located in Kapolei, Hawaii, has worked to help youth, utilizing a two-phase plan for success. The initial residential phase is a five-and-a-half-month program that focuses on education and self-discipline. The second phase lasts for a year and pairs teens up with mentors.

On average, the program reaches about 400 teens a year, through two sessions of 200 graduates. Teens can be placed in the program through school counselors, the court system, and voluntarily.

By providing participants with the education needed to earn a high school degree, the Youth Challenge Program enables teens to contribute to society after graduation. The program opens cadets’ eyes to opportunities in higher education, the military, and other employment opportunities. Through their work, the Hawaii National Guard Youth Challenge Academy staff continue to change the lives of at-risk youth.

Missouri Guard ADT’s Leadership Academy works toward transparent government

By Rachel Knight

Missouri National Guard

NANGARHAR PROVINCE, Afghanistan – As the Missouri National Guard’s Agribusiness Development Team continues to work with its Afghan hosts on improving the region’s agriculture and business infrastructure they’ve added teaching the importance of transparency in government to the process.

Army Maj. Gen. Stephen L. Danner, adjutant general, said that because previous Missouri Guard teams have addressed the province’s baseline needs of food and economic security, the current team can build on those foundations through the establishment of the Leadership Academy.

“Economic security is second only to physical security, and the establishment of the academy is proof of the great progress our teams have made since 2007,” Danner said.

“We have transitioned from providing the skills to the Afghan people to teaching those skills. The business and general public administration skills that the Afghan people and their leaders are learning from the academy will greatly improve life in the Nangarhar Province.”

The Leadership Academy will help Afghans through monthly training classes, agriculture extension agent mentoring, cash-for-work projects and training support packages. To make sure that Missourians were meeting the province’s needs, the team worked closely with Safi Mohammed Hussein, the director of agriculture, irrigation and livestock, to identify topics and training.

The cash-for-work project is the most prominent component of the academy, said Col. Michael Fortune, Agribusiness Development Team IV commander. The projects maximize the impact of classroom training by allowing Afghan agents to identify, nominate and manage these small projects that do not cost more than $5,000.

“While the total dollar amount for each project is small, much can be accomplished in a country where the average laborer makes only $3 per day,” said Lt. Col. Raymond Legg, agriculture team chief.

Every new project is a step forward for the region and the academy, Fortune said. The projects are nominated by villagers, reviewed by district governance officials, and approved by Safi.

“The most commonly submitted cash for work projects are irrigation, karize and canal cleaning, and repair,” said Legg. “These projects increase the district’s agriculture capacity by increasing essential water inputs allowing the Afghans to farm previously underutilized farmland.”

Throughout the process, National Guardsmen work closely with the Afghans to teach management and supervisory techniques.

“While the agriculture extension agents are very knowledgeable about the problems of the district, they require mentoring in identifying and planning suitable cash for work projects within the capabilities of villagers to complete,” said Capt. John Paluczak, agriculture section officer in charge.

Each project also comes with a detailed tracking system so that the team can gauge its effectiveness. The system also makes the program as transparent as possible.

“In Afghanistan, relationships are everything,” Paluczak said. “When the agent operates in a transparent manner, the farmers of the district create a long-lasting relationship built upon trust and mutual respect. The perception of openness and transparency establishes the foundation upon which the people perceive the agent and how they are going to treat the agent.”

A more transparent system will also cut down on corruption, Paluczak said.

“The agriculture extension agents need to be seen by farmers and villagers as the most honest, uncorrupt and transparent members of the government,” Fortune stressed during a monthly training class. “Agents are the most visible sign that government is working for the people in rural areas.”

Each project is an opportunity to better the region through increasing its agribusiness capabilities and demonstrating effective, honest government, Paluczak said.

“Agribusiness team members identify key concepts they believe will have a large, long-term impact on Nangarhar agricultural production,” said Paluczak.

“We are currently developing training support packages on small bag silage, composting, drip irrigation, row cropping, experimentation and windbreaks so that agriculture extension agents can spread these basic concepts throughout the community to allow farmers to increase their yields.”

Challenges aren’t limited to the projects themselves. There are major language and literacy gaps that the team must overcome to be successful. For example, the literacy rate in Afghanistan is just over 28 percent.

“Because most Afghan farmers are illiterate, the flip charts consist mostly of pictures with some words,” Palczuk said. “Finally, the booklet tells a story through pictures of how to do what the training support package describes. There are some words, but it is meant to be taken home by the farmers to use as a reference when they implement the new practice.”

All products must also be translated from English to Pashto.

Despite those challenges, the program and the Agribusiness Development Team’s mission have so far been successful, Danner said.

“When we fielded our first Agribusiness Development Team in 2007, we knew we would face some difficult challenges – but we also knew we would overcome them,” Danner said. “Our Afghan partners are committed to progress, and we are proud of our Guardmembers who are on the ground helping them in this time of transition.”