Difficult force shaping calls made tougher by undeserved 'Firewall 5's'

By Master Sgt. Ethan Peters, 65th Medical Group First Sergeant / Published June 12, 2014

LAJES FIELD, Azores (AFNS) -- I was not a very good Airman in the early days of my Air Force career. I was passably good at my job and very bad at the Air Force.

Here is an actual quote from one of my early Enlisted Performance Reports, "Improved responsibility in off-duty affairs would quickly set this top-notch performer above the rest." Literally translated it says,"Stop being an idiot all the time and you might have a promising future in the Air Force."

Ouch ... harsh, but true, I promise. Luckily for me, my supervisors saw some very-well-hidden potential. They cut me some slack on my EPRs. But did they do the right thing? I'm not sure.

I would not have survived force shaping our Air Force faces currently and in the years to come. Actually, I may have survived, but only because my supervisors were afraid to rate me appropriately. Don't get me wrong. I had some great supervisors early on. They taught me about my shortcomings and what I needed to do to be successful. However, when EPR time came around, they wrote me "4s" and likely slept well thinking I got what I deserved. But did I?

Was I "Above Average?" My record was littered with Letters of Counseling, Letters of Admonition, and Letters of Reprimand, for repeated indiscretions like tardiness, disrespect to superiors and financial struggles. While I may have been a "top-notch performer," I was anything but "Above Average" in the Airman department.

Truthfully reflecting, I desperately "Needed Improvement." So why didn't my supervisors say that on my EPR? They told me as much in counseling and feedback sessions. But they did not want to "hurt my career."

How many times have you heard that? That philosophy is a disservice to our Airmen and our Air Force. Here's why.

A little over two months ago I sat down with my command team to prepare for the upcoming retention boards. We met for eight hours a day for almost a week. We aimed to advise our commander on appropriate completion of the Enlisted Retention Recommendation Forms for 117 Airmen; approximately a full third of our unit. Each one needed a retention recommendation and stratification.

The difficulty of the task became abundantly clear when I reviewed their records. While the very best and very worst Airmen were easily identifiable, nearly 100 Airmen fell somewhere in the middle and all of the records looked identical. That's right, on paper they were all clones of each other because supervisors failed to rate their personnel honestly.

Our job should not have been so difficult. Had supervisors been consistently honest with their subordinates, we could have better made our decisions. However, we were forced to try to read between the lines.

The bottom line is when we rate every Airman the same it becomes increasingly difficult to separate those individuals truly worthy of distinction.

You cannot control what the rest of the Air Force does or how other supervisors rate their subordinates. However, you can control your piece of the Air Force -- your immediate sphere of influence. As long as you provide appropriate guidance, counseling and feedback, you can never "hurt their career."

Give your Airmen the tools they need to succeed and then rate them honestly and accordingly. When you refuse to make the tough calls at your level it merely pushes the decision up the chain, to someone less informed about your Airman. That's not helping anyone.

Make the tough calls, never pass the buck and take care of your piece of the Air Force.

Embrace Exceptional Leadership, Winnefeld Tells NDU Grads

By Amaani Lyle

American Forces Press Service

WASHINGTON, June 12, 2014 – The vice chairman of the Joint Chiefs of Staff today encouraged 645 graduates of National Defense University to tackle modern-day global leadership challenges with boldness and caring.

In delivering NDU’s commencement address, Navy Adm. James A. Winnefeld Jr. reminded graduates that each of them will confront an ever-changing and complex world from a position of greater responsibility.

Among the national security issues he said graduates will encounter as they embark on their careers are those involving energy and infrastructure, population growth and hunger, water resources and climate change as well as a rapidly changing economic landscape.

As such, Winnefeld challenged them to become people who lead the nation into the future by striving for excellence.

“You arrived here with a set of skills unique to your profession and to part with a significantly refreshed foundation of knowledge,” he said. “If you’re going to lead big organizations through big changes, to breathe new life into ideas that matter, then you’re going to have to continue to broaden yourself in a way that allows you to graft important -- sometimes very different -- expertise onto your own.”

And Winnefeld said, exceptional boldness will convey new ideas through a “reluctant system full of vested interest.”

“I’m constantly reminded that incredibly bright adults will work extremely long hours perfecting fundamentally flawed concepts,” the admiral said. “Someone has to lead them out of this and that would be you.”

Credit also goes to exceptional integrity, and Winnefeld referred to a building on NDU’s campus named for President Dwight D. Eisenhower, one of NDU’s founders and someone who “epitomized the meaning of character.”

“We’ve seen disturbing instances in business, sports, governments and even in corners of our own military that reflect a failure of integrity among both the leaders and the led. No organization can excel for very long without a culture of integrity because culture reflects the collective behavior of the senior leadership.”

He explained that former Joint Chiefs of Staff Chairman Gen. Colin Powell once told him that the essence of leadership is holding people to the highest possible standard while taking the best possible care of them.

“America is more than just a nation, it remains an idea about freedom and liberty and there are hard-working young men and women out there … who are willing to risk their lives to keep that idea alive,” Winnefeld said. “Make sure you do your best for them for our nation and for our partners around the world.”

There's always help

by Airman 1st Class Meagan K. Schutter
374th Airlift Wing Public Affairs

6/11/2014 - YOKOTA AIR BASE, Japan -- Resiliency has become a major focus of the Air Force in recent years as leaders across the board discuss the many avenues available for Airmen to seek help, whether social, physical, spiritual or mental, when they need it.

Keeping mentally fit is a constant challenge for Airmen, as long deployments, frequent moves, and living in new places around the globe can lead to extra stress beyond the normal stress of day to day work.

Staff Sgt. Peter Sittinger, 374th Maintenance Squadron precision measurement equipment laboratory craftsman, is an example of how mental fitness is one key component to Airmen resiliency, and how Airmen can get help dealing with the stress in their life.

"I was under a lot of stress at work and I was worried that I would break something if I lost my temper," said Sittinger.

The Air Force has a variety of avenues to help out Airmen who are struggling, whether it's talking to a Chaplin, First Sergeant or getting help from the mental health clinic.

"I realized I had a problem, so I went to mental health and got help," said Sittinger.

When mental stressors become too much to bear it can effect work and debilitate one's physical condition. For some, maintaining physical fitness can relieve some of those stressors.

"Doing pushups during the day helps alleviate some adrenaline that builds up," said Sittinger.

Physical fitness plays a key role in reducing stress and strengthening resiliency, but having support from leadership and co-workers plays a vital role in keeping a healthy mind.

The importance of recognizing the symptoms of overwhelming stress and feeling confident to take action, was highlighted by Chief Master Sgt. of the Air Force James A. Roy at the Air Force Association's Air Warfare Symposium and Technology Exposition in Feb.

"Our Airmen are the ultimate weapon system we have, and we need to care for them," Chief Roy said. "Promoting the resiliency culture is the right thing to do for our Airmen, our families, and for the United States Air Force."

According to Sittinger, even as leadership continues to spread the message of resiliency, it's important for members to always remember they are not alone and have help if they need it.

"Just remember, you're not alone," he said. "If you need help, there is no shame or reprimand for getting help."

Master Sgt. Amaani Lyle, Secretary of the Air Force Public Affairs, contributed to this story.

DIWG: Ensures every Airman is heard, can participate

by Staff Sgt. Amber R. Kelly-Herard
Air Mobility Command Public Affairs

6/5/2014 - SCOTT AIR FORCE BASE, Ill.  -- In 1986 Airman Basic Bridget Lanier arrived at Royal Air Force Station Greenham Common, England, as one of only two females in the 501st Tactical Missile Maintenance Squadron Munitions Operations as a munitions supply clerk.

In 2006, she became the first African-American female chief master sergeant in the Equal Opportunity career field.

"Born a sharecropper's daughter in a small town in Georgia, getting indoor plumbing at the age of 10, and being a target of society's cultural insensitivities were humbling life experiences for me," said Lanier, who now works as the Air Mobility Command Human Relations and Workforce Diversity Branch chief.

Lanier, along with a group of command staff functionals, works on the AMC Diversity and Inclusion Working Group to support leaders in developing and maintaining a culture of dignity and respect that not only allows for each individual's voice to be heard, but encourages and rewards individuals to participate.

The group was created in response to Executive Order 13583, issued by President Obama in 2011, establishing a coordinated government-wide initiative to promote diversity and inclusion in the federal workforce.

"Diversity and inclusion are both important," said Lanier. "Diversity focuses on demographic representation in the workforce. Inclusion is achieved when every Airman - military and civilian - feels they are a valued member of the team."

The DIWG reviewed results of the 2013 Unit Climate Assessment Survey to determine whether all Airman have a similar sense of job satisfaction in the workplace.

"While many groups are having a positive experience in the workplace, it is important to understand the perspectives of all groups of people," said Lanier.

Diversity Champions were also appointed at every AMC installation and geographically separated wing to help commanders manage diversity and inclusion and outreach initiatives at the grass roots level.

"Regardless of your sexual orientation, disability, ethnicity or social status, you are important and can achieve whatever goal you set your mind and heart to accomplish," said Lanier.

"All airmen (officer, enlisted and civilians) strive to make a difference, contribute, and be heard. We treat each other with respect, mentor and care for each other along our careers, and each of us will feel like a valued Air Force team member, or, most importantly, part of the Air Force family," said Lt. Col. Maureen Robinson, AMC Diversity action officer.

Lanier concluded, "DIWG will continue to guide efforts in making AMC the premier command in creating and sustaining a high-performing workforce that embraces diversity and empowers Total Force personnel to achieve their full potential."

Leadership Lecture Series: Medal of Honor recipient shares story with SJ Airmen

by Airman 1st Class Shawna L. Keyes
4th Fighter Wing Public Affairs

6/5/2014 - SEYMOUR JOHNSON AIR FOCE BASE, NORTH CAROLINA  -- "Warrior is a word we often say in the military, but today that word holds a very special meaning," said Col. Jeannie Leavitt, 4th Fighter Wing commander as she introduced Walter "Joe" Marm Jr. to the stage.

"Our guest speaker embodies the very spirit of the warrior," she added. "A person who has shown great vigor and courage under duress; a true leader.

Marm, a retired U.S. Army colonel and Medal of Honor recipient, spoke to Team Seymour May 28, as part of the 4th Fighter Wing Commander's Leadership Lecture Series at Seymour Johnson Air Force Base, N.C.

The series began in April 2013, as a forum for Airmen to interact with and learn leadership skills from senior leaders and influential people in the military and community. In the past, the series featured guest speakers such as Leonard Hunter, a Tuskegee Airman, David Randall, a leadership professor, and Simon Sinek, a visionary thinker and innovational speaker.

Marm spoke to those in attendance about his combat experience during the Vietnam War and the circumstances that led him to receive the Medal of Honor, the military's highest decoration.

"It's very humbling to talk and listen to a recipient of the Medal of Honor," said Capt. Nick Jurewicz, 4th Fighter Wing executive officer. "Hearing his stories and the reflections of his past experiences in Vietnam first-hand, were really breathtaking."


He commissioned in the Army in 1965 and quickly found himself shipped out to Vietnam.

During his time in Vietnam, Marm, was assigned as a platoon leader in the 1st Cavalry Division. One day, his company was assigned to relieve a friendly unit surrounded by enemy forces.

Realizing the plight of his platoon, Marm deliberately exposed himself to heavy fire while ordering his unit to retreat.

"It was one of the first major battles of the Vietnam War," said Marm. "We went in with one battalion of 450 soldiers, and we were surrounded and out numbered. However, I was determined to make sure we left that fight with close to as many people as I arrived with."

Disregarding the intense fire directed at him, he hurled grenades into the enemy position. Although severely wounded, and armed with only one rifle, Marm continued his assault and killed the remainder of the enemy. The enemy assault would later be titled the Battle of la Drang. His selfless actions reduced the fire on his platoon, broke the enemy assault, and rallied his unit to continue accomplishing the mission.

"It was a pretty tough fire fight," said Marm. "We were out-numbered 3,000 to 450.

Marm was awarded the Medal of Honor, nearly 13 months later by then Secretary of the Army Stanley Resor.

During the lecture, Marm also characterized the theme of his displayed leadership as 'lead by example' mentality.

He encouraged Airmen to always act and present themselves as they would like those under their command to. He went on to mention how those around him influenced his accomplishments in Vietnam.

"I remember one of my superiors telling the soldiers under him that he would be the first one in and the last one out in a battle," Marm said. "I was in awe of how he devoted himself fully to his men. I later adopted that same type of leadership mentality. That way of thinking is probably what led to the actions I took on that day in Vietnam."

At the conclusion of the lecture, Leavitt presented Marm with a Team Seymour plaque. Airmen were also able to greet Marm and share their own personal stories with him.

"Meeting a Medal of Honor recipient is a rare occurrence," Jurewicz said. "This is probably a once in a lifetime event. I plan to take everything I learned today and apply it to my own leadership skills. It's not every day that you get an opportunity to learn from one of the best."

JBSA-Lackland hosts international enlisted leader summit

by Senior Airman Krystal Jeffers
502nd Air Base Wing Public Affairs

5/28/2014 - JOINT BASE SAN ANTONIO-LACKLAND, Texas  -- Chief Master Sgt. of the Air Force James Cody hosted an international senior enlisted leader summit May 13-16 at Joint Base San Antonio-Lackland.

Command chiefs and senior enlisted leaders from around the Air Force participated in the summit. They were joined by senior enlisted leaders from the air forces of 24 countries, many the equivalent of the chief master sergeant of the Air Force.

"Our Air Force, and the entire Department of Defense, has always recognized the value of our international partnerships," Cody said. "Over time those relationships have become increasingly more important and we've seen the impact in operations around the globe. We want to build on those partnerships. We want to develop them and use them to strengthen our team."

Gen. Robin Rand, commander of Air Education and Training Command, opened the summit by sharing his thoughts on the importance of the exchange. "It's how we support each other, whether it is humanitarian assistance or combat operations," Rand said. "It is how we preserve our freedom and take care of those in need. I think that one of the best things about (this summit) is the opportunity to exchange ideas and to learn from each other."

Both the senior leaders from the U.S. and allied countries echoed Rand's thoughts in regards to exchanging knowledge and experience.

"The more we get together to share ideas and learn from each other, the stronger the partnerships become and the greater we are as a combined force accomplishing common goals around the world," Cody said.

"I think we have a lot to learn from each other," said Warrant Officer of the Royal Australian Air Force Mark Pentreath. "I don't think any service or any country has it perfect. This summit is quite unique; bringing together people from Europe, Asia, and other parts of the world. We have very different cultures and training, but we all have the same goal and are very proud to be in (our respective) air force. We have the same love for our air force and country, the same pride."

Over the three-day summit, the group had the opportunity to observe practices and discuss in-depth and share their thoughts on a wide range of topics. During the opening comments, Rand shared his top priorities as the AETC commander: "the mission, the Airmen who do the mission, the families who support the Airmen, our core values which are fundamental to us, and our heritage which can inspire and enforce our core values."

Some of the other topics covered include how to care for military families as defense budgets are minimized, the U.S. Air Force core values and Airmen's Creed, recruiting, professional development, how basic military training instructors are adapting to changes in BMT and developing character in Airmen.

"The majority of the discussions focused on the professional development of our enlisted force," Cody said. "We talked about strategic international enlisted development, training and education and how you shape those core concepts to strengthen the force. We also talked about sexual assault prevention and resiliency, and we shared some of the challenges we face in our air forces and how we are working to eliminate those from the ranks.

"Every time you have these discussions there is information from other nations that you can pull out and consider adopting in our own approaches," Cody continued. "So, it all contributes to the growth of the enlisted force, both here and around the world."

The United Kingdom Royal Air Force, Royal Canadian Air Force, Royal New Zealand Air Force and U.S. Air Force each presented how they train, educate and develop their enlisted airmen. The presentations were followed by a question-and-answer session and discussions.

As part of the summit, the group toured both the old basic military training dormitories and the new Airman Training Complexes, the Basic Expeditionary Airman Skills Training site at the JBSA-Lackland Medina Annex, and the security forces technical school.

United Kingdom Master Aircrew Duncan Hide, North Atlantic Treaty Organization Air Command, said he enjoyed seeing how the U.S. does their training and seeing the difference from the old dormitories and the new ATCs. He noted that there were a lot of similarities between the U.S.'s eight-week BMT program and the U.K.'s 10-week training program; however, the biggest difference was the large scale on which the U.S. Air Force trains recruits.

During the tour of BMT facilities, the senior leaders had the opportunity to speak to trainees and observe a BMT graduation.

Pentreath said that one of his favorite parts of the summit was learning what recruits thought about the training. He could see that the trainees held great respect for their MTIs and how much they loved their air force, a feeling he shared for his own air force.

In addition to viewing how the U.S. Air Force recruits and trains Airmen, the summit also included visiting the Inter-American Air Forces Academy and the Defense Language Institute English Language Center, both of which trains foreign military members. IAAFA provides 34 courses taught in Spanish covering professional military development, aircraft maintenance, logistics and other similar training to members of the armed forces of the Americas and annually graduates 800 partner-nation students. The curriculum at DLIELC acculturates and trains international military personnel to communicate in English so they can instruct English language programs in their country. DLIELC annually graduates 2,800 students.

"JBSA is an ideal location for international exchanges," Cody said. "We have phenomenal organizations here in the IAAFA and the DLIELC, which provide a venue for different nations to come together and learn from and with each other in a common environment. There is also the benefit of what we do here in regards to our enlisted development. When you look at recruiting, training and education ... it all begins here. So, this is a great location and venue to see firsthand the way we develop our enlisted force, and use that a starting point as we discuss enlisted development on a global scale."

Developing leaders at Striker Stripe

by Airman 1st Class Joseph Raatz
Air Force Global Strike Command Public Affairs

5/22/2014 - BARKSDALE AIR FORCE BASE, La. -- A leadership conference geared toward developing some of Air Force Global Strike Command's most promising young noncommissioned officers concluded here May 15.

The annual five-day conference, known as Striker Stripe, gathers a select few of AFGSC's highly capable Staff Sergeants and Technical Sergeants from across the command to meet with senior leaders and to engage both with experienced professionals and with each other.

"The camaraderie between the best and brightest in AFGSC was one of my favorite things about the conference," said Staff Sgt. Brendan Brustad, noncommissioned-officer-in-charge of customer service and acquisitions for the 509th Medical Support Squadron at Whiteman AFB, Missouri. "Every evening a group of us got together and shared our experiences and advice. It was a great networking opportunity"

Over the course of five days, the 46 NCOs attended seminars led by speakers including Chief Master Sergeant of the Air Force James Cody, Command Sgt. Maj. Patrick Alston, senior enlisted leader for U.S. Strategic Command and Command Sgt. Maj. Robert Winzenried, senior enlisted leader for North American Aerospace Defense Command and U.S. Northern Command. These seminars covered subjects such as fiscal responsibility, education, suicide and sexual assault prevention and response, state of the command, social media techniques, leadership perspectives and professional development.

"I'm excited for you, because I think there are a lot of great opportunities ahead of you in your careers," Cody said. "It was a turbulent 2013, it is a turbulent 2014, it's going to be a turbulent 2015 and 2016; there's going to be some turbulence out there. But within that turbulence is a great opportunity for you to shape our Air Force. When we talk about innovation, that innovation is going to come from men and women just like you."

Conferences like Striker Stripe are designed to give Airmen tools that make them more efficient, which they then take back to their unit. This potentially benefits a much larger audience than those few who personally attended the conference.

"I'll be taking back the knowledge of the new EPR and Airmen feedback form," said Staff Sgt. Nickie Watson, a missile alert facility manager with the 490th Missile Squadron at Malmstrom AFB, Montana. "I'm excited to be able to let all of my NCO colleagues that I work with know about them and what to expect come January 1, 2015."

Attendee response to Striker Stripe has been overwhelmingly positive, and the command plans to continue program for the foreseeable future.

"It was beyond my expectations to meet many great leaders such as Chief Cody, the Chief Master Sergeant of The Air Force," Watson said. "I learned a lot of stuff about Air Force Global Strike Command which I didn't know that I will be telling everybody who I come in contact with at Malmstrom."

Being a leader is about empowerment

by Capt. Joe Ahlers

97th Air Mobility Wing Office of the Staff Judge Advocate

When you look up a few quotes on leadership, common themes develop: leaders are visionary. Leaders show the way and guide those underneath them to success. Leaders take the helm, they steer the ship and they set the example. For lack of a better word, leaders…lead.

But just as, if not more, important to developing as a leader is learning to empower subordinates to take on leadership roles of their own. As impressive as one person’s credentials may be, they cannot alone be the stone on which a successful organization is built. Successful leaders know this and they cultivate strong leadership skills among their followers by harnessing a vital but difficult to master personal skill: deference. Deference means showing respect or yielding to an idea, person, or organization not of one’s own. Deference is not easy; leaders must make tough decisions and supporting a subordinate’s ideas or methods is difficult when the leader knows that they will bear the responsibility if things go wrong. Yet, a leader who defers to their subordinates when appropriate will have followers who are more invested in their work, produce better results, and are more dedicated to the greater success of the organization.

leadership

Take for example two supervisors, Jack and Susan. Jack dictates exactly what each person in an office project will work on and how they should carry out their tasks; he spends significant time re-working memorandums from his subordinates to conform to his style of writing and carefully scrutinizes the most minor decisions within his organization. Jack’s employees know they are merely at work to fulfill Jack’s task listing and do not make efforts to go above and beyond as doing so has little payoff in Jack’s eyes.

Susan, on the other hand, provides her employees a framework for office tasks but gives them latitude to explore and develop their own solutions. Susan ensures work product is accurate and sets general guidelines but believes it is important that a subordinate’s work carry its own voice and not simply her style or way of doing things. Susan ultimately makes the final decision but her employees see that she genuinely considers their viewpoints and trusts them as professionals. Susan’s subordinates are more confident and enthusiastic in their daily work and take pride in ensuring they take charge of their job functions regardless of their prominence.

Deference in leadership is easily applicable in the military. Even tasks guided by layers of regulation provide opportunities for leeway in how to accomplish daily tasks. Effective leaders nurture leadership at every level and encourage subordinates to become the expert and take responsibility for their work. If a written memorandum is wrong, fix it, but leave some room for the subordinate to use their own style; supervisors can ensure work is in the proper form and promote an employee’s confidence by deferring to their personal style. Provide subordinates a framework for how to accomplish a task and see what they come up with; you might be surprised to see a new way of doing things and you’ll drive the employee to work harder to impress.

In many ways, we are all leaders; we have raised our hands to guide the defense of the nation in whatever way we’re asked. But in daily life, leadership is much more than managing a task or directing a project; it’s about promoting a environment in which those who follow you do so not because they have to but because they desperately want to impress you and improve your organization. A true leader knows that empowering the skills and abilities of those who follow them means promoting the ideas of not just themselves, but all individuals who make up a successful team.

What kind of leader are you? What’s your leadership style?

Diversity and force management go hand-in-hand

By Senior Airman Jamie Jaggers, Air Force Public Affairs Agency, Operating Location-P / Published May 21, 2014

WASHINGTON (AFNS) -- Force management and diversity were the two main talking points for Lt. Gen. Sam Cox, the deputy chief of staff for manpower, personnel and services, during his presentation at the Air Force Association monthly breakfast May 15th.

“We’re going to see a force size that’s about the same as when we became a separate service in 1947,” Cox said. “So, by fiscal year 2015, it’s 310,900 active-duty personnel.”

He explained the basic force management programs for volunteer separation and early retirement currently underway, highlighting the fact recruiting is being impacted only by 4 percent.

“Back in 2005, we cut accessions by 39 percent, and we realized that was not a good thing to do,” Cox explained. “We don’t want to do that again, so that’s why we limited this. It’s a measured approach, so we don’t have this huge bathtub that goes through the entire system.”

Cox noted the impact for recruiting will increase to a total of 14 percent by fiscal 2015, and spoke about the involuntary separations that could be on the way.

“We guarantee we’re going to give everybody six months notification before an involuntary separation board of any kind, and at the time of the decision, four months before you leave the Air Force,” Cox said.

In a discussion on diversity, Cox presented ideas for how the Air Force can continue to attract and retain a wide array of Airmen.

“Let’s give money to a wing commander, and let them reach out to a local high school or community that has science, technology, engineering, and math in their curriculum," Cox said. "Bring them out to the Air Force base; get them in a simulator; take them out on the flight line; give them a box lunch; charter a bus to bring them out there; bring their parents. Because if we get the diversity of this nation brought into the Air Force, that’s how we’ll succeed.”

Cox took note that many Airmen leave the force in order to grow their families, and made a notable suggestion for a retention program.

“Why don’t we have a program that allows, in some cases, to be able to separate from the Air Force for a short period of time to tend to family, professional, or other personal needs, then come back in?" Cox said.

Cox briefly explained the career intermission pilot program, which will test a group of Airmen who will be released from active duty to the individual ready reserve for three years, and come back on active duty, with their time in service uninterrupted.

“It’s going to be a selective board based on quality, it’s not just anybody; we want people who have high potential to be able to do that program,” Cox Said.

Cox’s presentation brought the worlds of force management and diversity into one scope; while the Air Force continues to down size, the recruitment and retention of high quality Airmen is of equal importance.

23rd AMU superintendent embodies culture of excellence

by Airman 1st Class Sahara L. Fales
Minot Air Force Base Public Affairs

5/13/2014 - MINOT AIR FORCE BASE, N.D. -- The superintendent for the 23rd Aircraft Maintenance Unit was recently awarded the Lieutenant General Leo Marquez award for superior service in maintenance at Minot Air Force Base, April 8, 2014.

Senior Master Sgt. Michael B. Moser competed against Airmen from each major command. Earning this Air Force-level award was a surprising win for the Tucson, Ariz., native, he said.

"I covered all aspects of training for 580 Airmen, noncommissioned officers and senior noncommissioned officers under seven different career fields," Moser said.

To achieve success, Moser sought guidance from role models in ranks above him early in his career. He based his mentoring style and leadership techniques off what he learned.

"I've always found someone a couple moves ahead of me and looked at what I could do to make myself better," Moser said.

Although his management skills contributed to winning the award, the key to success was the Airmen that work under him, he said.

"To see an award like this given to me is really an award for the men and women of this unit," Moser said. "I know the effort they put out is world class."

The Airmen in his squadron are the ones who "perform miracles on a daily basis," he said. Their dedication to the mission and diligent work ethic reflected his leadership strengths and overall management skills.

"Keeping planes in the air, delivering weapons, supporting the continuous bomber presence, and deployments, are just a few of the tasks that the Airmen accomplish year-round," Moser said. "The respect and dedication I have to the men and women of this unit is so great."

Moser was able to lead his Airmen through 194 evaluations with a 93 percent pass rate in addition to leading 126 Airmen to produce 57 out of 58 sorties at 10 percent above standard.

"I don't know how they do it," said Moser. "They are the toughest young men and women in the world."

He was also able to execute the 5th Bomb Wing 2013 flying hour program with 1,042 flights and 5,624 flying hours.

"Sergeant Moser has the respect of the unit, not only amongst the Airmen who work for him, but the peers that work alongside him," said Senior Master Sgt. Bradley Sufka, 69th AMU aircraft section superintendent. "He truly walks the walk and talks the talk."