Second Survey on Enlisted Leadership Courses Open for Fleet Feedback

By Susan D. Henson, Center for Personal and Professional Development Public Affairs

VIRGINIA BEACH, Va. (NNS) -- Sailors who have not yet submitted their opinions or ideas for improving leadership training of petty officers have a second chance to do so beginning Oct. 6.

The Center for Personal and Professional Development (CPPD) is conducting the Enlisted Leadership Requirements Review (ELRR) project, which is a fleet-wide review of petty officer selectee leadership courses. The project's purpose is to assess the current courses' value and effectiveness, according to Don Squibb, outcome and assessment manager for CPPD's Requirements Directorate and the project's leader. CPPD is the curriculum control authority for the courses.

The ELRR project consists of focus groups and online surveys.

"The ELRR project has been underway since Aug. 11, when a facilitator team visited Groton, Connecticut, to conduct focus groups with Sailors based there. More than 85 focus groups have been completed in numerous fleet concentration areas, during which we've gathered input from almost 800 fleet Sailors in paygrades E-4 through E-6," said Squibb.

"We also launched the first online survey Sept. 8, which asks for input on how much time Sailors spent on technical, management, and leadership tasking," he said. "So far, more than 1,000 Sailors from every paygrade from E-1 to O-6 have responded. That's a great response for a voluntary survey."

The second survey opened Oct. 6, and its 20 questions focus on the leadership skills and behaviors seen in and used by superior enlisted leaders. Survey respondents are asked to rank the importance and value of key leadership competencies.

"A good number of respondents - between 500 and 750 - should give us a good sample of assessments on all 120 leadership competencies being evaluated," said Squibb.

The online surveys are open to E-1 through O-6 Active or Reserve component Sailors. All feedback will remain anonymous. Narrative comments will be aggregated and quantified for analysis, which CPPD will use to develop course revision recommendations.

"So far the project has exceeded our expectations for quantity and quality of fleet participation, which is an indication of the importance of this training to Sailors," CPPD Commanding Officer, Capt. Ferdinand Reid said. "We're receiving high-quality data that will enable CPPD to build recommendations based on real-time fleet feedback for revisions to existing enlisted leadership training courses. This, in turn, will help CPPD enable Sailors to maximize their leadership potential and meet any mission."

When leaders earn their keep

By Col. Sean McKenna, Air Education and Training Command, Director of Public Affairs

Published September 22, 2014

JOINT BASE SAN ANTONIO-RANDOLPH, Texas (AFNS) -- It's no secret that a key to being a good leader, military or otherwise, is taking care of your people. I strongly believe Airmen aren't able to perform at their peak if their personal lives are in disarray. Whether financial woes, marital issues, illnesses or other troubles, it's tough to be at your best when life throws you a nasty curveball.

For leaders, the challenging times their Airmen face present golden opportunities to rise up and make lasting impacts. While it's relatively simple to care for people when things are good, it's those rare tough times when leaders truly earn their keep.

A few years back I was scheduled to travel from Colorado to Los Angeles for an Inspector General inspection, departing on a Sunday and returning the following weekend. However, the Saturday morning before my flight, my healthy 3-year-old daughter suffered a massive grand mal seizure while watching TV on our couch. The frightening incident required an immediate paramedic response, followed by a frantic ambulance trip to the nearest emergency room. Once our daughter was stabilized and out of immediate danger, my first phone call from the hospital was to my boss, a colonel.

I relayed to him what had happened and told him that doctors were considering keeping our daughter in the hospital overnight. I asked if he would consider approving a delay in my IG trip so I could stay with my family through the ordeal. Without hesitation, the colonel said my whole focus needed to be on my family, not to worry about the Temporary Duty , and he would notify my alternate that she would go on the inspection in my place. Immediately, I felt a ton of weight lifted off my shoulders.

Ninety minutes later, as my wife and I waited nervously in the ER receiving updates on our daughter's condition, my boss and his wife entered the room, wanting nothing more than to make sure our family was okay. I hadn't asked for them to come; didn't even think of it to be quite honest. He just knew instinctively, as a leader, this was the right thing to do. They had even had stopped off at the local Disney store and purchased a stuffed 'Tigger' animal so that our daughter would have something familiar to bring her comfort. My wife and I were floored by their kindness and generosity during our darkest hour.

I've never forgotten that day, first because of my daughter's life-threatening emergency [Note: she's now a healthy 14-year-old and still cherishes the Tigger ] and, just as much, because of my boss' selfless compassion. I learned a valuable lesson in leadership that day, one I know has made me a better leader. Several times since, I've drawn on his wonderful example of service before self to care for Airmen and their families. So next time life throws one of your Airmen a curve, step up with confidence and hit a homerun.

The mark of a leader: Aviano discusses 'servant leadership'

by Staff Sgt. Jessica Hines
31st Fighter Wing Public Affairs

9/18/2014 - AVIANO AIR BASE, Italy -- Commanders, officers, chiefs and first sergeants came together for a leadership development seminar, Sept. 15, as part of a 3-hour lecture on servant leadership.

Taught by internationally recognized author, James Hunter, the seminar focused on practices and principles that encompass what it means to lead by the "neck up."

"The whole challenge of leadership is if you can get people from the neck up; can you get the hearts, minds, spirits, creativity and excellence of those around you," said Hunter. "That's what leadership is all about, if you can develop the skill to inspire and influence people to excellence."

With 35 years of experience, Hunter claims that his work is nothing new in the leadership department, but rather a tried and true model of a successful unit; whether it's a member's family, community or work environment.

"The principles of servant leadership are self-evident. This stuff has been around for centuries, everybody agrees with it," he said. "I'm not here to instruct you, I'm here to remind you.

"Everything you need to know, you already know," he explained to the full room Aviano's leadership team.

Hunter gave examples of how servant leaders influence the world around them by using their authority to inspire, rather than their power to order.

According to Hunter, historical figures such as Martin Luther King Jr., Mahatma Gandhi and Mother Teresa epitomized servant leadership by exercising their authority and relationships they worked to build with those around them. 

"Authority is built on service and sacrifice," he explained.

While some may point to differences between servant leadership and the rigid structure of the military chain of command, Hunter has delivered speeches to various military branches and units with much success.

Wanting to bring Hunter's expertise to a new era of Aviano leadership, Brig. Gen. Barre Seguin, 31st Fighter Wing commander, invited the leadership-guru to expand upon the principle of servant leadership to the wing's most senior personnel.

"I feel that it is my highest calling to ensure that I provide leadership development for those that are entrusted to my care," said Seguin, who's taken a hand-on approach to mentorship, just four months since taking command.

"This is the first of a series of leadership development sessions that I plan to do with this team," he added. "We're all here together so we can provide each other with mutual support to improve our own leadership skills, to the benefit of those we're entrusted to develop and care."

Of all Hunter's philosophies on servant leadership, he claims that the true mark of a leader is the ability to leave a group or community better than before and that people shouldn't wait for the opportunity to lead.

"Servant leadership is about being a servant right where you are," he said. "And then when you get to be the leader - you're ready; because once you're a leader, then it gets revealed who you really are."

GW Sailor Recieves Lt. Cmdr Regina P. Mills Leadership Award

By Mass Communication Specialist 3rd Class Beverly J. Lesonik, USS George Washington Public Affairs

YOKOSUKA, Japan (NNS) -- A Sailor assigned to the U.S. Navy's forward-deployed aircraft carrier USS George Washington (CVN 73) was awarded the 2014 Lt. Cmdr. Regina P. Mills Leadership Award, Aug. 10.

The Aviation Boatswain's Mate Association recognized Aviation Boatswain's Mate (Handling) 2nd Class Brian Haynes, from Walterboro, South Carolina, as one of this year's recipient.

Since 2012, the award is presented annually to aviation boatswain's mates in honor of the first female aviation handler, who died when she was hit by a truck while assisting a state trooper with a motorcycle accident. Two junior enlisted aviation boatswain's mates are chosen annually, each from the Pacific and Atlantic fleets.

"The winners are chosen from among all of the Navy's second and third class petty officers who work as aviation boatswain's mates (handling, fueling and equipment)," said Haynes, a 2008 graduate of Colleton County High School.

The Mills award was created by the Aviation Boatswain's Mates Association (ABMA) in honor of Lt. Cmdr Mills and to recognize Sailors who show exemplary leadership.

Haynes was nominated by his chain of command based upon his record of sustained superior performance. According to his award package, Haynes' impeccable military bearing, demeanor, technical expertise and deckplate leadership have warranted his nomination from a field of exceptionally qualified candidates.

His chain of command also stated that Haynes is a hard working and extremely reliable Sailor whose attitude and willingness to perform tasks sets the standard for his peers to emulate.

"I just advise other Sailors to never quit," said Haynes. "Even when you feel like you are working hard and the work is unnoticed, you should keep going. Just make it through the tough times and know that someone is always watching. You might not get a 'good job' or a pat on the back right then and there, but you don't know what is brewing for you in the future."

George Washington and its embarked air wing, Carrier Air Wing 5, provide a combat ready force that protects and defends the collective maritime interests of the U.S. and its allies and partners in the Indo-Asia-Pacific region.