Teen Leadership Council application deadline is Nov. 22

11/7/2013 - AIR FORCE PERSONNEL CENTER, Texas -- The Air Force Reserve is looking for motivated ninth- through 11th-graders to serve on its Teen Leadership Council. The TLC is a national group of youngsters selected to help give Air Force Reserve teens a voice in matters that affect them.

Deadline to submit applications for this year's program is Nov. 22.

"The TLC provides a youth perspective in the planning, implementation and evaluation of AFR youth programs," said Penny Dale, youth specialist at the Air Force Personnel Center in San Antonio.

"Council members also identify issues that affect AFR youth, and develop effective strategies and implement solutions to address these issues; speak on behalf of AFR youth at selected functions and programs; and provide leadership at AFR youth programs."

TLC members are required to:
· Attend the Air Force Reserve TLC retreat (expenses paid) Jan. 2-5 in San Antonio.
· Participate in regularly scheduled conference calls and discussions.
· Lead/assist with child and youth programs at AFRC Yellow Ribbon events.
· Identify and accomplish at least one TLC goal/project per year to strengthen AFR youth programs.

The Air Force Child and Youth Programs office is currently accepting TLC applications. Members will be selected to serve either a one- or two-year term based on their age and year in school at the time of selection.

Completed applications and a letter of recommendation should be sent to penny.dale@us.af.mil by Nov. 22.

For more information, call at DSN 969-7251 or commercial 210-395-7251.

14th AF Airman committed to mentoring local youth

by Maj. Larry van der Oord
14th Air Force Public Affairs

10/23/2013 - VANDENBERG AIR FORCE BASE, Calif.  -- Whether it's working with kids at the YMCA of Santa Maria, Calif., volunteering at local schools or mentoring at-risk adolescents at juvenile hall, Master Sgt. Jim Desgrange is committed to making a difference in the lives of his community's youth.

Desgrange currently serves as non commissioned officer in charge within the requirements branch of the 14th Air Force communications directorate here at Vandenberg Air Force Base, Calif. During the course of his assignment, he has immersed himself into a number of programs aimed at counseling young people in the area.

Early in his time at 14th AF, Desgrange forged a relationship with Krista Delia who works as the lead volunteer coordinator for the Santa Maria YMCA. Delia quickly introduced him to a number of opportunities where he could get involved in the community.

"These programs are a great way to reach young guys and girls and let them know what options they have available before they find it's too late to make certain choices," said Desgrange.

In his work at the Santa Maria Juvenile Hall, Desgrange volunteers his time to a program that helps redirect the lives of young people who have found themselves in a bad way. He counsels kids on life-changing choices and presents the Air Force, among other avenues, as a potential career path for their future.

"We talk about careers in the Air Force, as well as the other choices that are out there around the time people consider joining the military," said Desgrange. "We try to help them understand that their lives are up to them, and that life is dependent upon the choices you make - both good and bad."

Oddly enough, Desgrange enjoys when he hears from corrections officers at the Santa Maria Juvenile Hall about the kids that do not come back to the program. That means those individuals are not repeat offenders. Officers attribute many of those cases to the impact of mentorship from Desgrange and the "Air Force crew" brought in to speak to the group.

"The uniform helps grab their attention," said Desgrange. "I have heard of at least four kids actively seeking out a military recruiter. So I will call that a win."

Desgrange also volunteers at at local high school and junior high career days focused on providing advice and skills for job searches, interviewing and resume writing.

"The school career days are great because I'm able to talk with students looking for jobs and careers right out of high school," he said. "In addition to sharing my personal experience about choosing the Air Force as a career, I am able to listen to their questions and offer input on whatever path they may be considering."

Desgrange's volunteer work has been highlighted multiple times in the Santa Maria YMCA's monthly newsletter, and he is continually grateful for the chance to serve his community.

"I get to talk with people from all different walks of life, listen to their thoughts on the world and hear what they think of the future," he said. "Sometimes it's funny, and other times it can be a dose of reality. But, I find every event to be inspiring. Each one fuels me to keep seeking out the next opportunity to get involved."

In addition to his daily duties managing all communication related projects across the unit, Desgrange is very active around the base. He has taught three NCO professional enhancement courses, served as the 14th AF lead for the 2012 Combined Federal Campaign and is an instructor for the hard core fitness class at Vandenberg AFB Fitness Center.

His efforts have not gone unnoticed by 14th AF leadership.

"Jim is one of those rare Airmen that not only excels in his professional endeavors, but also sets a shining example for how to live out the Air Force Core Values in all aspects of his life," said Col. Scott Merrell, 14th AF director of logistics, communications, and security. "His continued work with the base and local community, in particular, are what I think of when I hear the phrase, "service before self," and it is also why I tend to think of Jim as a consummate servant leader."

JBPHH Senior NCO excels during U.S. Marines Corps leadership course

by Tech. Sgt. Jerome S. Tayborn
15th Wing Public Affairs

10/15/2013 - JOINT BASE PEARL HARBOR-HICKAM, Hawaii -- Master Sgt. Ricardo Russo, Pacific Air Forces medical operations manager, was recently recognized as the distinguished graduate for his standout performance at the U.S. Marine Corps Staff Non-Commissioned Officer Academy at Camp Pendleton, Calif.

According Maj. Cynthia McGee, 15th Medical Logistics Flight commander, Russo's success at the academy was no surprise as he was hand-selected for the academy by his unit, wing, major command and the chief master sergeant of the Air Force.

"Master Sgt. Russo is an exceptional flight chief, known for mastering multi-tasking," she said. "I'd often ask, 'how are you the point of contact for so many high-visibility projects and events while meeting all of our day-to-operations?' His response was, 'it's easy, Ma'am.' I was very happy that he was recognized as the distinguished graduate, but I wasn't surprised. That's MSgt Russo's style...all-in 100 percent regardless! Russo is the type of leader that's going places and taking everyone in his sphere of influence with him."

However, according to Russo, attending the Marine Corps SNCO academy as the only Air Force member did come with a unique set of challenges.

"I was ready for it, as I expected some good natured ribbing, but it really was a great experience," he said. "However, I wanted to blend in (though it was really hard to do), and I received no special favors or cut any corners. When it came to the training, whatever they did, I wanted to do, and up to a point, I felt I tried harder because I knew I was representing the Air Force. I think that effort showed and they appreciated it and they welcomed me faster and smoother than I expected."

To that end, one of Russo's most memorable moments during the course came when he completed the grueling physical race in his personal best time.

"The trail is known as 'baby tears' because of what it reduces a grown person to, and it is quite challenging," he said. "I like the fact that physical fitness was a big component of the course. It's a big part of what we do as far as readiness, and the instructors teach us to lead from the front, so we were definitely challenged physically throughout the seven weeks of school."

In addition to physical fitness, the course also provided plenty leadership development.

"Oddly enough, their approach to leadership is fairly close to the way I have done so--straightforward and professional," said Russo.

Though the class was among the stand-out experiences of his career, Russo said there was one disadvantage to attending another services academy.

"The only drawback to this class is that I didn't make the relationships we tend to form with our peers throughout these types of courses. Those relationships are usually helpful and easily maintained as we would see each other again either here on base, at another base, deployment or TDY. So in that aspect, I do feel like I missed out on that by not attending Air Force SNCOA," said Russo. "But with that being said, it was one of the highlights of my career and I would do it again in a heartbeat."

Russo said attending the Marine Corps academy was an eye-opening experience any NCO given the chance should welcome.

"Getting the opportunity to spend time with a sister service and literally see how they live, learn, operate and come to decisions was a wonderful experience for me that all my peers should be interested in," he said. "Whether it's this academy or other sister service academies, do not let the chance pass you by--apply!"

AF civilian sheds 91 pounds to lead by example

By By Staff Sgt. David Salanitri, Air Force Public Affairs Agency, Operating Location - Pentagon

WASHINGTON (AFNS) -- During the past six months, an Air Force civilian has lost 91 pounds and 12 inches from his waist in order to lead his Airmen by example. 

 

Heath Johnson serves as the chief of the Air Force Organization Division in the Pentagon where his team develops the service’s organization policy.  

Johnson has been running this division since Feb. 25; the same day he started his goal to lose weight and improve his health through diet and exercise.

“Looking back, I cannot believe it took me this long to come to my senses,” said Johnson, who’s been working for the Air Force for more than 15 years.  “I would leave for a meeting early, so I could catch my breath and ‘towel off’ before the meeting started.  I could not keep up a conversation on my way to a meeting.  That is pretty bad.”

Though Johnson understood physical fitness, it took him a while to realize the importance of a solid, healthy diet.

“I tried to lose weight right before I got married.  I worked out with a personal trainer, but I didn't address the other side of the equation: diet,” said Johnson, whose brother is an Air Force master sergeant. “I continued to eat junk and rationalize it by saying ‘I'll burn it off in the evening.’  It didn't work.  I put on another 30 pounds after the wedding.  I stopped seeing the personal trainer, but didn't stop seeing Popeye's. Big mistake.”

 Before Johnson lost the weight, his blood pressure was approaching pre-hypertension, and his cholesterol was high as well, he said. While both issues are common reasons to lose weight, Johnson brought up the non-physical issues that motivated him.

“I turn 40 next year, and weight loss won't get any easier,” he said.  “But, beyond the health reasons, I really just got tired of being so big.  I hated flying because I knew I was invading the personal space of the person sitting next to me -- likewise with going to the theater.  I could not get comfortable in the seats, so I had enough.”

 As a leader working in the Air Force, Johnson wants to lead by example.

“As a leader and a manager in this organization, I have to set an example and represent the Air Force in a positive light,” he said.  “When I go TDY and represent the organization, I don't want them to remember the fat guy from the Pentagon.  I want them to focus and remember the message.  I think being fit adds a measure of credibility.”  

 Being exposed to the Air Force way of life for the past 15 years has resonated with Johnson. The wingman concept has played a huge role, he said, in keeping him on track and accountable for what he eats and for his workouts.  “I could not keep focus without a wingman ... that wingman happens to be my wife,” he said.  “She has been helping me every step of the way.  From making healthy lunches and dinners, to smacking me around when I'm jonesing for a cheeseburger.  She keeps me honest.”

Johnson’s example is one that senior leaders feel can be followed, and should be followed, by many.

“Many of our civilians have similar stressors and demands placed on them as our uniformed personnel,” said Brig. Gen. Richard Murphy, director of Manpower, Organization and Resources.  

 “Being physically fit as well as mentally fit is just as important for our civilian work force to ensure mission success.  Heath's example of realizing he needed to make a change, and then achieving his goals, is a great example for our civilian work force.  You don't have to be uniformed personnel to maintain good fitness.”
Apparently it’s working. Today, his blood pressure is in the normal range, and he has dropped more than 50 points in cholesterol.
“I also feel better about myself.  That's a good thing too,” Johnson said.
In addition to feeling better and being healthier, Johnson enjoys he can now find more clothes in his size.
“I enjoy being able to find clothes that fit,” he said.  “I went from a snug 48-inch waist to a 36-inch waist.  I might lose another size before I'm done, but no worries.  I'm sure I'll find plenty of pants in 34, too.”
Johnson gave his advice on how others can lose weight successfully.
“It's tough.  Changing your life isn't easy, and I most certainly could not have done it alone,” Johnson said.  “You have to have a partner.  You need someone to give you the encouragement and a kick in the butt.  The only easy day was yesterday.  However, it is so worth it.” 

Leadership lesson: My biggest mistake as an NCO

By Command Chief Master Sgt. David Duncan, 319th Air Base Wing

 GRAND FORKS AIR FORCE BASE, N.D. (AFNS) -- What was the most important leadership lesson you learned during your career? This question has been asked of me quite a few times as I get the awesome opportunity to speak with our Airmen around base. I have been asked this question from such groups as the First-Term Airmen Center, Airmen Leadership School and the Senior NCO Induction class this past July. I think they are expecting me to come up with some incredible quote or leadership principle from one of a hundred authors we have the chance to read during our times in profession military education. When answering this question, I usually set people back a little by telling the story of what I think was my biggest mistake as a young NCO.

Back in 1990, when I was a brand new staff sergeant, I thought the world revolved around me. Up to that point, I had been named the Squadron Airman of the Year, I was promoted to senior airman below-the-zone and had made staff sergeant in the second cycle of my first year eligible. Anyone with such an impressive resume was all that and a box of chocolates. I fell into the trap of believing my own press.

One day, a young airman 1st class who worked on my engine crew came to work with a very strong body odor. Everyone on my crew was complaining to me about this situation.

Being the straight forward person I am, I sat him down and discussed this issue with him. My intent was to straighten this Airman out and make things right. It turned out the neighborhood he, his wife and four-month old daughter were living in was being torn down to allow for the construction of a new highway overpass just outside of the base. Theirs was actually the last house being occupied in this particular area. As a result, they had no electricity and no water. He had a house to move into in base housing, but wasn't able to get the key for another two weeks. However, he and his wife came from very poor families deep in the woods of Louisiana and they were quite content to "camp" for a few weeks until they could move to their new house.

I quickly realized just how bad I was at this whole leadership thing. Not only was I unaware of where my Airman even lived, I was unaware of this entire situation until this very discussion. In short, I failed my Airman and his family in a very big way. To make matters even worse, I was still selfishly only interested in taking care of his body odor condition only, mainly because I couldn't see the bigger picture that was put before me. I am embarrassed to admit all I could come up with was that he and his family begin using the fitness center for taking showers. There, problem solved.

When I let my supervisor, Tech. Sgt. Miller, know of my "brilliant" solution to this problem, he said something that sticks with me to this very day.

He said, "Staff Sgt. Duncan, that is the most stupid thing I ever heard come out of our mouth and you did not earn your pay today."

Then he quickly proceeded to ask me some very basic questions concerning their ability to do laundry, wash dishes, provide healthy food, and even baby formula for their new daughter. I remember we had a very long and informative discussion about helping agencies and how it was my job as an NCO to know them and know how to use them. He was very disappointed in my performance that day. Long story short, Tech. Sgt. Miller, my Airman and I walked out of the housing office less than one hour later with a set of keys to his new house and the rest of my crew and I moved his family into their new house by the end of the day.

So the most important leadership lesson I ever learned in my career is very simple. Being an NCO or Leader is not about you. Rather, it is about everyone one around you. Surely, it is about the Airmen and their families who the Air Force trusts you to care for. It is not about having the right answer all the time. But it is about being smart enough and humble enough to admit that you don't know the right answer and you might be in over your head. It is about having situational awareness and knowing you have resources and helping agencies all around you which are available to assist you in taking care of your people.

To be an effective leader one must know their people. A leader knows not just where their people live, but under what conditions they (and their families) are living. A leader is not concerned with building their resume. They are concerned with developing their subordinates to become the best Airmen our Air Force deserves. Where are your Airmen in terms of Career Development Courses, their Community College of the Air Force degree, physical fitness? How is your Airman's family doing? What is their spouse's name? What about the names of their children? What school does your Airman, their spouse, their children attend? How are their parents doing? What about their brother who has been sick lately, how is he doing?

The word sergeant means servant. NCOs are expected to serve the sons, daughters, nieces and nephews of our country. Those very moms, dads, aunts and uncles send their most precious gifts to us and expect us to be good stewards of these gifts. Be the good sergeant they expect you to be.

In the end, this Airman thanked me for taking care of his family and for the lesson I taught him about taking care of people. Tech. Sgt. Miller is the one who deserved all the credit for the final outcome of this situation. Truth be known, I should have been thanking both my Airman and my supervisor for the lesson they taught me that day -- a lesson, which has stuck with me for the rest of my career.

Laughlin CES takes hands-on approach to teaching

by Senior Airman John D. Partlow
47th Flying Training Wing Public Affairs

9/16/2013 - LAUGHLIN AIR FORCE BASE, Texas -- With present uncertainties around the world, chemical, biological, radiological and nuclear warfare could become a very real possibility for airmen deploying downrange.

Since one of Laughlin's missions is to deploy mission-ready airmen, service members here must be trained properly to perform in these environments. The men and women at the 47th Civil Engineer Squadron Readiness and Emergency Management team are here to do just that.

The central focus of the team is to instruct Laughlin deployers on CBRN safety and procedures for deployments.

"The class covers key CBRN skills members will need to know if our enemies ever use chemical weapons," said Rob Lindt, 47th CES REM chief. "There's a hands-on portion so the members know exactly how to use their equipment, and they even enter a chamber filled with tear gas to strengthen their confidence."

Along with entering a tear gas chamber, members also are instructed on post-action response team procedures, how to properly inspect their equipment, different emergency alarm conditions and more. Most of that training is also hands-on.

For Master Sgt. Carl James, 47th Medical Group and 47th Flying Training Wing Wing Staff Agencies first sergeant, the hands-on portion put the class on a new level.

"Using the equipment and being outside during most of the training beats having to use a computer-based training program," said James. "It definitely gave the experience a sense of realism."

Realism is key to the training due to the risks each service member faces when deploying.
"There's still that potential that we may need to know how to protect ourselves from a chemical attack," said Staff Sgt. Heidi Williams, 47th CES emergency management NCO in charge and training instructor. "It's important for us to stay proficient in these skills."

While the class taught important information to Team XL members, the main goal of the course is to prepare them for their downrange mission.

"The CBRN class definitely helped prepare me for my deployment," said James. "If something were to happen, I'd know what to do."

Niagara hosts exercise leader course

by Staff Sgt. Stephanie Clark
914th Airlift Wing Public Affairs

9/13/2013 - NIAGARA FALLS AIR RESERVE STATION, N.Y. -- Force Support Squadron members from the 914th and 107th Airlift Wings and the 445th Airlift Wing, Wright-Patterson Air Force Base, Ohio, participated in a Cooper Institute Military and First Responder Exercise Leader Course here, Sept. 9-12.

The course is designed to improve physical fitness and introduce new methods and concepts for exercise and conditioning. The classes were led by Cooper Institute exercise experts Tonya Gutch, M.S. and Steve Farrell, Ph.D.

Over the four-day course, members received classroom instruction as well as hands-on exercises. A large aspect of the sustainment flight portion of FSS is exercise instruction. This class helps members learn how to lead training by outlining proper procedures for running and circuit training.

"I think that this course has elevated our knowledge about health and wellness and reinforced that maintaining fitness can be effective and fun," said Senior Master Sgt. Michael Roach, Sustainment Services Flight superintendent.

By hosting the course at Niagara, the unit saved money and thus was able to provide instruction for a larger group. "We were able to train more people and get more accomplished for a fraction of the cost," said Maj. Kenneth Enser, 914th Force Support Squadron commander.

Attitude key to overcoming adversity

by Master Sgt. Joshua Potts
56th Component Maintenance Squadron

9/13/2013 - LUKE AIR FORCE BASE, Ariz. -- Imagine you're a 36-year-old technical sergeant at the top of your game in aircraft maintenance. The year is 2000, and you're at Kadena Air Base, Japan, taking care of business on F-15s. A competitive professional with high standards, you get things done. Whenever the need arises, you voluntarily work long hours in order to stay on top. Aside from being a little tight-wound, you are an athlete, volunteer coach and you feel that you are in top shape.

You awake one morning with a sore throat, so you decide to head off illness by going to sick call. The doctor sends you back to work with the usual cocktail of cold remedies, but the very next morning the pain is unusually high. You are also alarmed to find it's increasingly difficult to breathe or swallow ... something is wrong. Back to sick call, but this time the doctor orders imaging. You have no idea of the gravity these images would impose on your life.

A tumor grows along the inside of your jawbone, into your throat and obstructs your airway. With a diminishing ability to breathe, you're immediately evacuated to the U.S. on a medically staffed priority flight. As you stare out the window of your aircraft, you contemplate this dark, new reality. Within 48 hours, a sore throat has become a matter of life and death. What is happening? The kind and attentive staff consists of no one you know personally, and you find yourself wishing it did. You are not ready to die.

This story belongs to one of Luke's own, retired Senior Master Sgt. John Acosta. Known today as "Danny" among colleagues and customers, his service continues as Luke Air Force Base Bryant Fitness Center's supervisory sports specialist.

"Once hospitalized at Tripler (Army Medical Center in Honolulu,) I had to wait on test results, which would determine whether or not it was cancerous," Acosta said. "They were also considering surgical options. I was very nervous, but keeping it together."

As is standard procedure, his mother and brother were notified and flown in. With his family at his side, he soon learned the tumor was noncancerous but the proposed 18-hour surgical removal would place him at a 50-percent risk of death. Subsequently, he was asked to place his legal affairs in order just in case.

The procedure was successful, but not without cost. It required removal and replacement of much of his jaw, and there was significant nerve damage to the affected region. His mouth was wired closed and his facial gesturing was compromised so that his only means of communicating was writing on a board they'd given him. With pressing obligations at home, the time came for his family's departure. Acosta was left for several months to recover on his own. When speaking of his experience, he does so with warmth, his usual smile and a playful sense of humor.

"I was as ugly as you ... well, almost," he would tease.

But, when his family left, that's when things became a little dark, he said.

"I couldn't speak, and I had a lot to complain about," Acosta said. "I was in pain, and there was this disfigured image in my mirror. The staff got after me about staying in my room too much. They wanted me to get up and walk around, but my head was swollen to the size of a basketball. It looked like a float in a Thanksgiving Day Parade. I didn't like the way I looked, and I knew people would stare, so I couldn't bring myself to leave the room."

He was becoming lonely with such a long stay, but friends and coworkers sent letters from Japan, which raised his spirits each time he opened one. Eventually, he gave in to the staff's encouragements and began walks around the hospital. Onlookers turned out to be nothing he couldn't endure after all. Once they removed the bracing from his jaw, the long road to rehabilitation began. A combination of atrophy, stiffness and nerve damage meant that Acosta had to learn to speak again.

"When I went on those walks, I met people in much worse shape than me," he said. "That put things into proper perspective. I knew there was an uphill battle ahead, but at least I had a battle, one I was determined to win. I was not going to die of cancer; I'd made it through surgery, and I had a family and friends who loved me. I still couldn't speak but was beginning to figure it out."

Acosta weighed 165 pounds his first day at sick call. Upon his return to Japan, he was a scant 130. The friends and coworkers who'd sent him letters were awaiting his return at the airport, but due to his change in stature and residual swelling they did not recognize him. He made a joke of it and walked anonymously by without saying anything, only to return to surprise them. Though he was in a good state of humor, his change in appearance brought tears to many eyes.

Now, 13 years later he says at the time he felt he needed to be strong for his friends and family.

"They were already upset about my condition, so why make it worse," he said "Besides, I've spent most of my life on winning teams. Sports coaches and Air Force leaders from my past continue to steer me into a path of success, as I myself now try to steer others. I'm no less given to complaining than anyone else, but I think the desire to succeed is something that's carried me away from it. The instant I awoke from surgery I knew I had to beat this. I remember being alone at one point and saying aloud, 'I'm going to beat this.'"

Leadership about everyone moving 'up' together

By Chief Master Sgt. Thomas Stiles, 60th Dental Squadron

TRAVIS AIR FORCE BASE, Calif. (AFNS) -- You can find leadership lessons in the strangest places.
 
Some people search high and low, far and wide for mentors and wise sages with the hope of finding leadership enlightenment, the moment when everything in your supervision tool box finds a purpose. 

For me, that moment didn't happen during a weeklong seminar, conference or executive boot camp. It happened moments before a mandatory safety briefing during a video montage used to occupy the crowd before the briefing starts. It was a simple YouTube clip and I almost missed it. 

Like many people in the auditorium, I was engaged in pre-weekend conversation and wasn't paying any attention to the screen. The event emcee was still making script changes and hadn't given the "turn off cell phones and pagers" warning.

I stopped talking and found myself turned to the screen. The clip played, I listened and I learned. I looked around the auditorium with the same excitement I feel watching great football, "Did you just see that?" I had found something that tied my leadership expectations in a nice and neat, three-minute package. The video clip is titled "Up Time America" by the late Kimberly Alyn, a motivational speaker, and inspired this commentary.

I was taught since basic training that you have the responsibility to take care of everyone who has fewer stripes than you. This is the basis of servant leadership.

Once we allow our own credibility to waver and our integrity to buckle to protect ourselves at the expense of our subordinates, the entire team is weakened.

As leaders, we must be the voice. We must be the shield. We must strive to improve. This doesn't mean everyone gets a trophy. We also must deliberately deliver the hammer when needed. Our teammates deserve candor and transparency.

Accountability, credibility, resiliency and responsibility are the pillars of great leadership. However, I would say humility is the one trait that supports the trust bridge. The main goal of any supervisor should be to prepare, provide and prevent. Prepare them for the wartime mission by providing all the tangible and intangible things they need to accomplish the mission while preventing them from making the same mistakes you made. We must share our failures and successes for the greatest impact.

Respect those who have traveled the road before you and those who are walking behind you. So often, we are too quick to dismiss veterans' ideas as experiences built in a different Air Force then turn around and dismiss a junior Airman's idea because they lack experience. We can't have it both ways. A true conscientious leader values the input of all.

The easiest things to fix seem to be the things we hold off on completing and then complain that the issue has given birth to more issues. No problem is too small for your position regardless of your pay grade. However, as a leader, you will never know problems exist until they are too large if your people don't feel comfortable coming to you. I have watched plenty of stubborn, inflexible, one-trick ponies fail because they thought they had "arrived."

One of the greatest lessons I learned from a dentist was the only thing more contagious than enthusiasm is lack of it. If you don't love what you do, your people will see it. You can't be the fat gym teacher and tell your students to run while you live on a steady diet of Krispy Kremes. Your actions tell the tale. How you deliver your message is equally important. If you want your co-workers to display professionalism, teamwork and compassion, show them what it looks like.

We are an all-volunteer force and we know what we signed up to do. We signed up to be an active player in the greatest Air Force, representing the greatest country in the world. Fulfill your obligations to the best of your ability. Your teammates are counting on you. Don't spend too much time contemplating the obstacles. The ride won't last forever so make the best of it.

So there you have it, a short lesson on leadership. You can find knowledge in the strangest places. I have never met Kimberly Alyn, but I imagine she is someone who would make an appointment at the dental clinic and show up.

Why enforce the standards

By Master Sgt. Vincent Brass, 8th Operations Group first sergeant / Published June 07, 2013

KUNSAN AIR BASE, South Korea (AFNS) -- In the military we constantly refer to "the standard." Most standards are developed within Air Force instructions or technical orders. They are what sets us apart from our civilian counterparts.

Webster's dictionary defines a standard as "something established by authority, custom, or general consent as a model, or example." We weigh our performance reports and sometimes administrative actions off of our ability to meet the standard.

As a first sergeant, I consistently find myself reminding Air Force members from all Air Force specialty codes of the standards. Most times I get a similar response; the member corrects the action and continues on.

Sometimes I get asked, "Shirt, is it really that big of a deal to have my hands in my pockets?" I ask you, is it?

What or whom will be impacted by the staff sergeant or captain with their hands in their pockets? Honestly, probably no one.

Ultimately, what it comes down to is, which standard is OK to deviate from? The Air Force uniform standard, Air Force instruction 36-2903, was developed to provide us with guidance on how to maintain a professional image at all times.

How we wear our uniform is not only important to how the population of our great nation views us, but also how we pay respect to the men and women who have worn it before us and will continue to wear it long after we are all gone.

In my humble opinion, there should be no standard too small to enforce. Whether it is in a uniform standard, a security forces instruction, or a technical order that tells our maintainers the correct torque specification to prevent catastrophic failure while our pilots are in flight; all standards are developed to ensure mission success.

One of my mentors in the Air Force, retired Chief Master Sgt. Atticus Smith, used to put it to me in a manner that has stuck with me ever since.

"When we begin to pick and choose what standards we will enforce, we begin to accept mediocrity as the standard," Smith said. "When mediocrity becomes the standard is when the mission will fail."

I ask you now, why is it a big deal to enforce the standard?

Career knowledge, performance translate to relevance, respect

By Chief Master Sgt. David Dock, 50th Mission Support Group

Published September 04, 2013

SCHRIEVER AIR FORCE BASE, Colo. (AFNS) -- I arrived at my first duty station in November 1987 as a trained and motivated KC-135 Stratotanker maintainer. I was an expert -- or so I thought. On my first day on the job, I walked toward the expediter truck excited about the drive to the flightline. I was about to be dropped off near a multimillion dollar flying machine and I knew my crew chief would say, "This one is yours, make us proud!" Oh, how wrong I was.

"Sergeant Reality", as we will call him, stopped me before I made two steps into the truck and said, "JEEP (which I learned much later stood for Just Enough Education to Pass), your job is to sit in the seat behind me in the truck. Do not speak. Read that bookshelf full of technical orders." Sergeant Reality continued. "If the truck stops, you stand up - I might have some work for you to do. If I don't, I will tell you to sit back down, and that means read more technical orders." 

"How could this be?" I thought. I was a trained maintenance machine. The Air Force spent truckloads of money making me an expert. This pattern with "Sergeant Reality" went on for a month. The truck would stop, I would stand, and Sergeant Reality would tell me to sit down and read. On occasion, I would serve as fire guard on a refuel or hook up a maintenance stand to the back of the truck, but most of my time was spent in silence, pouring over technical orders.

One cool morning, a few hours into my reading session, the truck stopped in front of an aircraft. I stood as instructed, waiting to be directed to take my seat. The crew chief from the aircraft informed the expediter he would need help and wanted an Airman to assist him. Sergeant Reality pointed past me to who we will call "Airman Lucky.' "Airman," he stated, "get out." Sergeant Reality asked the crew chief what he needed help with. "My nose wheel tire has cord exposed and a flat spot on it, "he said. “It needs to be changed." 

Good judgment and a will to live immediately left me when I said, "Is it a 12-inch flat spot?" Sergeant Reality snapped around in his seat and screamed, "What did you say?" I replied "The technical order has a new change in it that allows a tire to have cord showing as long as the tire does not have a 12-inch flat spot." 

In a fit of rage, Sergeant Reality yelled "Give me the T.O." I handed it to him and he read the instructions. He looked at the crew chief and said "Well, does it?" The crew chief shook his head no. Sergeant Reality exclaimed, "Then the tire's not bad, the T.O. changed." 

Sergeant Reality sat back in his seat, took a large breath, and said to the crew chief "Let me introduce you to your new assistant crew chief, Airman Dock. He knows the T.O.s better than you! Get out of my truck Dock!" As I climbed out of the truck Sergeant Reality pointed at Airman Lucky and barked, "JEEP, you have a new job."

Every moment in your career will produce lessons. Although the events of my first month in the Air Force may seem harsh, they solidified in my mind what would make me successful. I needed to be relevant to the duties and positions I would hold. I needed to be respected for the knowledge and talents I brought to the fight. I needed to back those skills with performance. I needed to demonstrate that I was ready to replace someone who had moved on. Sergeant Reality brought me back down to Earth and when I was prepared to be relevant, respected and could perform in the role needed, elevated me to that position.

Sergeant Reality instilled in me the idea that we're not just working a job - we're part of a much larger picture, we're part of a professional career. As Airmen, we each have a valuable skillset we presumably worked and trained hard to learn. I've served in the Air Force for 26 years and I'm still learning - it's a never ending process. Let's all strive to perfect our skills as Airmen and ensure our abilities are commensurate with our rank and position. The U.S. is counting on us.

Face of Defense: Technical Expertise Helps Marine as Leader

By Marine Corps Cpl. Melissa Wenger
3rd Marine Aircraft Wing

MARINE CORPS AIR STATION MIRAMAR, Calif., Aug. 29, 2013 – Sgt. Nicholas Lang, a senior intelligence analyst with the 3rd Marine Aircraft Wing here, prides himself on understanding the proper mentorship style he needs to use with each individual Marine in his charge.

Marine Corps Sgt. Nicholas Lang delivers a speech thanking the San Diego Chamber of Commerce during the August evening colors ceremony at Marine Corps Air Station Miramar, Calif., Aug. 6, 2013. U.S. Marine Corps photo by Cpl. Melissa Wenger   (Click photo for screen-resolution image);high-resolution image available.

“It’s more about treating everybody with respect and dignity, setting that example and leading … rather being the one who’s always out there with hands on his hips and yelling,” the Tacoma, Wash., native said.

Lang said he molds and guides Marines by treating them like adults so they can be given the opportunity to grow within the job and the Marine Corps.

“I like that he gives direction, but he’s not the type of [noncommissioned officer] to micromanage,” said Marine Corps Cpl. Angie Galvez, an intelligence specialist with 3rd MAW and a Miami native. “That lets me know he has faith in me, which makes me want to not mess up. I don’t [want to] take away the confidence he has in me.”

Lang said he knows the continuous collection of knowledge is essential not only for the lower enlisted ranks, but also for every position in the Marine Corps. To improve himself both as an NCO and as an intelligence analyst, he added, he continues to study the most up-to-date information about his specialty so he can answer the questions of his peers and subordinates.

“Let’s say I have to look up a side topic,” Galvez said. “He’ll know so much about that topic that I’m like, ‘How in the world does he know this much?’” Galvez said. “Just because he’s the leader of that squad that takes care of things that are going on in the Middle East doesn’t mean he’s going to have tunnel vision. He says, ‘OK, I’m going to look at everything going on around the world to make sure that I know [a bit of] everything.”

That technical expertise allows him to lead from the front, all the while mentoring his colleagues, Lang said.

“Treating everybody with respect seems to be a good way to get people to do what you need them to do, especially when they see you there with them down in the weeds,” he added. “You get a lot of respect back from the Marines.”

Lang gives briefings in the course of his duties, and used that experience as the reviewing officer for the August evening colors ceremony aboard here, delivering a speech.

“Knowing briefing skills helped out a lot with standing up in front of everybody,” he said.

Buckley introduces speed mentoring program

by Airman 1st Class Riley Johnson
460th Space Wing Public Affairs

8/21/2013 - BUCKLEY AIR FORCE BASE, Colo. -- Air Force master sergeants seeking mentorship sat down with several chief master sergeants at Buckley's first ever speed mentoring event Aug. 15, at the Buckley Leadership Development Center.

The 14 mentors and mentees discussed a variety of career-development topics during the mentoring session. Each master sergeant was allotted a five to seven minute one-on-one session with each mentor during the event. During those sessions, some of the topics included personal and professional development, special duties, promotion, and leadership.

"Most of the discussions I had were about how to be a better leader and how to hit the right marks to progress your career," said Master Sgt. Heather Morales, 566th Intelligence Squadron.

The mentoring session was a test run, with more speed mentoring opportunities expected to be organized for airmen, NCOs and senior NCOs.

"Speed mentoring is where you take quick, individualized mentoring sessions and you get a perspective from a senior leader on where to go with your career," said Master Sgt. Katie Neeley, the event coordinator.

Although speed mentoring is a new concept for Buckley, the idea has been tried at other bases.

"I participated in speed mentoring at my previous base. When I got here, I brought the concept up to the Top Three organization; they liked it and we went with it," Neeley said.

The event provided master sergeants the opportunity to speak with chiefs from a variety of career fields. The chiefs represented a blend of components that included active-duty, Guard and Reserve.

"I think this is great for mentorship, especially to us chiefs; it's our obligation to mentor the next group of Airmen," said Chief Master Sgt. Danny Doucette, Air Reserve Personnel Center, and one of the several mentors. "There is a lot of young new talent coming up and I'm very impressed with it."

NCOs show up in mass for leadership breakfast

by Staff Sgt. Julius Delos Reyes
50th Space Wing Public Affairs

8/15/2013 - SCHRIEVER AIR FORCE BASE, Colo. -- Schriever staff and technical sergeants flocked to the Satellite Dish Dining Facility Aug. 13 for the 50th Space Wing leadership and NCO breakfast.

The breakfast event was designed to facilitate discussion between wing leadership and NCOs about current Air Force and Schriever issues.

This is the first NCO breakfast meeting for Col. Bill Liquori, 50 SW commander, since assuming command of the wing and the largest turnout among Airmen's groups.

Col. Bill Rittershaus, 50 SW vice commander, and Chief Master Sgt. Lavon Coles, 50 SW command chief, also attended the event.

"Each of you should realize at this point that you are our frontline in the leadership trenches," Liquori said. "You are the first person the Airmen look up to for guidance, mentorship, support and resources. Without you, everything breaks down. We need you to learn your Airmen's stories."

Liquori encouraged the NCOs to set the standard and help their Airmen learn about the Air Force.

"The Airmen are looking up to you as they're coming out of basic training and beginning to learn more about what it is to be an Airman," Liquori said. "Set the example and put another generation of Airmen on the right path to success in their Air Force career."

Liquori opened the discussion by noting current issues facing the Air Force.

"People ask me what's the toughest thing since I've been here, it's the budget," Liquori said. "The budget situation is tight. We're making tradeoffs and sacrifices every day, and I certainly see that firsthand. What we are trying to do is make sure we are telling the wing's story to the chain at 14th Air Force and Air Force Space Command."

Liquori also asked the NCOs' help in eliminating sexual assault as it is one of the big topics in the Air Force today.

"I need each and every one of you to join us in kicking this to the curb," he said. "It's not acceptable; it is not professional; it violates trust; it violates dignity; and it violates respect. Nobody wants to work in an environment where that happens. It takes all of us to recognize that it is not OK to do it; it is not OK to condone it; and it is not OK to turn the other way."

As part of the meeting, NCOs also asked Liquori and Coles questions about promotion, mentorship and other personnel issues.

"I am trying to get to know you to see how I can help you grow personally and professionally," Coles said. "For the mentorship aspect, it is this environment (the breakfast with leadership) that we're going to get our big money; it's getting involved with the 5/6. We're given these stripes as noncommissioned officers for a reason: to get out and lead."

At the closing of the breakfast, Liquori thanked the NCOs for participating in the event and spending time with leadership.

"Thank you very much for coming out," Liquori said. "It's the best turnout we've had. It is a good opportunity for us to hear a little bit about what's going in the trenches. Thank you for all the questions."

Dodging stressors, building resiliency

by Staff Sgt. N.B.
432nd Wing/432nd Air Expeditionary Wing Public Affairs

8/15/2013 - LAS VEGAS, Nev. --  -- The Hunters are building their "wingman" culture one strike, single and home run at a time.

The 432nd Wing, 432nd Air Expeditionary Wing held a dodge ball tournament at Creech Air Force Base, Nev., to kickoff the quarterly Comprehensive Airmen Fitness day on Aug. 9. The tournament's purpose was to provide an opportunity to help Airmen think outside the box when it comes to CAF days.

"CAF day is a combined day of safety, training and resiliency," said the Command Chief of the 432nd WG, 432nd AEW Chief Master Sgt. Butch Brien. "It's about getting together as a team, breaking away from the normal 'safety day' and really looking at the big picture to help our Airmen."

The tournament included 130 Airmen broken into 13 teams. Teams were encouraged to dress in costumes, develop chants and have fun.

"It was a good morale booster for Airmen to come together and play a fun game of dodge ball," said Airman 1st Class Andrew, 432nd WG, 432nd AEW knowledge operations specialist. "It was awesome seeing the wing commander all dressed up and having fun with his Airmen."

Smaller breakouts at the squadron level will continue this month with the quarter's focus area; mental resiliency.

The mental pillar focuses on helping Airmen approach life's challenges in a positive way by demonstrating self-control, stamina and good character all while seeking help and offering help to others.

Creech Wing leadership expressed immense support for CAF days and their importance to make sure they are doing everything they can to help strengthen Airmen.

Brien went on to say, "We need to be safe, fit to fight and work on resiliency together so we can help one another out."

By helping Airmen understand the application of CAF through interactive training and team-building activities, the training teaches Airmen to respond to life stressors.

The four pillars of CAF are mental, physical, social and spiritual. Each is designed to continually work together to support Airmen and their families.

Freedom of Religion; Two cultures, same house

by Senior Airman Camilla Elizeu
355th Fighter Wing Public Affairs

8/15/2013 - DAVIS-MONTHAN AIR FORCE BASE, Ariz.,  -- Staff Sgt. Asad Abdul Muhammad, 355th Fighter Wing protocol specialist, has just finished partaking in Ramadan.

Ramadan is the ninth month of the Islamic lunar calendar.

Every day this month, Muslims around the world spend the daylight hours abstaining from food, drink and other physical needs during the daylight hours, it is a time to purify the soul, refocus attention on God and practice self-sacrifice.

"Ramadan is a test of discipline," Abdul Muhammad said. "When I participate in Ramadan, I am humbled by the fact that at the end of the day I get a meal where there are people who don't have that option. They don't have a choice of when their next meal will come, if it comes at all."

Abdul Muhammad, being the only Muslim in his household, was the only one who participated in Ramadan.

"The kids didn't notice it much," Abdul Muhammad said. "They have their own schedules for dinner and bed time, so by the time I am eating they are in bed. My wife does try and wait for me to have dinner, though. She also plans to fast with me next year."

Abdul Muhammad's wife is a Catholic, who is very interested in other religions, and teaches their children about the different options they have.

"We do not try to force our religion on them," Abdul Muhammad said. "We believe that it is their right to choose what religion they want to follow, so we celebrate all holidays in the Islamic culture as well as the Christian culture."

Abdul Muhammad's parents raised him the same way.

"Growing up, my parents were Baptist, and my dad converted to Muslim. Sometime after that my mother converted as well," Abdul Muhammad said. "But they didn't force it on me; they gave me the choice of attending church with my uncles and aunts or going to the mosque with them. So, I tried both out and decided to be a Muslim."

The Abdul Muhammad family hasn't picked a religious establishment to attend in the local area, but that doesn't mean they aren't partaking in their religious beliefs.

"Religion doesn't have to have a building," Abdul Muhammad said. "We believe in focusing on the lessons to be learned from the book, rather than someone else's interpretation."

The children in the family are taught moral values based off the different religions in the house.

"We teach them the values that our religions teach us. We want to instill morals in them," Abdul Muhammad said. "When you think about it, that is what this nation is; a variety of cultures, a variety of identities."

Muhammad's wife has taught her children about Buddhism, Judaism, Catholicism and Islamism.

"In the house we have a Bible, a Kabbalah, a Quran and books on different religions for kids," Abdul Muhammad said. "We just want our kids to focus on the lessons, essentially a good moral standing."

Creating resilient people who happen to the world

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

8/13/2013 - SCOTT AIR FORCE BASE, Ill.  -- Resilience training builds stronger Airmen who can handle adverse conditions and recover from them easily.

To equip defenders with resilience, Air Mobility Command security forces commanders and trainers participated in the 2013 AMC Security Forces Defender's Edge Training Summit July 29 through Aug. 2, here.

"Security forces and explosive ordnance disposal forces operate outside the wire on a regular basis in dangerous conditions and find themselves in situations needing operational resiliency," said Col. Randall Richert, AMC Directorate of Installations and Mission Support Security Forces chief. "Defender's Edge Training is important because it provides Airmen a set of tools prior to an incident occurring."

Defender's Edge Training was created by Dr. Deloria Wilson, Air Force Security Forces Center, especially for security forces Airmen. Wilson came to Scott personally to teach this course about remaining calm under stress.

"Defenders learn their technical skill set and do well in the Air Force," said Richert. "With this training, Airmen can develop a tougher mind - spiritually, mentally and physically.'

"If you combine a tougher mind with technical skill set, they have the tool set to do a job well," Richert continued. "Then if you create a team of Airmen all with the same training, it creates an incredible team."

The summit also included Sergeant Rock Physical Training, a special type of training developed around 2004 at Osan Air Base, Republic of Korea, with fitness specialists and experts from the Cooper Institute, focusing on muscle failure and muscle memory.
Additionally, retired Lt. Col. Dave Grossman, author of "On Killing" and "On Combat" presented "The Bulletproof Mind" at the base theater. Experts also offered a clinic on injury-free running.

"The tools provided during the week of training are all invaluable and when coupled with one another make a more resilient SF Defender prepared for rigors specific to police work, base defense and ground combat," Master Sgt. Peter Maraia, AMC Security Forces Resources and Budget manager. "Not only am I coming away from this training personally more prepared for my duties as a Security Forces member, I am now armed with knowledge that will help me assist my fellow Defenders."

"For most people, the world happens to them," said Richert. "We want to create people that happen to the world."

Finding the Passion of Service

by Master Sgt. Todd Wivell
62nd Airlift Wing Public Affairs

8/3/2013 - JOINT BASE LEWIS-MCCHORD, Wash. -- "When I was a captain, I received some unexpected news that I had been selected to fly the MQ-1 Predator," said Col. David Kumashiro, 62nd Airlift Wing commander. "I was at a point in my career where I was uncertain whether I was going to make the Air Force a career. I had been flying the line for several years and was in all honesty a little burned out.

"That assignment probably ended up being the best thing that ever happened to me. I was thrust into a world I knew nothing about--a new technology, a new combat mission, and a new Air Force "clan." In fact, the Predator was so new that few senior leaders had experience in how we employed the platform and, as a result, had no choice but to trust the expertise and leadership of our young crew force.

"It rekindled the fire and the passion I had to try and make things better, to make the Air Force better and to make the lives of the Air Force men and women better. As I look back at my experiences in the Predator, my hope is that all Airmen have an opportunity to experience the unexpected passion of Service."

Kumashiro took over command of 62nd Airlift Wing during a change of command ceremony, July 17. Since his arrival he has made his way around the wing in the hopes of getting to know his new Airmen and their families, as family ties are extremely important to him.

"I've been extremely blessed to come from a very supportive and loving family that has been privileged to have had the opportunity to serve in our USAF," said Kumashiro. "My father received his Air Force commission through ROTC in 1965, my oldest brother received his Air Force commission through Officer Training School, and his wife through ROTC at Bowling Green. I was fortunate enough to attend the U.S. Air Force Academy where I received my commission.

"One of the most memorable moments in my life was when my father commissioned me at the Academy. A couple of days later, we drove down to Kirtland Air Force Base where he was assigned and participated in his retirement from the Air Force after 26 years of service."

This is Kumashiro's first time stationed at JBLM and his first time stationed in the Pacific Northwest.

"This is an amazing area with so much going on--the natural beauty of Puget Sound, Mount Rainier and the Olympic range. I'm looking very forward to venture out and see what the area has to offer," said Kumashiro. "I'm a big seafood fan, too, so I'll be out trying all the great food from our local restaurants. If you are ever bored, let me know and we will find something to do."

Along with looking forward to hiking in the Pacific Northwest, the commander said his hobbies include running, golfing, swimming, cycling, working out, and skiing. His favorite sports are soccer, golf and tennis.

"The Seattle Mariners and the Seattle Seahawks are my teams now," said Kumashiro when asked about his favorite sports teams. "Since I moved around a lot, I never gained an allegiance to any single team--with the exception, of course, of the mighty Air Force Academy Falcons."

As an Air Force dependent and in his current AF career, the colonel has moved around quite a lot in his life and with those moves he has developed a strong respect for the local community ties.

"At its core, our community partnership is important because all of us benefit from being good neighbors," said Kumashiro. "At JBLM, we are so incredibly fortunate to have a long tradition of strong community partner relations that is based on mutual respect and transparency.

"I've already met many of our local leaders and community members and can attest to their commitment to ensuring this partnership continues.

"I do want to take a moment and thank all our community partners and civic leaders across the Puget Sound area for the tremendous support they have given to our military members.

"Life in the military can be stressful, and the selfless support we receive from our community partners goes a long way to improving the resiliency of our Air Force. We could not do it without them."

For the colonel, this is his first time at a joint base and only his second time in a joint billet; however he understands how important joint basing is.

"In today's dynamic and complex battle space, we must be integrated and seamless in how we conduct joint operations regardless of our respective mission sets and service cultures," said Kumashiro. "Joint basing is a foundational step to achieving this objective. Moreover, in this challenging fiscal environment, we must take advantage of every efficiency we possibly can to ensure we are good stewards of U.S. taxpayer dollars. "Great organizations don't shy away from different ideas and perspectives rather they embrace the opportunity to share unique and diverse experiences. It's what a learning organization is all about and bottom line, it can only make us better."

As a young captain, Col. David Kumashiro took on the challenge of being assigned to fly the Predator and it was at a time in his career when he was unsure of what the future held for him. He embraced that challenge and has benefited ever since. "I challenge all of us to 'find the unexpected passion of Service,'" said Kumashiro. "Mine was the MQ-1 Predator. What's yours?"

Two hats one man

by Senior Airman Melissa Paradise
6th Air Mobility Wing Public Affairs

8/2/2013 - MACDILL AIR FORCE BASE, Fla. -- During the week, Robert Foster is the battalion commander for the City of Atlanta Fire Rescue Department, but for one weekend out of each month for the last 20 years, he dons a different kind of uniform and provides lifesaving medical care as an Air Force Reserves chief master sergeant and 927th Aeromedical Staging Squadron superintendent.

"My primary role [as the 927th ASTS superintendent] is to lead and manage approximately 150 medical personnel ranging from emergency medical technicians to surgeons," said Foster. "However as the battalion commander, my primary responsibility is emergency scene management which includes acting as the on-scene commander for calls such as motor vehicle crashes, high-rise rescues, medical emergencies and structure fires."

The two careers, although different, go hand-in-hand with each other. Both are high intensity, high stress jobs that deal with saving lives. Firefighting deals with an immediate emergency and being a medic deals with an emergency and long-term medical care afterwards.

For Foster, having both careers has helped him remain calm in situations that could easily overwhelm most individuals.

"My dual careers have enabled me to view a crisis from a variety of directions," explained Foster. "This has allowed me to determine the best solution for a situation, which in turn provides the best possible outcome."

In 1999, Foster was assigned to a paramedic special operations unit in Atlanta which responded to an incident in a high-rise involving an active shooter. His role was to ensure the crew's safety, triage multiple gunshot victims and facilitate the immediate evacuation of critically injured patients while the shooter was still on scene.

"Because of the extensive medical training that I have received in both the military and civilian positions, I find that I have an expanded view of handling emergency situations," said Foster.

With the balance between Foster's two careers and the support of his family, he has had the opportunity to do many great things in his life. After serving 21 years as a firefighter, seven years on active duty, 20 years as a reservist and two years as an Army National Guard helicopter medic Foster now uses all of his skills to help expand the knowledge of others.

"I am very fortunate to have had an opportunity to do all I have done," said Foster. "I plan to continue passing on my knowledge to both the other firefighters and the Airmen."

A few proud Airmen among the Few and the Proud: The Marine Corps Corporals Leadership Course at Offutt

by Senior Airman Peter R.O. Danielson
55th Wing Public Affairs

7/31/2013 - OFFUTT AIR FORCE BASE, Neb.  -- Three Offutt Airmen stood among the "first to go" as they attended the 4th Marine Logistic Group Corporals Leadership Course here, July 13 - 27, with 31 Marines as they learned basic leadership knowledge and skills necessary to carry out their responsibilities as non-commissioned officers.

Much like the Air Force's Airman Leadership School, this two-week course is part of an enlisted Marine's professional military education.

"Our mission is to grow, develop and teach these Marines and Airmen to be the leaders," said U.S. Marine Corps 1st Sgt. Alexander Lamberth, the course director from Det. 1 Maintenance Company, 4th Maintenance Battalion, in Omaha, Neb. "Leadership is leadership regardless what branch. This course was written to teach our students where they came from as Marines and where they need to take our Corps."

This emphasis on Marine culture and traditions seemed daunting to the Airmen who were coming in as outsiders.

"I was kind of concerned about coming to this class," said U.S. Air Force Senior Airman Miguel Ortiz, 55th Wing Law Center. "These Marines have taken me in and made me one of their own. They even made me a squad leader during land navigation training, which was an honor."

"It's pretty motivating to have some Air Force senior airmen in this class," said U.S. Marine Corps Cpl. John Patrick San Nicolas, from Ordnance Maintenance Company, 4th Maintenance Battalion, Waco, Texas. "We treat them like brothers and sisters and get to show them how the Marine Corps does it."

Throughout the 13 training days, the students are given instruction in many topics that include administration process, communication, professional ethics and combat operations.

"This course describes and hones what's needed in each rank," Lamberth said. "We don't only teach them leadership but also professionalism."

The course material is dense, but instructors and students worked through the weekends to ensure they maximize the training time.

Many of the days began at 5 a.m. with a one and a half mile formation run from the O'Malley Inn to the parade ground as a warm up to physical training. Once they arrived, they would do a combination of warm up, strength and conditioning exercises that included buddy push-ups, where each person puts their feet on the shoulders of the person behind them, fireman carries and buddy squats. PT would last anywhere from an hour and a half to two hours and ended with a one and a half mile formation run back to the O'Malley Inn. These exercises were designed to put emphasis on teamwork.

"You're looking left and right at the Marines and Airmen next to you, because there's no time to look at yourself," said U.S. Marine Corps Cpl. Jayomie McGowan, from General Support Maintenance Company, 4th Maintenance Battalion, Rock Island Arsenal, Ill. "We're here to motivate each other."

This type of exercise was unlike any the Airmen were used to in organized workouts.

"This is some high-intensity PT," Ortiz said. "I thought I was in shape before. Though, as long as you show up and do your best, they respect you."

Even the Marines found the physical conditioning challenging, yet energizing.

"I look forward to PT every day," said U.S. Marine Corps Cpl. Andrew Dodd, Det. 1 Maintenance Company, 4th Maintenance Battalion. "Not initially when I first wake up, of course. By the end of the workout, you are proud of what you've done. I know that no-one back home could do what I've done."

After PT, students changed into utility uniforms for the day and got a hot meal from the King Dining Facility. Then, the students gathered at the James M. McCoy Airman Leadership School for their lessons.

The training days ranged from 12 to 15 hours, allowing the Airmen and Marines a lot of class time to discuss their own traditions and history. One of those traditions is the M1859 Marine NCO sword, which NCOs carry while in command of troops under arms. This weapon is the oldest in continued service still in the U.S. inventory. Students performed drill with these swords and practiced formation in preparation of doing these maneuvers in their home unit.

Ortiz said this opportunity helped him understand much more about the Marine mission and culture.

"I feel like I've learned as much from the Marine students as I've learned from the instructors," Ortiz said. "It's always good to learn what other branches have to do. It's a glimpse into their lives, because a lot of this is a refresher for them. About 95 percent of this material is new to me."

The instructors felt the same way after teaching their first joint PME.

"With the success of this course, I think this has opened opportunities for inter-service PME," said U.S. Marine Corps 1st Sgt. Pete Mireles, course assistant director from the Ordnance Maintenance Company, 4th Maintenance Battalion, Waco, Texas. "I could see the Navy and Army sending students in the future."

As the students prepare to leave, McGowan said that she was ready to return home. She also said she knew that she would take advantage of the connections she made over the course of the class.

"The Marine Corps is a small, tight-knit community, and you'll develop relationships throughout your career," McGowan said. "This class helps build those relationships so wherever you go, you've got someone there you can rely on."