Thanks Chief, but you really aren't in charge...The talk that has to happen

Thanks Chief, but you really aren't in charge...The talk that has to happen.

In most organizations there are several layers of decision makers. Each layer has more authority to make decisions than the one before. Military and law enforcement know this to be called, "chain of command."

Several times, I have had a high ranking individual come to me and inquire about starting an improvement project. Sounds simple enough doesn't it? After all, who doesn't want to help someone make a process better? Unfortunately, I am left telling that high ranking person that their authority is too limited for the project to be successful. Being much lower in rank than they are can make this a very intimidating conversation to have, but still very necessary.

When it comes to making improvements, the facilitator has to have total honesty and integrity, which requires being very candid with everyone involved. Without these elements, almost all projects are doomed for failure. As a facilitator, Six Sigma Black Belt, or whatever title you go by in your organization, remember that you work directly for the CEO's best interest. Be careful about getting reeled into the idea that since someone that outranks you wants something done, then you have no choice but to do it. This will eventually lead to your demise and destroy the credibility of your process improvement program.

Speak the truth to all you meet. Let them know who the Champion would be for the improvement they want to make. Have them leave your conversation with the understanding that you will help in any way possible, including setting up a meeting with your agency Champion. Without the Champion's buy in from the inception of the project, you run the risk of failure when new ideas are brought forward that he/she was not ready to pursue. This will in turn tell every member of the improvement team that process improvement doesn't work and was a waste of their time...don't let that happen.

If the Chief, or other high ranking person believes themselves to be the decision maker, take the hard road and inform them why they aren't...your program will thank you.




About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

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Air University students, faculty honor past, celebrate Eagles

by Phil Berube
Air University Public Affairs

6/4/2010 - MAXWELL AIR FORCE BASE, Ala. (AFNS) -- "Eagles" from across the history of aviation are sharing their stories with Air Command and Staff College students here this week.

The "Gathering of Eagles" program, sponsored by Air University officials and held on site at ACSC, is a weeklong capstone graduation event during which historic figures from all services share their aviation history, and quite often, heroic feats, with the students.

The annual event traces its origin back to 1980, when retired Brig. Gen. Paul Tibbets, pilot of the Enola Gay, the B-29 that dropped the first atomic bomb, was invited to visit ACSC to share some of his experiences with the students. This visit became the genesis for the Gathering of Eagles program which has carried on for almost three decades, with the list of attendees often reading like a "Who's Who" of aviation history.

The first official Gathering of Eagles -- then known as "Great Moments in Aviation History" -- was held in 1982 when a small faculty and student group was chartered to develop an aviation heritage program. This initial cadre designed a program encouraging the study of aviation history and the contributions of aviation pioneers.

Fifteen distinguished aviators were invited to share their unique personal experiences through a series of teaching interviews and social events with members of the class. These legendary figures were a diverse group from many nations and services and included some of the most famous then-present day military figures at that time such as Chuck Yeager and Neil Armstrong.

That diversity continues today with the 2010 Eagles coming from four services. Among the several Air Force World War II vets and Vietnam vets being honored in 2010, there are special operations Army individuals who fought in Operation Iraqi Freedom, a Navy captain who has entered space six times, the current assistant commandant of the Marine Corps and three aviation figures from World War II, which is very timely since the nation is celebrating the 65th anniversary of the ending of World War II this year. Those individuals, one ace who has commanded in three wars and one Tuskegee Airman who flew escort for multiple bombing raids, both of whom were POWs at one time, are joined by one of the first women to join the Women Airforce Service Pilots, or WASP.

"This is a once-in-a-lifetime opportunity for these graduating students," said Brig. Gen. Anthony Rock, ACSC commandant. "Where else can they ask questions of and share war stories with both past and contemporary iconic aviation greats? I know what they experience here this week will have a lasting impact on not only their professional careers, but on them personally as well."

The Eagles' experiences are as diverse as the student population at ACSC, the general said.

"Every one of our 506 students and our entire faculty gain something from this," he said. "We teach international and sister service officers and civilians from several federal agencies. Each one of them will harvest lessons this week and in returning to their home station or country apply those lessons to their profession of arms."

This year's list of Eagles includes World War II and Vietnam War aces, Medal of Honor recipients, Army and Navy aviators and leaders in current operations:

World War II

Retired Col. Billy Edens, flying ace with seven kills in less than a month; two-time POW

Retired Lt. Col. Alexander Jefferson, a Tuskegee Airman who was shot down and spent a year as a POW

Violet Cowden, one of first Women Airforce Service Pilots, or WASP; first female to fly the P-51

Korea Retired Lt. Gen. Charles "Chick" Cleveland, Korean combat kills: four MiG-15s; served in Vietnam, developed two-seat fighter pilot/navigator concept

Vietnam

Retired Col. George "Bud" Day, Medal of Honor recipient; POW during the Vietnam War

Retired Col. Charles DeBellevue, Top Vietnam "ace," first Air Force weapons systems officer to become an "ace"

Retired Col. Joe Jackson, Medal of Honor recipient; flew combat missions in three wars

Retired Navy Cmdr. Kenny Fields, aviator in Vietnam, evaded Laotian forces for 40 hours

Special Operations

Retired Col. John Carney, known as "father of special tactics," participated in Iranian hostage rescue mission, Grenada, Panama and Iraq operations

Army Aviation

Army Chief Warrant Officer 5 David Cooper, special operations pilot with heroic achievements in Operation Iraqi Freedom

Space Retired Navy Capt. John Young, entered space six times; commanded Apollo 16, first space shuttle flight and first shuttle Spacelab mission

Current Operations

Marine Gen. James Amos, assistant commandant of the U.S. Marine Corps and a commander in Operation Iraqi Freedom

Maj. Gen. Gregory Feest, commander 19th Air Force, and as an F-117 Nighthawk pilot, dropped first bombs of Operations Just Cause and Desert Storm

Air Force awarded top honors for excellence in public relations

by Tech. Sgt. Rebecca Zannetti
3rd Combat Camera Squadron

6/4/2010 - MANHATTAN, N.Y. (AFNS) -- The U.S. Air Force received top honors June 3 at the Public Relations Society of America's annual Silver Anvil Awards Ceremony at the Equitable Tower in New York City. This is the first time the Air Force has received the PRSA's most esteemed, "Best of Silver Anvil" Award, recognized as the civilian community's established icon of "best of the best" public relations practices.

The Air Force received the 2010 Silver Anvil award for its winning submission, "A Solemn View: Public Affairs Provides a Window to American Service Members' Ultimate Sacrifice," a program to facilitate media coverage of "dignified transfers," where servicemembers killed in combat are returned to American soil with dignity, honor and respect. In addition, the Air Force won a Silver Anvil Award in the Issues Management, Government subcategory.

More than 400 people were in attendance for the event including Undersecretary of the Air Force Erin C. Conaton, who accepted the award on behalf of the U.S. Air Force. Also attending were Col. Les A. Kodlick, director of Air Force Public Affairs, and Col. Robert Edmondson, Air Force Mortuary Affairs commander.

"I want to thank the Public Relations Society of America for recognizing the Air Force Office of Public Affairs and its tremendous record of success in this no-fail mission," said Ms. Conaton. "It is a solemn process that ensures dignity, honor and respect for the fallen, and also provides care, service and support to family members, while allowing the media to give the public considerate insight into the human cost of war. The work that Air Force Mortuary Affairs and Public Affairs do with dignified transfers, and the media's coverage of them, is important to the Air Force, the Depart of Defense and the nation."

The Air Force was selected as the best amongst 134 public relations programs nominated for the award. The award honors organizations, both civilian and government, who successfully addressed a contemporary public relations issue with exemplary professional skill, creativity and resourcefulness. The Silver Anvils are regarded as the preeminent achievement of public relations, the highest watermark of success for any practitioner.

After an 18-year ban on media coverage, Secretary of Defense Robert Gates announced a new policy in 2009 allowing media to cover dignified transfers with permission from family members. With little lead time, a group of Air Force public affairs professionals took the lead and developed a people-focused media program in 27 days that honored the fallen and cared for their families, while simultaneously providing the media the opportunity to cover this solemn process and provide the public a clear view into the human cost of war. In the first year of the new policy, 471 dignified transfers were conducted at Dover AFB with more than half covered by the media.

"This program is a great success," Colonel Edmondson said. "The award is not only special because it recognizes public affairs, but recognizes and preserves the dignity and care for the families. It's incredibly satisfying to see our public affairs professionals when they are on the ground doing the mission and then getting recognized for their hard work."

More than 800 Silver Anvil Award entries were considered, including Fortune 500 companies such as Volkswagen of America, General Mills, American Airlines, Xerox Corporation, Starbucks and Sprint. Awards were presented in 59 categories and subcategories honoring individual accomplishment, tactical excellence and achievement in specialized practice areas.

"Receiving the Silver Anvil is a huge testament to the skill, expertise and professionalism for every Public Affairs professional in the Air Force," said Colonel Kodlick. "It's those Airmen who touched this mission, who were involved and whose involvement was with great distinction. At the end of the day, they were honoring the fallen, those who paid the ultimate price, with respect to their families. I couldn't be more proud of our team."

A First: NNMC Hosts Lean Six Sigma Black Belt Courses

By Sarah Fortney, National Naval Medical Center Public Affairs

June 4, 2010 - BETHESDA, Md. (NNS) -- For the first time at the National Naval Medical Center, Sailors and staff members are taking a Lean Six Sigma Black Belt class — an opportunity that will allow command leaders to better facilitate process improvement projects and ultimately, help increase the hospital's productivity and efficiency.

Lean Six Sigma, which was implemented at NNMC roughly two years ago, is a program that uses a scientific approach to resolve issues throughout the work place. It incorporates the concept of "lean" thinking — the idea of getting rid of "waste" or deficiencies — with "six sigma," the process of collecting and analyzing data to reduce defects and improve efficiency.

The program is operated by four different levels of certification, said Dan Chauncey, director of Deployment Services for NOVACES. He added that NOVACES, which is Latin for "leading edge," provides Lean Six Sigma training and consulting services in the private and public sector.

The initial belt, which is a Green Belt, includes first-level practitioners, Chauncey said. They work mostly on local projects, such as organizing a lab or office space. These ultimately have a "trickle up" effect. Black Belts, a higher level, are assigned to work on projects directly related to Navy Medicine. These staff members are typically in middle management positions.

Master Black Belts, who work above Black Belts, analyze more in-depth projects that often require rapid improvement, he said. At the highest level is the Champion Belt, consisting of executive leaders who approve new policies and provide resources in support of other belts findings, empowering them to implement change. Until recently, black belt training was only offered in Jacksonville, Fla.

Having it at NNMC is both convenient and cost effective, said Lt. Cmdr. Theresa Dunbar-Reid, regional Black Belt for the National Capital Area. There are several commands in the area that can send their staff here and avoid the TAD costs, including the Bureau of Medicine and Surgery (BUMED), Manpower, Personnel, Training & Education and the Uniformed Services University, to name a few.

"This is a good area," she said. "The location is good because we can accommodate many Navy commands."

"By offering [the class] in another location like NNMC, we are able to obtain Black Belt candidates who might not be able to attend otherwise," said Capt. Patrice Bibeau, a Lean Six Sigma Black Belt and chair of the Lean Six Sigma Continuous Process Improvement Advisory Board for BUMED.

Hosting the class at NNMC also helps respond to the increasing demand for Lean Six Sigma in the National Capital Area (NCA), she added.

Dunbar-Reid and Brian McCormack, a Master Black Belt at NNMC, have worked on a project with others in the NCA to reduce coding errors on medical records. Bibeau said this project, which has reduced errors by 89 percent, is being replicated throughout Navy Medicine.

"As we continue to grow and mature our [Lean Six Sigma] program, we will see even more examples like this NCA project where we can leverage gains across the enterprise," said Bibeau.

Hospital Corpsman 2nd Class Lewis Jones, as a Green Belt, works in the Command Master Chief's office at NNMC. He is among the 14 participants in the class. Previously, he had the opportunity to work on a project that helped track staff distribution, creating a database for senior leadership to see the number of staff working in each area of the hospital. With such improvement processes, Jones said he believes Lean Six Sigma benefits NNMC, especially as the command continues to integrate with Walter Reed Army Medical Center.

"We get to see the statistical side of process improvement, how everything breaks down," said Jones. Dunbar-Reid said Black Belt training is multifaceted.

The trainees must first learn how to define a project, collect and measure the data, then analyze their findings, she said. Each of these phases are taught over the course of a week and in between each phase, the trainees have three weeks to practice implementing what they've learned.

"The reason why we do it over a four-month period is so that they can learn the skills and methodology of each phase," said Dunbar-Reid. "It's a very good methodology to solve complex issues."

During the course, the Black Belt trainees also learn about the importance of mentoring.

"Part of the role of the Black Belt is to mentor Green Belts," said Chauncey. "If you don't have a good mentoring program in place, you're not going to be successful."

Chauncey explained that, as mentors, Black Belts need to become a trusted counselor. They also need to be driven to build on their training and they need to be confident when presenting their findings.

After the class ends June 25, there will be a test; however, Chauncey said, "The true curve is really after the test, when you're out there running the project."

For more information about Lean Six Sigma and upcoming classes at NNMC, call Dunbar-Reid at 301-295-4992; McCormack at 301-295-9044; or Lt. James Hester, NNMC's command black belt, at 301-295-1883.

Leadership Training Central to Police Mission in Afghanistan

By Ian Graham
Emerging Media, Defense Media Activity

June 4, 2010 - Six months isn't a lot of time to get an operation up and running, but NATO forces in Afghanistan have made amazing strides in training the Afghan National Police in that time, a senior officer involved in that effort said today.

Canadian Army Maj. Gen. Mike Ward, deputy commander-Police, NATO Training Mission-Afghanistan, discussed the progress of the Afghan National Police since the stand-up of NTM-A with bloggers on a DoDLive Bloggers Roundtable.

There are many challenges, Ward said, including leadership development, literacy issues, corruption and attrition, but there also are "balls rolling in the right direction."

"We're beginning to see some changes ... that will vastly increase the amount of leadership development that will take place, and that will increase the number of young patrolmen who will be recruited, trained, and assigned to the various districts around the country," he said.

That, along with the establishment of recruiting and training commands in the Afghan Ministry of the Interior, will mature the ministry and allow it to take over more of the nuts-and-bolts operations to manage the police force, Ward said.

"They've had an Afghan National Police Academy established for the last 75 years, and they partnered early with police forces from Germany ... to develop that first level of initial leadership, from an officer candidate school perspective to the first commissioned assignment," Ward said. "That's the good news."

He explained that there hasn't been any kind of police staff college in the country for 40 years. Beyond the initial training in the academy, there is little to no leadership training for officers, and experiential development throughout an officer's career could vary drastically from officer to officer.

A viable solution, Ward said, would be creating training programs at various command qualification points. For example, an officer would need to attend a school before taking a position as chief of police for a city, province or district.

Producing Afghan police supervisors that understand their missions and know how to lead and comprehend upper-level law enforcement and management techniques, Ward said, is critical to Afghan security and transitioning control from NATO to the Ministry of the Interior.

"This year, we've sat down with the ministry and with the European Union Police and we've begun to design a national police staff college that reintroduces key elements of core professional development beyond the junior officer level," he said. "That, more than anything else, is going to transform the institution of the police."

Ward said there is a similar problem among non-commissioned officers in the police force. Efforts are underway, he said, to identify top-performing NCOs in the Afghan police, and recommend they undergo training to become officers.

"This is very much based on many Western models," he said. "Rarely do you have officers starting at the middle grades. It's how we do it in Canada, too. Everybody starts as a constable. Nobody starts in the middle grades."

Ward said the most-important element of police training in Afghanistan is making sure the Afghans have the opportunity to expand and show their ability to provide for their own security and develop into a fully functioning independent force.

"I'm sensing that we do now have a priority placed on the police that will generate better outcomes in the near term," he said. "The issue is making sure we can give them space to learn and space to demonstrate that they understand how they will prosecute police operations here. They're doing better and better, and there's cause for optimism."

Striving to be the Best

On June 11, 2010, Conversations with American Heroes at the Watering Hole will feature a conversation with Al Garber whose 44 year career in public service included being an Army captain, FBI agent and US Marshal.

Program Date: June 11, 2010
Program Time: 2100 hours Pacific
Topic: Striving to be the Best
Listen Live:
http://www.blogtalkradio.com/lawenforcement/2010/06/12/striving-to-be-the-best

About the Guest
Allen Garber “retired as United States Marshal for the District of Minnesota on December 31, 2006. His career spanned 44 years. Al served 5 years in the US Army attaining the rank of Captain. He served in the Infantry and the Military Police Corps. He was an Airborne Ranger and had duties which included platoon leader, executive officer and company commander. His combat experience was gained during a 13 month tour of duty with the US Army's 1st Cavalry Division in Vietnam.

He was an FBI Agent for 26 years as Agent and Supervisor. The majority of his duties involved investigation of violent crimes, apprehension of violent fugitives, Special Weapons and Tactics, firearms instructor, and defensive tactics instructor. He was the Supervisor of the Jacob Wetterling kidnapping investigation. As a police instructor Al taught thousands of law enforcement officers in the fields of arrest techniques, SWAT, use of force, firearms, defensive tactics, and leadership. He was the first supervisor of the original Minnesota Fugitive Task Force, and the joint FBI/ Minneapolis Police SWAT team.

The next portion of his career was spent as Chief of Police of the Champlin, MN Police Department. The Champlin Police Department had 23 sworn and 15 non sworn personnel. During his tenure as Police Chief, Al testified as an expert witness in the use of force. He also conducted reviews of several high profile incidents for the Minneapolis Police Department when the MPD was looking for an unbiased and professional opinion. In 1999 Al was appointed Commissioner of the Minnesota Department of Natural Resources by Governor Jesse Ventura. As Commissioner he had the opportunity to lead approximately 4000 employees, manage a $250 million budget, and work closely with elected officials and interest groups.

In 2002 Al was appointed United States Marshal for the District of MN by President Bush. The USMS is responsible for security at federal buildings and courthouses , as well as for Federal Judges, US Attorneys, and other officials. The service was also very active in the fugitive apprehension effort. Marshal Garber established a close working relationship with the Federal Judges. During his tenure, the USMS in Minnesota worked closely with area Police Departments, particularly the Minneapolis Police, and other Federal and State law enforcement agencies to fight violent crime. The only USMS/MPD/St Paul PD/ATF SWAT team in the country was established.

Al Garber is the author of Striving to be the Best.

About the Watering Hole
The Watering Hole is Police slang for a location cops go off-duty to blow off steam and talk about work and life. American Heroes Radio brings you to the watering hole, where it is Sometimes funny; sometimes serious; but, always interesting.

About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a Criminal Justice Department chair, faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in Law Enforcement, public policy, Public Safety Technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in Law Enforcement.

Listen, call, join us at the Watering Hole:
http://www.blogtalkradio.com/lawenforcement/2010/06/12/striving-to-be-the-best

Archive:
http://www.hitechcj.com/americanheroesradio/striving_best.html

Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530

CNO Attends Women Leadership Symposium

By Mass Communication Specialist 2nd Class (SW) Kyle P. Malloy
Chief of Naval Operations Public Affairs

June 3, 2010 - WASHINGTON (NNS) -- Chief of Naval Operations (CNO) Adm. Gary Roughead delivered remarks at the 23rd Annual Sea Service Leadership Association Women's Leadership Symposium, June 3.

Roughead, the 29th CNO, spoke about current Navy involvement across the globe and how female Sailors are contributing to the Navy's success.

"As it applies to the women who serve today, this past year has been a milestone year," Roughead said as he recognized outstanding achievements made by female Sailors in a variety of Navy jobs.

From pioneering flag officers in new assignments to the four enlisted female Sailors of the Year, Roughead highlighted the extraordinary work women are doing in today's Navy.

CNO also talked about the process behind allowing women to serve on submarines and his enthusiasm for the future of the sub community.

"I think that we have a great group of young officers that will move into our submarine force and change that force for the better," said Roughead.

Finally, CNO said it is equally important to not only recognize the great contributions of Navy women, but to build on those contributions for the future.

"We're going to proceed ahead," said Roughead. "We're going to continue to pursue and look for opportunities for bright young women to be attracted to the Navy, to make the choice to come into the Navy and then to move forward and lead in the Navy."

Female Super-Athlete Finds Inspiration in Army Life

By Jennifer Caprioli
U.S. Army Garrison Fort Huachuca

June 2, 2010 - Army Capt. Kelly Calway doesn't don a cape, fight crime on a daily basis or possess any sort of superhuman powers. Yet, Calway, the Army's 2008 Female Athlete of the Year, indeed is a super heroine. She is defending her country and raising a family, while preparing to join the World Class Athlete Program.

Calway is attending the military intelligence Captain's Career Course here. She's assigned to Company A, 304th Military Intelligence Battalion.

Her choice to join the Army might have been inspired by her father, Maj. Gen. Robert Brown, Chief of Staff, U.S. Army Europe, who encouraged her to enter the service. But her love for the military became apparent while she was enrolled in the Reserve Officer Training Corps program at North Carolina State University. There, she realized how much she appreciated the Army community and its values.

She began running competitively at age 8, when her physical education teacher suggested she join the track team.

"I just fell in love," she said, describing running as a "weird addiction."

In August, 26-year-old Calway, her husband Chris, also a captain enrolled in the intelligence career course, and their daughter, will head to Fort Carson, Colo. While there, Kelly will spend about two years training to run marathons in the WCAP's Track and Field section. Her goal is to make the Olympic trials, which will be held during the summer of 2012, in Houston, Texas.

"I get to go just train; my job is going to be a professional athlete in the Army," she said, adding, "It doesn't get any better than that."

Calway's life-long goal is to compete in the Olympics.

In December 2007, she submitted her application and portfolio, and was accepted based on her running times. Calway aims to improve her time while at Fort Carson. Last year she reached her fastest time at the Boston Marathon, when she dashed across the finish line at 2 hours, 59 minutes and 45 seconds.

The athlete program assigned Kelly a coach, who provides a monthly schedule that requires Calway to run about 80 miles each week.

"It's a lot of work; especially to be working fulltime and having a family," she said. "I did it in college and it wasn't that big of a deal, but now I have to make dinner and put my daughter to bed. It's hard but totally worth it."

Her seven-days-a-week running schedule doesn't normally allow her any days off. "Occasionally I'll get rewarded ... my coach will write 'get a massage,' but it's not enjoyable because I'm in a lot of pain," she said. "Usually once a month I'll get a day off."

Calway says the amount of running she does affects many aspects of her life, including her social life.

"I try to do everything, but there are mornings when I can't go out for a hike with friends because I have to run, but I do races and end up socializing there," she explained.

Calway said she and her husband are "totally partners." The couple folds laundry together, she said, and if she won't be home in time to make dinner then Chris will make it.

"We have to share the responsibilities of everything," Calway added, noting her husband is her No. 1 supporter.

Although it seems the Calways must maintain an organized lifestyle, Kelly jokingly disagreed by noting, "I have no organizational skills. We try, but we have to be flexible."

For instance, when Kelly found out she was accepted into the athlete training program, Chris had to immediately request to be sent to Fort Carson too.

"We're really lucky we've both been able to stay in [the military] with a daughter," Chris explained, noting he and his wife were able to have alternating deployment cycles.

Calway's goal-oriented nature has produced a positive impact on her life, her husband said.

"She always has a goal on her mind and every day is a small goal to achieve that big one," Chris explained, noting his wife keeps a "goal book," which was inspired by her father.

"It always inspires me to see a soldier that could just be mediocre, go to 'superstar' really quickly and be able to achieve all their goals," the Army athlete said.

Kelly said she's not sure what life after the program will bring, but she'd like to take command of the WCAP Company, and has visions of managing its social networking tools and recruiting program.

Calway has one piece of advice that she gives to everyone: "Hard work pays off."

"Running more generally pays off," she said, "so hard work, putting in the mileage and speed workouts definitely pay off.

"Setting goals and achieving them is always motivation."

Misawa maintenance Airmen benefit from AFSO21 review

by Staff Sgt. Samuel Morse
35th Fighter Wing Public Affairs

5/28/2010 - MISAWA AIR BASE, Japan (AFNS) -- For many Airmen, the Air Force Smart Operations for the 21st Century program is as abstract as its name. For the Airmen of the 35th Maintenance Squadron munitions flight munitions support equipment element here, an AFSO21 review revealed they could cut their work time in half.

"Honestly, I was a little skeptical at first," said Tech. Sgt. Scot Solheim, the 35th MXS Munitions Flight munitions support equipment element chief. "I've never had any experience with AFSO21. Without knowing too much about it, it was a 'pie in the sky' type of thing. I thought it was one of those processes just to make something look better and not actually improve the work being done. But there really are benefits to it."

Through the AFSO21 process, the munitions support equipment element Airmen took a critical look at how they inspect and repair munitions trailers -- breaking down the process and rebuilding it from the ground up.

The munitions flight officer in charge, Capt. Daniel Connors, initiated the AFSO21 process after seeing its positive effects at his previous base.

Along with Captain Connors, Master Sgt. Marc Maschhoff, the 35th Fighter Wing AFSO21 facilitator, picked five volunteers to consult with the trailer maintenance shop.

The Airmen were selected based on their varying backgrounds, Sergeant Maschhoff said. Three Airmen were chosen from within the maintenance group, one of which already had experience with the AFSO21 process. Another came from the 35th Communications Squadron and the last came from the 35th Logistics Readiness Squadron, each giving a fresh perspective on the task at hand.

"I don't think I would have thought of it," said Sergeant Maschhoff, who spent 21 years of his career as a maintainer. "Just because the maintenance squadron is in the maintenance group doesn't mean they have all the tools and knowledge regarding vehicle maintenance. We reached out to LRS ... and got our guy, Staff Sgt. Lawrence Turnbull. He asked a lot of questions and brought a wealth of knowledge from LRS."

2nd Lt. Man Tsang, 35th CS, acted as a catalyst for brainstorming, Sergeant Maschhoff added. Without a maintenance background, the team had to walk Lieutenant Tsang through their work flow step-by-step, which exposed areas needing improvement.

"When they had to break down a process and explain everything to him, they really had to justify the ineffective or wasteful things they were doing," Sergeant Maschhoff said. "They started to ask themselves, 'Why are we doing that?'"

The team began their work May 18, starting with learning how AFSO21 works.

AFSO21 involves four basic steps: mapping out the current process, imagining an ideal state, identifying limitations and finding ways to bridge the gap between the current and ideal states.

As the team began the process, they realized there was not an established procedure for taking in, inspecting and repairing munitions trailers, Sergeant Maschhoff said. Instead, the shop used a batch and queue system where people worked on all the trailers at once. Despite good intentions, the system created delays as Airmen waited for specific tools to become available.

To steer their efforts and set a goal, the team envisioned an ideal state where money, time and available manpower were not a concern.

"The point is to free up their minds enabling them to think creatively," Sergeant Maschhoff said. "Then, we identified the common themes between the two groups, because those were the places where both teams were saying, 'These are the problems that need to get fixed.'"

In their brainstorming, both teams suggested a hydraulic lift for performing work underneath the trailers. Looking closer, the teams realized that it wasn't height they needed, but better visibility and freedom of movement, Sergeant Maschhoff said.

A potential solution involved replacing the overhead lights, painting the floor with a reflective surface and finding better portable lighting for working under the trailers. These were ideas neither group had originally thought of, but both agreed were the best solutions to the problem, he said.

Within four days, the team of experts had redesigned their batch and queue system. They discovered ways to reduce the required man hours by more than 60 percent and return munitions trailers after a single day rather than a week. Additionally, they outlined a new maintenance bay layout, focusing the shop's efforts on one trailer at a time, limiting downtime.

"It will cut our maintenance time down drastically," Sergeant Solheim said, "and help us get more items inspected in less time, which will increase our overall productivity."

The team presented their findings to Col. Kyle Matyi, the 35th Maintenance Group commander, May 21, and received $2,500 to start implementing their modifications to the trailer maintenance shop.

"The AFSO21 process can be applied to anything," Sergeant Maschhoff said. "If you can get a couple of people in a room and map out the steps in a process ... you can do this."

Sergeant Solheim said the experience changed his mind about the AFSO21 program.

"It's a good process for just about anybody -- it doesn't matter what career field you're in," Sergeant Solheim added. "It gets you thinking about how you can improve things. I recommend that people at least look into it."

Biden Urges Naval Academy Grads to Make Mark as Leaders

By Donna Miles
American Forces Press Service

May 28, 2010 - Vice President Joe Biden praised the U.S. Naval Academy's graduating class today for stepping forward to serve something bigger than themselves and challenged them to make their mark as leaders who inspire others. Biden welcomed the Class of 2010's 1,028 members to the "most powerful, best equipped and best prepared Navy and Marine Corps the world has ever seen," emphasizing that his characterization "is not hyperbole."

He conceded they're joining the force at a time of tremendous challenge, including two wars, the threat of weapons of mass destruction in the hands of stateless terrorists and the spread of radical fundamentalism.

"These challenges are real," Biden told the graduates, who were about to accept their commissions as Navy ensigns and Marine Corps lieutenants, and in one case, as an Army officer. "But every generation has faced challenges. And just like those who came before you, you will prevail."

Biden called on the graduates to draw on the lessons they've learned at Annapolis as they become military leaders. "You've been trained by the very best, and you'll leave here with an outstanding capacity to lead," he told them. "You are not only warriors. You are intellectually prepared in a way you have to be in order for us to be able to lead the world."

Those capabilities will be critical as the new officers enter "a global force for good with missions more diverse than ever before," Biden said.

He noted 2,000 Marines serving in Afghanistan, 13,000 sailors ashore in Iraq and Afghanistan and 9,000 more afloat in the region's waters. In addition, he cited sailors fighting pirates in the Horn of Africa and drug traffickers in the waters around South America, helping to preserve stability on the Korean peninsula, protecting commerce by projecting power around the world and saving lives as they respond to natural disasters.

Biden also paid special tribute to 11 graduates who will be among the first women to serve on submarines.

"You are not only making history, but like the 55 women who first graduated from this academy 30 years ago," he said, "you 11 submariners will inspire our daughters and granddaughters to serve their country in ways they never thought they could do."

Biden praised the entire graduating class for demonstrating character and integrity and a willingness to serve their country at a critical time in its history. As they write the next chapter in the Naval Academy's history, he urged them to maintain the legacy of a long line of distinguished graduates, including many greats in naval history.

"Who among you will be mentioned by the graduating speaker of 2050 and 2070?" he asked the class. "Some among you will. You will be -- those of you who excel beyond all others, who continue to be the inspiration for future generations."

In closing, the vice president expressed optimism about the future and urged the graduates to be an important part of it. "I know with absolutely certainty ... our country will remain strong for generations to come," he said. "Your future is literally America's future. Make it bright."

As the graduates assembled awaiting today's ceremonies, they reflected on their shared experiences at the Naval Academy and excitement about beginning their military careers.

Ross Pospisil, defensive captain of the Navy football team that has won the Commander in Chief's Trophy for seven consecutive years, was looking forward to his next challenges: the Marine Officer Basic School at Quantico, Va., then flight school in Pensacola, Fla.

With his superb athletic abilities, Pospisil could have attended just about any university he wanted. But, he said, he always wanted to serve in the military, and felt the opportunities at the Naval Academy were "unparalleled by any other institution."

"I felt a little calling," he said. "I felt like I owed something."

Pospisil said he recognizes he'll be leading his Marines into tough situations, but added that he is counting on his academy foundation and strong faith to succeed. He said he's committed to living up to the Marine Corps' credo, "My brother before me" and becoming a leader his people can trust. "My hope and my prayer is to continue that," he said.

Aubrey Manes, a Kansas native now headed to Navy flight school, said she'll take with her the strong bonds she and her fellow midshipmen formed at Annapolis.

"It's not just an education and it's not just a good time," she said. "There's an unspoken goal in mind here, that someday we will all serve the country."

Natasha and Marquette Ried, identical twins from Fort Collins, Colo., followed the same dream to the Naval Academy, but they are now launching separate careers in the Navy. Natasha is headed to flight school, and Marquette will become one of the Navy's first female submarine officers.

Marquette said her decision to join the submarine force had nothing to do with wanting to be a trailblazer or pioneer. "I was really looking for small-unit leadership right out of the academy," she said. But the sub force is "a real close-knit community, and I'm excited about being a part of it," she said.

As the midshipmen began lining up for today's ceremony, Marquette reflected on the magnitude of the moment she and her classmates have spent the past four years preparing for.

"It's all surreal," she said. "I'm excited about moving on. ... I'm really excited about getting started and finally getting to do what I set out to do."

NCAA Coaches Visit Eisenhower Sailors

By Mass Communication Specialist 1st Class (AW) Amy Kirk, USS Dwight D. Eisenhower (CVN 69) Public Affairs

USS DWIGHT D. EISENHOWER, At Sea (NNS) -- Four Division I football coaches visited Sailors May 27 aboard Nimitz-class aircraft carrier USS Dwight D. Eisenhower (CVN 69) as part of Moral Entertainment and United Service Organizations (USO)-sponsored 2010 Coaches Tour.

University of Oregon Football Head Coach Chip Kelly, U.S. Military Academy Football Head Coach Rich Ellerson, Harvard Football Head Coach Tim Murphy and University of Illinois Football Head Coach Ron Zook toured the ship and greeted Sailors, taking time to sign autographs and pose for pictures.

"It took about 10 seconds for me to decide to be a part of the tour," said Murphy, who has two recent graduates heading to Afghanistan soon. "I had great respect for the men and women in uniform before, but seeing you folks in action is impressive. Few people could do what you do everyday. We owe you all a debt that will be difficult to repay."

For Ellerson, being a part of the trip was twofold. He wanted to pay his respect to the men and women defending our freedoms and get a firsthand look at different environments and working conditions so he could go back and report to his Army athletes, giving them perspective on what they may face in the future.

"I have a profound respect for every person who serves," said Ellerson. "Being able to see the Air Force and the Navy in action, I appreciate them even more. It has been a humbling experience watching these men and women in action. With everything going on and the potential for bad things to happen, no one seems stressed – everyone is on point."

Kelly commented on the crew's ability to work seamlessly together, much like a successful football team, to get the job done.

"What we do on the field is just a game, but what you are doing here is life," said Kelly. "Every few seconds, I was taken aback by the seeming ease and efficiency with which everyone did their job – to watch that coordination was amazing."

The coaches were not the only ones to notice the similarities between a successful military operation and a successful football team.

"I am very excited they are here," said Interior Communications Electrician 1st Class Priscilla Horner, who won a raffle to dine with the coaches. "They have a great perspective of what we do out here – how they lead a team and how we lead out here are pretty much the same."

In addition to signing autographs, the coaches also conducted a question and answer panel discussion in the ship's hangar bay, fielding questions about the upcoming college football season and how, like within a military organization, teamwork is the key to success.

"You just keep seeing the teamwork and the amazing attitudes," said Zook. "One of the underlying things you see is that every job out here is important, from taking care of the aircraft to preparing the food, everyone pulls together with pride and professionalism. Every smile and attitude toward the job has been impressive."

The coaches said they look forward to returning home and sharing their experience with family, friends and their football teams.

"I think it is important for everyone to know that we are able to live the life the way we do because of men and women like you," said Zook. "We can't say thank you enough."

Sponsored by Moral Entertainment, the USO and Under Armour, in conjunction with Armed Forces Entertainment, the Coaches Tours is in its third year of providing entertainment and an expression of gratitude and support for military troops serving overseas.

According to the USO Web site, the tours have put NCAA coaches in touch with more than 40,000 troops to date, and officials estimate that this year coaches will meet and interact with 15,000 to 20,000 service members through the tour.

Eisenhower is underway as part of a regularly scheduled deployment to the U.S. 5th Fleet Area of Responsibility (AOR). Operations in the 5th Fleet AOR are focused on reassuring regional partners of the coalition's commitment to help set conditions for security and stability. U.S. forces maintain a naval and air presence in the region that deters destabilizing activities while safeguarding the region's vital links to the global economy.

The Only Thing That Matters is Duty

By Navy Adm. Mike Mullen
Chairman of the Joint Chiefs of Staff

WASHINGTON, May 27, 2010 - I had the honor of addressing the graduating class of 2010 from the United States Air Force Academy. They and a select group of college graduates throughout the country are receiving a diploma this month and then raising their hand to defend our nation. As I fly back home to Washington, it is to these young men and women entering our military that I wish to impart some of the same time-tested advice I gave our newest Air Force officers.

In a word, it's about duty.

Your first duty is to learn your jobs, and learn them well. Know them cold. Know them better than your peers, better even than your superiors. Stay ahead of the technology and the trends, because you are going to be on the leading edge of that change.

You are going to be responsible for making sure those you command and those you serve are informed and able to make the best decisions they can, often with little or no notice. You can't do that if you don't know what you're talking about. Become an expert. That is the most meaningful way a junior officer can contribute to the mission.

Your second duty is to lead. And there's a lot that goes into that, I know. Let me just tell you a little of what it means to me. It means loyalty. And loyalty must be demonstrated to seniors, peers, and subordinates alike. It must never be blind. Few things are more important to an organization than people who have the moral courage to question the direction in which the organization is headed and then the strength of character to support whatever final decisions are made.

Leadership also requires integrity. You may, at times, prove better than your word, but you will rarely prove better than your actions. The high standards by which you measure your own personal behavior and that of others, say more about you and your potential than any statements you make or guidance you give. You should strive to conduct yourself always in such a manner that it can never be said that you demanded less of yourself or of the men and women in your charge than that which is expected of you by your families or your countrymen.

Leaders today must likewise think creatively. They should be able to place themselves outside the problems immediately before them and look at them from a fresh perspective. While great decisions can be made in the heat of battle, great ideas are usually born in the ease of quiet. You must find the quiet to let your imaginations soar.

And that brings me to your final duty — to listen. You must listen to yourselves, to your instincts. You must also prove capable of listening to others, of trying to see problems through the perspectives of our allies, our partners, and our friends all over the world. No one military, no one nation, can do it alone anymore. It's why I sat cross-legged in a shura with tribal elders in Afghanistan. It's why our troops in that war-torn country are working so hard to speak the language and understand the culture.

Finally, remember that graduation and commissioning represent only the end of the beginning of your education. The world is now your classroom. Soldiers, Airmen, Sailors, and Marines are now your teachers. They and their families are the best they've ever been: talented, eager, and proud of what they are doing.

Take full advantage of their knowledge to improve yours. Show them your loyalty, and they will show you theirs. Demonstrate integrity in everything you do, and they will respect you. You represent the values they have — throughout our history — struggled to defend. Only by earning the support of those you lead can you ever truly hope to become a leader yourself.

Only by doing your duty — straight and true — can you hope to prove worthy of the trust this nation places in you today.

Best of luck to you all, God bless and congratulations.

Mullen Urges Grads to Live Lives of Service, Leadership

By Donna Miles
American Forces Press Service

May 27, 2010 - Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, returned to his two sons' high school alma mater here today to encourage this year's graduating class to take risks, push the envelope and be willing to fail in the quest for ever-higher goals.

Speaking at the St. Mary's High School graduation ceremony, Mullen also called on the 126 graduates to seek ways to serve in whatever ways they choose, and to become leaders in charting new courses for the future. He also encouraged the graduates to use any uncertainties they may feel facing the future as a springboard to what's ahead.

"Embrace that uncertainty, and embrace it in a way that keeps your options open for the future," said Mullen, as he stood on the grounds of the historic Charles Carroll House, overlooking Spa Creek.

"Be taking risks," the chairman urged. "Be someone who is willing to push the envelope and sometimes fail."

Failure in itself can provide some valuable lessons, Mullen told the students. "When you've pushed, and when you fail, how do you react to that?" he asked. "How do you get up off the floor once that occurs? Because it happens in life."

Mullen told the graduates they're well-equipped with what it takes to rebound.

Recognizing that all members of the graduating class will continue their educations at a college, university or military preparatory school, Mullen encouraged them to apply what they learn by serving in a way that will affect society in a positive manner.

"You are a generation ... that is very inclined to serve," he said. While paying tribute to nine St. Mary's graduates headed to military academies, service academy preparatory schools or ROTC, Mullen said serving in the military is just one of many ways the students can make a difference.

"It can be through teaching or volunteer work in the Peace Corps or government at the local or national levels," he said. "I look forward to your impact on society, your impact on the future, which will make such a big difference."

Regardless of the paths they choose, Mullen urged the graduates to be willing to lead when leadership is needed and to keep their options open so they're able to adapt to life's constant changes. "Keep thinking," he said. "Keep dreaming of the possibilities that are out there – outside of Annapolis, outside of America - and literally, outside yourselves."

Mullen recognized the importance of education in developing the kinds of skills and aptitudes the United States and the world needs. He noted that his friend, Greg Mortenson, author of "Three Cups of Tea" and "Stones into Schools," repaid villagers in Pakistan who had saved his life after a failed mountain-climbing mission on K-2 by building desperately needed schools.

Mortenson's tireless efforts have brought many schools to both Afghanistan and Pakistan, the chairman said, all providing a long-sought education to young girls as well as boys.

"So I hope you can find it within yourself to be grateful about the gift of education you have received here, in and out of the classroom," he told the St. Mary's graduates.

Mullen wished the graduates well as they go on to their next endeavors. "May you hold fast to your values and personality in the face of so much change," he said. "And with service and compassion for others, may you lead the change of the future."

Mullen's two sons are St. Mary's graduates. John Mullen graduated in 1997, and Michael Mullen in 1999. Both went on to attend the U.S. Naval Academy in Annapolis, following in their father's footsteps.

Airman honored with AF International Affairs Excellence Award

by Tech. Sgt. Phyllis Hanson
Secretary of the Air Force Public Affairs

5/26/2010 - WASHINGTON (AFNS) -- An Air Force master sergeant was recognized May 24 for his role in helping advance the capabilities of the newly-formed Afghan National Army Air Corps.

Secretary of the Air Force Michael Donley presented Master Sgt. Cameron Rogers with the Air Force International Affairs Excellence Award during a ceremony held in his honor at the Pentagon.

Sergeant Rogers, the Air Force District of Washington's command aircraft maintenance manager, received this award for his service on a year-long deployment with the Combined Airpower Transition Force in Kabul, Afghanistan.

"The award is very timely," said Secretary Donley. "Building partnerships is certainly a priority for our Air Force."

Sergeant Rogers "enabled our Afghanistan partners to succeed in restoring the confidence of Afghan airmen as they begin to provide security and stability for their own nation," Secretary Donley said. This work is important and "does have consequences for the security of Afghanistan and for the success of the U.S. and coalition mission in this important region," he added.

As a mentor to the ANAAC and Air University, Sergeant Rogers drew upon his UH-1N helicopter program manager experience and aircraft maintenance skills. His efforts resulted in more than 2,500 sorties encompassing ground attack, airlift and medical evacuation while ferrying more than 16,000 passengers and 144,000 pounds of cargo. He worked with the Afghans maintenance crews in support of their Mi-17 and Mi-35 helicopter fleets.

"This is definitely not something I expected 20 years ago before I joined the Air Force," Sergeant Rogers said. "I come from a small Iowa town, and it's thanks to the Air Force I've been able to travel to different parts of the world and make a lot of good friends.

"I have a lot of Afghan friends now that I still keep in contact with and I do miss a lot," he said. "It's a great honor to be accepting this award. I'm speechless. But, I appreciate it."

Established last year, the annual Air Force International Affairs Excellence Award honors outstanding and innovative contributions to international affairs. The award recognizes one Air Force member judged to be most effective in building, sustaining, expanding and guiding enduring international relationships. Sergeant Rogers is the second recipient of the award.

Mullen Offers Leadership Challenges to AF Academy Grads

By Donna Miles
American Forces Press Service

May 26, 2010 - The chairman of the Joint Chiefs of Staff today challenged the Air Force Academy's graduating class to embrace a sense of duty and build on the lessons they learned here as they become tomorrow's leaders.

Navy Adm. Mike Mullen praised the character and courage of the Class of 2010's members who chose to join an Air Force that's "literally been at the tip of the spear since the beginning of the Gulf War" and remains engaged in combat.

"We've been a nation at war for nearly half of your young lives. It's a reality you've literally grown up with," he said, surveying the 1,001 graduating cadets assembled in Falcon Stadium. "And yet here you are – ready to step into the breach, ready to face the enemy's fire and ready to take your place in the long blue line that has preceded you."

Mullen noted that 30,000 airmen currently are deployed for the wars in Iraq and Afghanistan. In addition to flying 180 combat missions a day, nearly 5,000 of these servicemembers are serving outside their normal career fields, providing critical support to ground forces.

"Airmen keep the supplies and the weapons coming. They find and defeat improvised explosive devices," Mullen said. "And they man two of the largest battlefield medical facilities we have in the war zones."

Mullen challenged the graduating class to embrace the sense of duty their fellow servicemembers share, with an eye toward constant improvement.

"Your first duty is to learn your jobs and learn them well," he said, urging them to stay ahead of technology and trends so they can be on the leading edge of change. This, he said, will ensure they're able to keep those they serve informed and are positioned to make the best decisions possible.

Mullen next challenged the graduates to be leaders demonstrating loyalty, integrity and imagination as they live up to their commissioning oath. "A good leader remembers that oath – the promise to put service before self – always," he said.

But the chairman emphasized that loyalty should never be blind. "Few things are more important to an organization than people who have the moral courage to question the direction in which the organization is headed, and then the strength of character to support whatever final decisions are made," he said.

He called on the graduates to exceed what's expected of them as they lead by example. "If you are wrong, admit it. If you have erred, correct it," he said. "Seek responsibility, then hold yourselves accountable."

Mullen also urged them to exhibit imagination – the kind of vision that he called key to the success of the Air Force and the country as a whole. "A leader today must ... think creatively," he said, seeing problems from fresh perspectives to rise above them.

The chairman challenged the cadets to listen to their own instincts, but also those of others – allies, partners and friends all over the world. He reiterated President Barack Obama's call during the U.S. Military Academy commencement last weekend to build new partnerships and shape stronger international standards and institutions.

"No one military – no one nation – can do it alone anymore," he said. "We need each other in ways none of us could have imagined when the Berlin Wall came crashing down."

As they join the force and help to forge some of these new relationships, Mullen urged the graduating class to learn from their fellow airmen. "They and their families are the best they've ever been: talented, eager and proud of what they are doing," he said. "Take full advantage of their knowledge to improve yours."

Mullen offered some parting advice as the graduating class takes on leadership positions. "Show them your loyalty, and they will show you theirs," he said. "Demonstrate integrity in everything you do, and they will respect you.

"Tap into your – and their – imagination," he continued, "and there will be no limit to what you can accomplish."

Gen. Norton A. Schwartz, Air Force chief of staff; Lt. Gen. Michael Gould, Air Force Academy superintendent; and other academy officials joined Mullen on the stage in presenting diplomas. The cadets raised their right hands as Brig. Gen. Samuel Cox, commandant of cadets, administered the oath of office for the graduates' commissions as second lieutenants.

Before the ceremony, members of the graduating class sat excitedly outside the stadium, awaiting the events they'd worked four years to enjoy.

Emma Przybyslawski, commander of the outstanding cadet squadron for the year, the Cadet Squadron 19 "Wolverines," grappled to explain the magnitude of the moment. "There are no ways to explain it," she said. "Sometimes along the way, some of us thought that we might never make it. But we did, and being here is the happiest day of our lives."

Przybyslawski follows a long family tradition of Air Force service. Her grandfather was a World War II pilot, and her father, Maj. Gen. Anthony Przybyslawski, will soon retire as special assistant to the Air Force Space Command commander.

Dreaming of following in their footsteps, Cadet Przybyslawski left the academy after her first year, then realized what she had missed attending a civilian university. "I came crawling back," she said. "There's really a sense here of being a part of something bigger than yourself."

Clarke Sumerel, a Class of 2010 classmate, is excited about heading off to pilot school at Columbus Air Force Base, Miss. He said he'll take the close friendships he gained at the academy, but more importantly, the leadership lessons he learned from his superiors as well as his peers. He's ready, he added, to launch his Air Force career, undeterred by the recognition that he's entering a military at war that will frequently take him far from home and into harm's way.

"I want to go as soon as I can. That's why I signed up," he said. "After all, when you're on the basketball team and have spent so much time practicing, you don't want to sit on the bench."

USS Helena Displays The Right Spirit

By Lt.j.g. Garry Ferguson, USS Helena Public Affairs

May 25, 2010 - KITTERY, Maine (NNS) -- The Los Angeles class attack submarine USS Helena (SSN 725) reached another significant milestone May 21 when Submarine Group (SUBGRU) 2 representative Capt. Michael Martin presented the submarine with "The Right Spirit" pennant. The pennant displays a single gold star symbolic of an entire year without a driving under the influence (DUI) related incident. The award recognizes Helena's efforts to prevent alcohol-related incidents which could jeopardize Sailors and civilians alike. Earlier this month, USS Oklahoma City (SSN 723) also received the "Right Spirit" pennant.

A "Right Spirit" pennant was also awarded to USS Hartford (SSN 768) in October 2009 after Sailors aboard the submarine passed their 1,000th alcohol-related incident-free day. Another pennant was awarded to USS North Carolina (SSN 777) in December 2009 after crew members aboard the boat completed 2,000 days without an alcohol-related incident.

The Navy blue pennant with gold lettering includes a gold star for each year the command is free of alcohol related incidents. A pennant with a single silver star represents five-consecutive years without a DUI incident.

Commands are authorized to fly the pennant as long as they are DUI-free.

The Right Spirit Campaign, initiated by the secretary of the Navy in 1995, was designed to enhance fleet readiness by the reduction of alcohol abuse and related incidents, to provide a safe and productive working environment and to ensure quality of life while de-glamorizing alcohol use.

This pennant was the brainchild of waterfront leadership. SUBGRU 2's Navy Alcohol and Drug Control officer designed and implemented the idea.

Helena, homeported in San Diego, arrived at the Portsmouth Naval Shipyard Sept. 2, 2009 for extended maintenance including several system upgrades. Upon arrival, Helena Sailors have been building a relationship with the community.

Helena, named after Helena, Mont., was commissioned on July 11, 1987. Her motto is "Proud and Fearless."

Workplace Changes Must Have 'Net Generation' in Mind

By Jim Garamone
American Forces Press Service

May 25, 2010 - The federal workplace has to adapt to a looming personnel issue that federal managers ignore at the country's peril, the Defense Department's deputy chief information officer said.

During a phone interview, David M. Wennergren said the department must change to draw in employees who have not known a world without the Internet.                    
Two shifts are happening in the federal government, Wennergren said, and each reinforces the other.

First, he said, 971,000 federal employees will become eligible for retirement over the next few years. Second, he explained, is that the world is vastly different from the early days of technology in the federal workplace.

"The world has moved to the Web 2.0 vision of services available anywhere -- the ability to move things through the cloud, to use mass collaboration for networking services and to bring speed and agility to the delivery of information capabilities," he said. "It's a radical set of changes moving us away from the old world, where the answer was always just to build big information technology         systems."

"The Net Generation," as Wennergren called the rising pool of potential federal workers, sees information technologies as a given – like air or water. And unlike their parents, he said, they don't look at joining a company or agency and then staying with that job for life.

"They are our prime target for people coming into the work force – whether it's 18-year-olds coming into the military or 21-year-olds coming out of college to join the military or the federal work force," Wennergren said.

The "Baby Boom" generation is leaving government service. Even the youngest among them are retirement-eligible now, Wennergren said.

"The Net Generation will be taking leadership positions at a much younger age," he said. "So we think it is really important to understand what the work force issues really are. What are the norms and behaviors and priorities of this new work force? What kind of environment can we provide that will help them thrive?"

Then, he said, the federal government needs to use the tools available to attract, hire and retain these people. This must start now, he added, if the federal government is to succeed.

Federal managers, he said, need to look at the nature of work and how to create leaders at a younger age. Other aspects include transforming the ratings system from a once-a-year rating to a more hands-on mentoring approach, he added.

The good news is that the Net Generation believes strongly in community service, Wennergren said.

"This is a generation that wants to serve and wants to make a difference," he said. "But they want to be at a place where they will have the tools and capabilities to get the job done."

The federal workplace must provide the type of environment that allows the new generation of tech-savvy government workers to use the capabilities they bring, Wennergren said. This includes providing systems "where people can get onto the network from anywhere, work from home, work on the road, [and] can use social media and instant messaging and chat [features]," he added.

Supervisors need to ask themselves if they are creating an environment that plays to the Net Generation's strengths.

"Are you helping them to grow and recognize that this is a place they can make a difference?" he asked. "That's the key."

Officials name SAIGE award winners

May 20, 2010 - RANDOLPH AIR FORCE BASE, Texas – Officials here announced the two Air Force winners of the 2010 Society of American Indian Government Employees Meritorious Service Award.

The military and civilian winners are Lt. Col. Eric Brewington of the Air Force Special Operations Command at Hurlburt Field, Fla., and Elizabeth Adducchio from the Air Force Research Laboratory at Wright-Patterson Air Force Base, Ohio.

The SAIGE Meritorious Service Award honors male and female military members and Department of Defense civilian employees who support the Defense Department mission or the war on terrorism.

Cited in Colonel Brewington’s selection included his actions during a deployment in 2008 as the director of installations and mission support for Operation Iraqi Freedom and in 2010 as the chief of contracting policy for Operation Enduring Freedom in Afghanistan.

In collaboration with the Aeronautical Systems Center, Ms. Adducchio was recognized for her role in identifying and interviewing candidates for critical acquisition positions at Wright-Patterson AFB as well as success in her organization’s selection and retention of a diverse workforce culture.

The awards will be presented at the 2010 Seventh Annual SAIGE National Training Conference June 14-18 in Uncasville, Conn.

For more information on Air Force awards and recognition programs, visit the Air Force Personnel Center personnel services Web site or call the Total Force Service Center at (800) 525-0102.

Operational Stress Conference Promotes Greater Enlisted Leadership

By Mass Communication Specialist 2nd Class Josh Cassatt, Navy Public Affairs Support Element West

SAN DIEGO (NNS) -- The Combat and Operational Stress Control (COSC) Conference took place in San Diego, and for three days Navy and Marine Corps leaders, medical and mental health professionals, combat veterans and their families, addressed stress affecting Sailors and Marines.

One of the underlying themes of the COSC Conference is the role noncommissioned officers (NCO) have in identifying the signs of stress in junior enlisted personnel.

"If COSC is to become more than just words on paper, it will be because our NCOs learn it, get serious about it, own it and teach it," said Capt. William Nash (Ret.), a psychologist and one of the guest speakers at the conference.

For too long, said Nash, there has been a stigma associated with mental health, both in the civilian world and in the military. It is a stigma that can be an inhibitor to needed treatment.

"Even heroes, the strong and the brave, and their families, can be damaged by stress," said Nash. "We need to promote the message that it is okay to seek help; with honor, without shame and without stigma."

"Asking for help is not a weakness, it is strength of character," said Master Chief Petty Officer John T. Minyard, U.S. Pacific Fleet command master chief. "These Sailors and Marines have answered the call to serve their country, and we owe it to each one of them to help them when they are in need."

Part of seeking that help is knowing where a service member can turn in when stress becomes overwhelming. The message being conveyed at the COSC Conference is that a service member should be able to turn to his or her NCO first.

"This is about leadership," said. Lt. Gen. Richard C. Zilmer, deputy commandant for manpower and reserve affairs. "We have an obligation to know our Sailors and Marines and to know when something is wrong, and NCOs are the best communicators with junior troops."

The overriding challenge, according to Zilmer, is trying to reconcile the warrior ethos with the need to ask for help.

"No Marine wants to admit that he is anything less than one hundred percent," said Zilmer. "That's why our senior enlisted leaders are so important; they have had these experiences and they know how to handle the stress.

"These are powerful examples from Marines who have been there and they can tell their junior troops, 'this is what you do to get well," Zilmer added.

The COSC Conference, organized by the Naval Center for Combat and Operational Stress Control (NCCOSC), is the first event held by the Navy and Marine Corps to deal with the issue of stress from a joint perspective.

NCCOSC is a Navy Bureau of Medicine and Surgery program created to improve the psychological health of Navy and Marine Corps forces by helping to build and promote resilience. Its goals are to provide service members, combat veterans and their families with educational programs to effectively address combat, operational and daily stress, reduce the stigma in seeking mental health treatment and to facilitate research in psychological health.

Navy Achieves National Recognition for Life-Work Balance Programs

By Lt. j.g. Laura K. Stegherr, Diversity Directorate Public Affairs

May 20, 2010 - DALLAS (NNS) -- The Navy's Task Force Life/Work (TFLW) initiatives received national accolades May 18 by the Alliance for Work Life Progress (AWLP) with the organization's Work-Life Innovative Excellence Award.

As the highest honor offered by AWLP, the Work-Life Innovative Excellence Award was created in 1996 to showcase programs and policies that demonstrate excellence in enhancing and promoting work-life effectiveness while achieving organizational goals.

Competitors for the award are evaluated on their program's responsiveness to employees' needs, innovation in overcoming barriers to implementation, and measurable benefits to the well-being of employees. Past recipients include Pepsi Bottling Group, Ernst & Young, Verizon Wireless and IBM.

Capt. Ken Barrett, director of the Navy Diversity Directorate and TFLW, accepted the award at the 2010 Total Rewards Conference, sponsored by WorldatWork, AWLP's parent company, in Dallas.

"We have found that addressing the professional and personal needs of our Sailors and their families is an important aspect of retaining our best and brightest," said Barrett. "This award signifies that Task Force Life Work is steadily meeting that goal." The Navy received a standing ovation during the ceremony, which also recognized the life-work balance programs of Hospital Corporation of America and Palm Beach County, Fla.

Anne Ruddy, president of WorldatWork, commended the award winners for the progress they had made in advancing professional and personal goals for their workforces.

"I've said many times before that it is our job at WorldatWork to support total rewards professionals and advance the profession. But this morning is the reverse," said Ruddy. "This morning is to recognize those professionals who offer best and next practices to learn from and to celebrate the way these people and organizations have advanced total rewards concepts by leaps and bounds."

The Navy's TFLW program began in 2007 to address the professional and personal development needs of Sailors and to enhance healthy life/work balance. The focus of TFLW is to provide a menu of workforce options aimed at retaining the Navy's talent to ensure mission accomplishment.

Since its inception, several TFLW initiatives have been launched, including greatly expanded telework programs, flexible work schedules, paternity and adoptive leave, and one year deferment of sea duty for new mothers.

Steffanie Easter, assistant deputy Chief of Naval Operations for Manpower, Personnel, Training and Education, also shared her thoughts on the significance of the AWLP award and the importance of the Navy's TFLW programs.

"Historically, the Navy has been a great place to work," said Easter. "To win this award, we needed to determine what it takes to recruit and retain the best talent our country has to offer. This award recognizes that we as an organization offer many opportunities and benefits that our Sailors and civilians find attractive."

The Navy's TFLW and quality of life programs have previously been awarded by both the Families and Work Institute, the Telework Exchange, and Working Mother Magazine.