1 14th Flying Training Wing Building the Worlds Best Pilots, Leaders, and Warriors Noncommissioned...

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14th Flying Training Wing14th Flying Training Wing

Building the World’s Best Pilots, Leaders, and Warriors

Noncommissioned Noncommissioned

Officer Professional Officer Professional

DevelopmentDevelopment

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

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• 0700 – 0800 PT• 0900 – 1100 Mentoring and Counseling• 1110 – 1210 EAF/Joint Ops/Total Force• 1210 – 1330 Lunch• 1330 – 1530 Discipline• 1530 – 1630 Senior Leadership Panel (Group CC’s)

Agenda (Day 2)Agenda (Day 2)

NCO Professional DevelopmentNCO Professional Development

Mentoring & Mentoring & CounselingCounseling



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• Mentoring defined • Counseling defined• Steps in the Process• Scenarios• Comparing Mentoring/Counseling

Overview

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• A trusted Counselor• Coaching - Specific tutoring for an event• Counseling - Exchanging opinions/ideas in order

to reach a decision• Teaching learned wisdom

“A mentor is defined as a “trusted counselor or guide.” Mentoring, therefore is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally.” AFI 36-3401

Mentoring (Defined/Purpose )

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• Mentoring is not a promotion enhancement program

• Mentoring helps each individual reach their maximum potential

• Mentoring covers a wide range of areas:• Career guidance

• Technical and professional development

• Leadership

• AF history and heritage

• Ethics, core values,

• More.....

Mentoring Benefits

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• Air Force definition: (taken from AFI36-3401)• Immediate supervisor is your mentor

• All of your subordinates are your mentees

• Mentoring is an inherent responsibility of leadership

• This does not preclude you from seeking other mentors--personal or professional

• Supervisors must make themselves available to subordinates who seek career guidance and counsel

Mentor/Mentee Relationship

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• Supervisors must prepare themselves to be effective mentors!• Study the applicable AF specialty career path

pyramid and career experience matrix

• Supervisors must continually challenge their subordinates to improve

• Mentors need to distinguish between individual goals, career aspirations, and realistic expectations

Mentor/Mentee Relationship (cont)

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• NCOs are mentors to:

• Jr NCOs

• Airman

• Civilians

• Ample opportunities

• Receive broader view of the Air Force

• Stay abreast of latest changes

• Role model on many levels

• Pass on heritage as enlisted members

Mentoring the Mentor

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Steps in the Mentoring ProcessSteps in the Mentoring Process

• What are the steps in the mentoring process?

• Establish rapport

• Help them establish goals

• Help them implement goals

• Give advice and be available when needed

• Follow-up

Mentoring is an on-going relationship that continues on and off duty.

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• Feedback

• Verbal

• Documented

“Counseling is a systematic two-way discussion between the supervisor and subordinate concerning duty performance as compared to established standards with the intention of informing the subordinate of his/her past duty performance and cooperatively developing a plan to improve performance.”

Counseling Defined

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Counseling is to help the follower realize that an

opportunity exists to change negative behavior and to

reinforce positive behavior.

• Help people make wise choices and decisions

• Help people be better adjusted or promote their mental

health (refer to professionals)

Why Do We Need Counseling?

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• Goal setting is important in personal and professional life--provides a measuring stick• Near-term goals

• Mid-term goals

• Long-term goals

• Be careful not to set unattainable goals, and make sure your mentee doesn’t either

• Be careful not to set goals which are easily attainable

• Goals should provide a driving force

• Celebrate after accomplishing goals

Goal Setting

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• Performance feedback is essential to mentoring• Provide realistic assessment of performance

• Measure performance against established criteria and goals

• Point out strong suits

• Point out weaknesses, and recommend ways to improve

• Review goals to see if they need adjusting

• Encourage open communication

• Bottom line: A glowing feedback is easy to give, but will it help improve your people?

Performance Feedback

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• Recognition comes in many forms• Amn/NCO of the Quarter• Volunteer Award• Technical (AFSC) Awards• Specialty (Honor Guard) Awards• Team Awards• Decorations• Etc.

• You owe it to your people to write them up when they are deserving--SET THEM UP FOR AWARDS!

• Mentees: don’t be shy about awards--let them know when you’re deserving! SET YOURSELF UP!

Recognition

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• There are four major kinds of situations that

require

counseling:

• Job Related

• Interpersonal

• Situational

• Personal or Emotional

Counseling Situations

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• Help someone make wise choices and decisions• Keeping counselee on the right track• Getting counselee to overcome fear of criticism• Ensuring counselee clearly understands

expectations• Involving the counselee in developing solutions

Counseling Challenges

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Counseling ProcessCounseling Process

• What are the steps in the counseling process?

• Set the meeting

• Establish a relationship

• Help the counselee gain self-understanding of the area requiring change

• Devise a plan to resolve problem and follow-up

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Counseling EnvironmentCounseling Environment

• What are some other things to consider when conducting a counseling session?

• Private/Quiet, non-threatening place

• Limit interruptions

• Allocate plenty of time

• Non-verbals

• Confidentiality

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Comparing Mentoring/CounselingComparing Mentoring/Counseling

• What are some of the similarities between mentoring and counseling?

• The overall steps

• Both help individuals to make decisions

• Both are supervisor responsibilities

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Comparing Mentoring/CounselingComparing Mentoring/Counseling (cont) (cont)

• What are some of the differences between mentoring and counseling?

• Mentoring is Proactive and Counseling is Reactive

• Mentoring ensures the needs of the protégé are met

• Counseling ensures Air Force standards are met

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Comparing Mentoring/CounselingComparing Mentoring/Counseling (cont) (cont)

• What other things do you need to take into consideration?

• Home Station, TDY or Deployed Location

• Understanding and appreciating the uniqueness of everyone involved

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Scenario #1Scenario #1

• You are the NCOIC of the section. The commander has recently notified you that the squadron has been selected to support another deployment. This is the third time this year! They are asking for volunteers, but you know you will have to “twist arms” to fill out the team. Everyone is getting frustrated with the high Ops Tempo. Senior Airman Howell is one of the squadron’s best troops. He is the first to volunteer for these operations and rarely complains. Today is a different story however. SrA Howell tells you that he cannot volunteer for this deployment because his wife is threatening to leave him if he keeps going away for months at a time.

• What are the issues?

• Would you use counseling or mentoring? Why?

• How would the outcome change if you had chosen the alternative?

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Scenario #1 AnswersScenario #1 Answers

• 1. What are the issues?

• Professional - Need to fill the mission. • Personal - Need to take care of SrA Howell.

• 2. Would you use counseling or mentoring? Why?

• Counseling – for the marital problems –possible referral to professional

• 3. How would the outcome change if you had chosen the alternative?

• May be showing empathy but not curing the problem. • If mentoring happened earlier and a plan for SrA Howell’s career

includes participating in 2-3 deployments a year, SrA Howell can share this with his spouse and this may prevent the problem.

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• You just received a phone call from the BX manager stating that A1C Jones has bounced two checks this week. You know that A1C Jones is supporting a family of four on one income. A1C Jones is an excellent worker and has had no other financial problems that you are aware of.




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• Financial problems – breaking law• Member with huge amount of stress due to having problems

supporting their family

• 2. Would you use counseling or mentoring? Why?

• Counseling – severity of the problem. Airman is already in trouble and needs to change habits to meet AF standards.


• If mentoring had been done prior to the offense, supervisor could have offered resources that possibly could have prevented the problem i.e. AF Aid Society, PFMP (Personal Financial Management Program) and WIC (Women, Infant, and Children).

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• SrA Gonzales works downstairs in the Commander’s Support Staff. She runs into you in the hallway and tells you that she is considering separating from the Air Force when her enlistment is up. She has asked her immediate supervisor for advice on several occasions, but her supervisor continually tells her they are too busy right now. You know that she is a good airman and has received numerous letters of appreciation during commander’s call. You also have seen her at the local community college where you both attend classes. You know she is a valuable member of the Air Force and want to help her make an educated decision about her future.




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• Poor supervision• Retention of a good Airman in question

•• 2. Would you use counseling or mentoring? Why?

• Mentoring – Want to provide her with as much information as possible so SHE can make an educated decision.

• She is in compliance with Air Force standards.


• If the supervisor uses counseling and tries to make the decision for her, she could rebel and separate.

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• Mentoring defined • Counseling defined• Steps in the Process• Scenarios• Comparing Mentoring/Counseling

Summary

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Questions?

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UTC UTC DESC Unit EAFC4 EAFC5 NSUTC AUTH_AFWUS PAX DEPID ModDate Remarks RecNum3FZZZ FIGHTER AIRCRAFT 0014OPSGP AEF02 AEF02 AXS 1 0 6 23-09-2002 23ZZZZ AVIATION OPERATIONS 0014OSSSQ AEF08 AEF08 AXX 1 0 6 19-04-2004 13ZZZZ AVIATION OPERATIONS 0014OSSSQ AEF02 AEF02 AXX 1 0 6 23-09-2002 23ZZZZ AVIATION OPERATIONS 0037FTASQ AEF08 AEF08 AXX 2 0 6 19-04-2004 33ZZZZ AVIATION OPERATIONS 0050FTASQ AEF08 AEF08 AXX 1 0 6 28-02-2003 23ZZZZ AVIATION OPERATIONS 0050FTASQ AEF02 AEF02 AXX 1 0 6 23-09-2002 13ZZZZ AVIATION OPERATIONS 0048FTASQ AEF02 AEF02 AXX 1 0 6 23-09-2002 13ZZZZ AVIATION OPERATIONS 0014FTAWG AEF02 AXX 1 0 6 05-04-2004 13ZZZZ AVIATION OPERATIONS 0048FTASQ AEF08 AEF08 AXX 1 0 6 19-04-2004 24F9DC PB FL SP THREAT RESP AUG TM 0014CEGSQ AEF02 AEF02 DXS 2 2 P 21-01-2003 14F9DC PB FL SP THREAT RESP AUG TM 0014CEGSQ AEF08 AEF08 DXS 2 2 P 12-01-2003 24F9FJ PB FIRE PROT INCID CMD TM 0014CEGSQ AEF08 AEF08 DXS 2 2 3 07-11-2002 14F9FN PB FIRE PROTECTION MGMT AUG 0014CEGSQ AEF02 AEF02 DXS 1 1 P 07-11-2002 14F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF02 AEF02 DXS 6 6 1 21-01-2003 34F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF02 AEF02 DXS 6 6 1 21-01-2003 44F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF08 AEF08 DXS 6 6 1 12-01-2003 64F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF02 AEF02 DWX 6 6 1 06-08-2001 PERSONNEL ONLY 14F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF02 AEF02 DXS 6 6 1 06-02-2003 PERSONNEL ONLY 24F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF08 AEF08 DXS 6 6 1 12-01-2003 PERSONNEL ONLY 74F9FP PB FIRE PROTECTION OPS TM 0014CEGSQ AEF08 AEF08 DWX 6 6 1 24-08-2001 54FZZZ CIVIL ENGINEERING 0014CEGSQ AEF02 AEF02 AXX 10 0 6 31-03-2004 16FZZZ RECON COMMUNICATIONS 0014CMNSQ AEF08 AXX 1 0 6 05-04-2004 16KAAE STAFF SUPPORT 0014FTAWG AEF08 AEF08 DWS 1 1 P 29-04-2002 26KAAE STAFF SUPPORT 0014FTAWG AEF08 AEF08 DWX 1 1 P 29-04-2002 36KAAE STAFF SUPPORT 0014FTAWG AEF02 AEF02 DWX 1 1 P 29-04-2002 16KAAE STAFF SUPPORT 0014OSSSQ AEF08 AEF08 DWX 1 1 P 29-04-2002 26KAAE STAFF SUPPORT 0037FTASQ AEF02 AEF02 DWX 1 1 P 29-04-2002 1

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Questions?

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LUNCHLUNCH

• Be back at ???

NCO Professional Development

Discipline



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“Nothing is more harmful to the service than the neglect of

discipline; for that discipline, more than numbers, gives one army superiority over another.”

Quote

- George Washington

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• Supervisors Role and Responsibility• Establish and Communicate Effective Standards• Preventive Measures• Supervisor Disciplinary Tools• Commander disciplinary tools • SNCOs Roles and Responsibilities in Discipline • Developing First Line Supervisors• QFRB--Quality Force Review Board• Involuntary separation (when all else has failed)• NCO benefits regarding involuntary separation

OverviewOverview

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Supervisors Role and ResponsibilitiesSupervisors Role and Responsibilities

• To keep the office running smoothly (be visible/accessible)

• To correct substandard performance

• To set and enforce standards (lead by example)

• To be fair and consistent

• Counseling

• Advise troops about the disciplinary process

• Provide recommendations to Senior Leadership

• Gaining the knowledge to be effective

• Establishing credibility up and down the chain

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Understand/Explain StandardsUnderstand/Explain Standards

• What are standards?

• Standards are the rules and regulations

• Standards are expectations of behavior and performance

• Written/Unwritten rules of behavior and work performance

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Enforcing StandardsEnforcing Standards

• What are your responsibilities towards enforcing standards?

• Make sure subordinates follow the rules

• Correct substandard performance

• Rehabilitate

• Consistency

• Reward those who exceed the standards

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Establish and CommunicateEstablish and Communicate Effective Standards Effective Standards

• How do you determine required standards within your section?

• Specific mission of section

• Lead by example

• Continuous feedback

• Educate supervisors on corrective measures available

• Established norms (i.e. Duty Hours, Uniforms, Customs and Courtesies, etc.)

• Supervisor requirements/expectations

• Be sensitive to perceived/real problems

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Effective StandardsEffective Standards

• What constitutes an effective standard?

• An effective standard is:

• Legal (align with AFIs)

• Obtainable

• Measurable

• Clear

• An understandable expectation

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Understanding StandardsUnderstanding Standards

• How do you ensure your subordinates understand your standards?

• Clearly state what your standards and expectations are

• Ask follow up question for clarity

• Give them the opportunity to discuss the standards with you

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Preventive MeasuresPreventive Measures

• How do you set your people and unit up for success?

• Create the proper work environment

• Get to know your troops and families

• Be proactive, not reactive

• Continuous feedback

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Establish A Healthy/Positive Establish A Healthy/Positive EnvironmentEnvironment

• How do you get to know your troops?

• Show interest by asking questions about family, hobbies, goals, etc. (Get to know their spouses/kids names.)

• Morale Visits

• Schedule activities away from the job

• Talk to your troops

• Build a good working relationship/establish trust

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• How do you establish trust with your people?

• Day-to-day interaction

• Be consistent and fair

• Be approachable

• Set the example

• Be objective

Personal Interest in SubordinatesPersonal Interest in Subordinates

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Day-to-Day InteractionDay-to-Day Interaction

• By getting to know your troops and establishing mutual trust, what are the day-to-day benefits?

• Troops will approach you for help

• Recognize problems before they get to large

• Unit and mission will benefit (i.e., feeling of empowerment, new ideas, etc.)

• A positive work center environment

• NCOs increased sense of purpose and value

• Efficiency (increased productivity)

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• Verbal Counseling--recommend you do an MFR afterwards

• Letter of Counseling--provides record of counseling

• Letter of Admonishment--attempt to deter offender from repeating behavior--advises member of consequences if behavior is repeated

• Letter of Reprimand--formal censure reprimanding offender for his/her conduct

Supervisor Disciplinary ToolsSupervisor Disciplinary Tools

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• Unfavorable Information File

• Varying length of time based on violation and level of punishment

• Identifies member on the Commander’s Enlisted Management Roster (CEMR)--not a good thing

Commander Disciplinary ToolsCommander Disciplinary Tools

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• Control Roster

• Lasts 6 months

• Can’t reenlist

• Can’t test for promotion

• Can’t PCS

• CEMR identification


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• Article 15--Non-Judicial Punishment (NJP)

• Offered, not forced

• Punishment based on members rank AND commanders rank

• Forfeiture • Reduction • Extra duty • Restriction • Correctional custody


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• Courts Martial --Three types

• Summary--Lowest level--one judge, no jury, minor incidents of misconduct--accused must consent

• Special--Intermediate level--6 months confinement max, 2/3 pay for 6 months, Bad Conduct Discharge (enlisted only); certain lesser punishments

• General--Highest level--may include death, Dishonorable Discharge

• All members entitled to free legal counsel


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• Administrative and Punitive

• Administrative--initiated by commander• Honorable• Under Honorable Conditions• Under Other than Honorable Conditions

• Punitive--initiated by Courts Martial• Bad Conduct Discharge• Dishonorable Discharge• Dismissal

Involuntary Separation

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• At 0046 hours, SFS received a call from a dorm resident complaining of loud music and people yelling from a room down the hall. SFS decide to investigate the noise. Upon arrival at the dorm, the room with the loud noises and yelling was identified. SFS made contact with the individual the room belonged to, Amn John Deer. After seeing empty beer cans laying on the floor, SFS requested that all people present show some form of picture identification. Upon review of identification it was discovered that Amn John Deer was only 17 years old and showed signs of being intoxicated. SFS secured the room and escorted Amn John Deer to the SFSCC where he was read his rights IAW Art 31 UCMJ. He consented to a blood alcohol test and was found to be legally intoxicated.

• Question #1-What did he do wrong?

• Question #2-Ask your self what Article of the UCMJ did he violate?

• Question #3-What is the appropriate level of discipline?

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Answers to Scenario #1Answers to Scenario #1

• Answer #1-On Columbus AFB the legal drinking age is 18 years old, so underage drinking is his offense.

• Answer #2-This is a tough one because the UCMJ doesn’t have an Article for underage drinking. Amn Deer had a duty not to drink while under the age of 18 so he was derelict in his duty, which is Article 92.

• Answer #3-This is another tough question which requires you to ask yourself a few more questions. Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.

• True Outcome: In a similar case this was not this individual’s first offense and he received an Article 15.

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• At 0730 hours Amn Sleepy was to be at his appointed place of duty. When he did not arrive at 0745 hours, SSgt Happy decided that he was going to call him to see why he had not arrived at his place of duty. Amn Sleepy rolled out of bed and rushed to work. When he arrived he made the excuse that his alarm clock had not gone off. This however seems to be becoming a trend with Amn Sleepy. After the Amn and the SSgt talked, Amn Sleepy went to his appointed place of duty. Today he was to be cleaning out vehicles. About two hours later the SSgt went to go check to see how far along Amn Sleepy had gotten with his cleaning duties. When the SSgt arrived at the place of duty he noticed that there was no one that he could plainly see. So he began to look around and see where Amn Sleepy might be. After searching the vehicles all around the outside, he decided to check the insides of them. After he opened the door of the first truck that Amn Sleepy was to be cleaning, he found Amn Sleepy laying on the front seat sound asleep. SSgt Happy woke Amn Sleepy and asked him why he was sleeping on duty. Amn Sleepy replied that he had not yet fully awakened and had drifted off while cleaning the inside of the truck. SSgt Happy had a hard time believing this story as this seemed to correlate with him not arriving on time because he had slept in.


• Question #2-Ask your self what Articles of the UCMJ did he violate?


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• Answer #1-First he was late for work and next he fell asleep while he was at work.

• Answer #2-Article 86 of the UCMJ covers Failure to go, and for sleeping on duty you go to Article 92 of the UCMJ which covers Dereliction of Duty

• Answer #3-This is another tough question which requires you to ask yourself a few more questions.

• Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.

• True Outcome:• In a similar case the individual had problems with keeping appointments, which

constituted the Article 86 and he had also been found to be sleeping while on duty, which with what he was doing could have caused great bodily harm to himself or others. These actions actually earned the individual, two Article 15’s.

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• After a random drug screening it is found that one of your troops tested positive for use of marijuana. The troops name is Amn Jay. You of course recognize this name very well as he has been in his fair share of trouble recently. You take Amn Jay to SFS and he agrees to make a statement after he has been read his rights according to Article 31 of the UCMJ. In his statement he admitted to smoking marijuana with two civilians downtown approximately nine days prior to the random drug test.


• Question #2-Ask your self what Article of the UCMJ did he violate?


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• Answer #1-He smoked marijuana a Schedule I drug and drug use in incompatible with continued military service and it violates state law and the UCMJ.

• Answer #2-Article 112a of the UCMJ covers Wrongful use, possession, etc., of controlled substances.

• Answer #3-With the information from the random drug screening and the fact that other actions of Amn Jay were so serious, a Special Court Martial was in order for Amn Jay.

• True Outcome:• In a similar case the individual had been found to be using marijuana

in a random drug screening, then only weeks later he was found to be making threats towards his 1st shirt and also was late to work on a few occasions. These actions warranted the Special Court Martial.

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Good supervisors understand that exercising these tools at prudent times will lead to successful mission accomplishment and an atmosphere where people are held accountable which will pay dividends in unit morale. No one is perfect and human beings will make mistakes. If members are treated fairly and with respect while being disciplined, they are likely to quickly move on from their mistakes and not repeat them.

ClosingClosing

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• Supervisor Disciplinary Tools• Commander disciplinary tools • SNCOs Roles and Responsibilities in Discipline • Developing First Line Supervisors• QFRB--Quality Force Review Board• Involuntary separation (when all else has failed)• NCO benefits regarding involuntary separation

Summary

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Questions?

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Senior Leadership PanelSenior Leadership Panel

•Commanders

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1 14th Flying Training Wing Building the Worlds Best Pilots, Leaders, and Warriors Noncommissioned...

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