JOINT BASE CHARLESTON, S.C. –
There are some people that don't handle change very well. I am not just talking about the older generation of Airmen but also younger Airmen.
Anytime something new happens or business practices are revamped, Airmen can become upset and uneasy. Avoidance to change is not conducive to shaping a successful Air Force.
Since the inception of the Air Force, change has been inevitable; the best advice I can give to every Airman is to "embrace" it.
I have been in the military for 19 years and during that time I have been involved in a number of changes. Many of the younger Airmen have no idea what the "bike test" is, or that the Enlisted Performance Report rating system use to be on a 10-point scale instead of a five.
In my earlier years, deployments were rare. Nevertheless, the great thing about change is that for the most part, it is best for everyone involved.
With the change to the physical fitness standards, we now have a healthier, stronger force able to sustain the high-ops tempo we currently face.
Additionally, the change to the EPR rating system streamlined the process to ensure we retain the best Airmen to go on to lead.
The "if it isn't broken, don't fix it" mentality has to end. Although something may not be broken ... it may still need to be fixed.
According to AFI 36-2618, the Enlisted Force Structure, Airmen and noncommissioned officers in charge tiers are responsible to, "Develop innovative ways to improve processes and provide suggestions up the chain of command that will directly contribute to unit and mission success."
Senior noncommissioned officers in charge are responsible to, "Promote a culture of Airmen capable of adapting to evolving Air Force requirements throughout a career."
Implementing change may be the biggest challenge for most Airmen, but there is an easy method to getting others on board. How do you effectively fulfill your Airman, NCO and SNCO responsibility? Just think of ice cubes. Ice is just frozen water, but in the liquid state you are able to mold the water to form into different objects. In order to implement change, you first have to unfreeze individuals to the new concept; sell your idea or theory. Give those being affected a "heads up" on what to expect.
In the unfreezing process, answer questions and address concerns as much as possible and set the individuals at ease. Once they are knowledgeable about the change and all the concerns have been addressed, you have to re-freeze the individuals.
Make the change positive. Lead by example by displaying acceptance. Make sure to follow up so your Airmen don't start melting along the way. Remember to continually reinforce the benefits of the change, because once your people are on board, it is smooth sailing.
Like I said in the beginning, change is inevitable. What can you change for the better?
As Airmen, NCOs and SNCOs, we can't think of change as a bad thing or punishment. Take a step back and look at the big picture. Don't focus on how new ideas or revamped procedures are going to affect you, focus on how it will better your unit and the Air Force.
It is every Airman's responsibility to be an active participant in creating an evolving Air Force. Every quarter you should ask yourself, "Am I contributing to the evolution of the Air Force?" If the answer is no, then the next question should be, "How can I make myself, my unit and the Air Force better?" Purposefully strive to make the Air Force better, if not for you then for those who will come after you.