JOINT BASE CHARLESTON, S.C. –
How many of you have received performance feedback recently? This is a question that I asked one of our Airmen Leadership School classes during a recent First Sergeant Leadership Panel. I was amazed at how few raised their hands. Maybe many of you haven't received proper performance feedback.
If you can relate, consider this. Have you ever received a markdown on your performance report? When you considered your own performance, you may have wondered, "What did I do to deserve this?" You may have thought, "I just don't know what my supervisor is looking for." My friends, this should not be the case.
The Professional Development Guide reads, "Substantive, formal feedback is essential to the effectiveness of the evaluation system." It also reads, "Performance feedback is designed to provide a realistic assessment of performance, career standing, future potential and actions required to assist the ratee in reaching the next level of professional development."
It works best when there is two-way communication between the supervisor and ratee. Both need to be engaged in the process. To the supervisors, performance feedback is a part of fulfilling your duties from Air Force Instruction 36-2618, the Enlisted Force Structure. It involves taking the active leadership and supervisory role for your Airmen. It helps to guide and instruct your subordinates to ensure they are prepared to accept increased levels of authority and responsibility. It helps to assist your airmen in reaching their full potential.
Ratees, while it is the duty of your supervisor to provide formal performance feedback, it does not hinder you from asking for it. If you are unclear as to what your supervisor is expecting, you need to ask. Don't wait until your performance report is completed.
Now, most of us know that feedback is required to be given within 60 days of when a rater begins supervision and it is also required at the midway point of the reporting period. These feedbacks are documented on Air Force Form 931 and Air Force Form 932. Though not required, it is also at the supervisor's discretion to provide feedback on a more frequent basis. I would suggest that if you give more than the minimum required feedbacks, you should ensure those feedbacks are documented as well.
Now, when I say feedbacks should be documented, I mean the documentations should be detailed, clear and measurable. I remember some feedbacks I had from my supervisors early in my career. The only instructions on the feedback would be something like this, "Keep up the good work!" That was it. I really had no idea at the time what they were expecting from me so I basically guessed. Thankfully, my guessing paid off, but that is beside the point.
What if I really wasn't measuring up? First, it would have been more difficult for that supervisor to have given me a bad rating because he had no real paper trail to back his rating up. Additionally, since my supervisor at that time was not mentoring me, I wouldn't have known what to do to improve. I would have had to figure it out on my own.
To sum it all up, I urge all supervisors to ensure you take care of your people. Your subordinates need your guidance. Feedback is a huge piece of that puzzle. Yes, it does take time, but aren't our subordinates worth it? We won't be around forever and those Airmen that we now supervise are the leaders of tomorrow. Let's take care of them so they can take care of the next generation of Air Force warriors.