CHARLESTON AIR FORCE BASE, S.C. –
Have you ever tried to handle a matter only to be told the person you need to see was out of the office or unavailable, and he or she was the only person who could help you?
Last month, my wife enrolled in classes at a local college. During the registration process, some issues arose which needed to be addressed quickly. Unfortunately, every time she tried to resolve those issues she was told, "Sorry, that's not my job." My wife constantly heard she needed to see other people, and that those individuals were the only ones who could help her.
Can you imagine the impact that philosophy would have on the Air Force in the operations we perform every day?
One of the qualities of an effective unit is to have highly trained members who can fill in for each other in the event of deployments or personal hardships. The phrase "knowledge is power" is often related to job security in the civilian world, but in the Air Force, it actually jeopardizes the mission.
One of the major differences between the military and those in the civilian community is we train our replacements to ensure mission success. Every section has at least one person who is considered the expert on a certain subject. For continuity purposes, each person must train their backup in the event of their absence to allow for smooth day-to-day operations.
It is their responsibility to provide the other person with as much knowledge and tools to perform the task to the highest standards possible. That does not mean it is the sole responsibility of the expert, but also their subordinates to take the initiative to learn as much as possible about the different jobs and associated responsibilities within their section. A good Airman never stops learning and improving.
When I was assigned to Maintenance Special Operations, or MASOP, we utilized cross utilization training to augment the different Air Force career fields. Since MASOP was responsible for supporting the Special Operations Low-Level II aircrew training mission, as well as Charleston AFB's alert commitment, each member received both formal and on-the-job training. Because of the success of CUT training, we were able to send a smaller number of mechanics on our quarterly exercises to support the aircraft.
Utilizing this training ensured the aircraft were available, which in turn allowed the aircrews and other service users to get the training they required. This systematic approach to training has worked well and has prevented the only "no fail" mission in Air Mobility Command from ever faltering.
When you analyze it, the vast majority of MASOP's accomplishments can be traced back to one thing - the importance and intensity of training which supervision has instilled in the program.
As soon as I stepped into the role as an additional duty first sergeant, the need for training was once again highlighted. I felt I was in over my head and turned to the other first sergeants on base for guidance. One chief master sergeant in particular reached out and advised me to call on him if there were any issues I was unclear about, and I did often turned to him for assistance.
Not only was I receiving on-the-job training, but a few months later I attended the Additional Duty First Sergeant Symposium. I was educated on first sergeant responsibilities and the proper way to handle matters such as family advocacy issues, family care planning and preventive discipline, just to name a few.
Charleston AFB will be hosting a symposium in February, and I highly encourage technical sergeants and above who are in a supervisory role to attend, mission permitting. If you are interested, contact your first sergeant.
Whether you turn wrenches on airplanes, prepare meals at the dining facility, or provide patient care in the clinic, it is your responsibility to train your subordinates so they can fulfill your duties in the event of your absence.
There is nothing more important than training your replacement; not only will you be setting them up for success, you will also be ensuring the success of the Air Force.