CHARLESTON AIR FORCE BASE, S.C. –
I want to first start by saying congratulations to all of the newest Charleston staff sergeant selects.
I had the privilege of congratulating 12 of our squadron senior airmen on their recent selection for promotion to staff sergeant. It is always great to see the excitement as the selects realize they are going to join the ranks of the NCOs. All I can say is be proud of your accomplishment and realize increased responsibility is coming your way.
Before you sew on that stripe, you all will attend the Airman Leadership School. Whether you have already attended or are waiting to attend, remember, this is not just something which has to be done so that you can sew on the stripe.
The information you have learned or will learn from this program is vital to your success as a supervisor. Truly listen to what is being presented to you by the instructors. Speaking, writing, providing feedback and counseling styles are just basic knowledge given to you at the school, but if you do not draw from this basic knowledge, you cannot succeed as a supervisor.
The biggest change, and by far the hardest to get used to, is the fact your friend yesterday is now your subordinate. This does not mean you cannot still be friends, but it does mean as a new NCO you will be responsible to help the individual grow so they may achieve what you have achieved. The only way your new subordinates can grow is for you to lead by example. Not only must you abide by the standards, you must enforce them.
You have to stand up and say, "That is not right, fix it." It is not only the job of the first sergeant or other senior NCO's to correct individuals; it is the job of all NCO's. Remember the purpose of the chain of command is to solve issues at the lowest possible level. Do not just push something up the chain because it is too difficult to address. Attempt to tackle the problem and look to senior leadership for guidance, not the solution. Of course, there are issues which are truly for senior leadership.
Also, do not wait for someone else to recognize the outstanding job your Airmen are doing. If you have an Airman doing a superb job, nominate them for Airman of the Quarter or give them positive feedback. I am sure you always felt better when your supervisor praised the job you were doing instead of criticizing it. The best way to obtain credibility with your Airmen is to enforce the standards but also recognize outstanding performance.
If you want to see what your many other responsibilities are going to be, get a copy of Air Force Instruction 36-2618, The Enlisted Force Structure. The "Little Brown Book," as it is affectionately known, lays it out in black and white as to what the responsibilities of a NCO are. Hold on to this book as you progress through the ranks. It serves as a reminder of your responsibilities and as a tool to inform those you are helping to meet their goals.
Again, congratulations and best of luck as you join the NCO tier.