Back to basics ... what basics?

  • Published
  • By Col. Scott Norris
  • 60th Aerospace Medicine Squadron
TRAVIS AIR FORCE BASE, Calif. --  Much of the recent Air Force focus and strategy revolves around a return to "the basics." That is, we are re-energizing our efforts to solidify and employ basic core technical skills rather than succumb to a "razzle-dazzle, gee-whiz" veneer that distracts users, customers and receivers (and maybe us) from deficiencies in the basic framework of our mission, product or service. 

Renewing commitment to fundamental technical skills, processes and procedures is necessary, but not sufficient, to truly get back to the basics. "Basics" are much more than Air Force Instructions, checklists, and tech school didactic training ... the neat, clear, prescriptive side of things. That's the easy part. True basics include character qualities, commitment, relationship dynamics, and other "people" skills that are hard, tough and messy. I don't have a full list, but here are a few to consider: 

Core values: Service, Integrity and Excellence: Simple and straightforward to say and write ... difficult to live and work by unless practiced deliberately, consistently, and without compromise. These set the stage for all other "basics." 

Respect: Respect for what a person or organization represents is key to developing relationships and partnerships necessary to accomplish the mission. We may or may not agree with the lifestyle or the ideals of the individuals we deal with, but they represent a greater cause for the mission which is worthy of respect. Mutual respect kindles a synergy that transcends race, sex, politics, and even pro baseball team preference ... without it, teamwork will not gel, and progress will die on the vine. 

Helpfulness: I'm not talking about the rote "may I help you" that we all recite and hear 50 times every day on the telephone - though it's a start. I mean the true, deep-down commitment to helping someone on a personal level. This means taking a chance and actually caring, being genuinely friendly just because it's the right thing to do, and proactively opening ourselves up to doing some extra work (without extra pay or reward) for no other reason than to take care of someone - yes, be a wingman. 

Listen: Not to be confused with "hearing" - we have audio booths to check that. Listening takes practice and, like running 1.5 miles, may be a little painful until we are conditioned to listen. Listening takes practice and we have to consciously arm the "active" listening mode switch in our brain. An inherent part of listening is having empathy - the desire to understand another person (not sympathy, i.e. feeling sorry). Active listening plus empathy plus concentration equals a basic formula sure to guarantee success on the job and at home. 

Pace: Any successful runner, swimmer or cyclist knows that setting a sustainable pace is critical to achieving a personal best in the race. This pace will vary depending on the athlete, his or her training status, the length of the race and conditions on race day. The same is true for Airmen as we suit up in the race for safe mission completion. Setting the right pace is necessary for getting things done right the first time. As team members, we must also consider the pace of our Airmen teammates, as a marching force is only as fast as the slowest troop. Pace allows us to accomplish priorities and ensures that we actually finish "the race" safely. 

Stewardship: I recently bought a used car. The dealer probably would have let me sign finance papers on the fast-burner that my son liked. I got a seven year-old station wagon. I figured that potentially having to move out of our house, discontinuing savings/retirement/college funds, and eating pinto beans for the next five years wasn't worth the "bling." As we fund offices, programs, contracts, etc., every dollar decision must be tempered with an assessment of what is truly necessary for safe operations compared to the opportunity cost of not having money for higher priority needs. Just because we "can buy it" due to an opportune phase of the money game, doesn't necessarily mean it's the right thing to do. Stewardship is a habit pattern to be cultivated. 

Deliberate planning of priorities: Spiritual, family, mission and self come to mind - in that order. Easy to drink coffee and come to "kum-ba-yagreement" on this. Problem is ... day-to-day life mulches these together like a Weed Eater and throws them back at us rapid fire in no particular order. Passive management takes us out of the game. Constant assessment and vigilance are necessary to execute priority based action toward the right stuff at the right time. 

Talk to people: Our modern world allows, and arguably encourages, Airmen to virtually go through each day..."virtually." We dialogue with e-mail, accomplish work via Web sit and spend countless hours browsing e-libraries and electronic files. These modern tools are not inherently evil, but we are losing the art of talking face-to-face, observing by walking around and getting our hands dirty. We're allowing these "virtual barriers" to thwart direct human connection. To counter this threat, be bold - next issue/problem that comes your way, walk to the section and talk to a real person. At the very least, pick up the phone instead of the typical cold electromagnetic e-mail. It might be scary at first, but will likely be refreshing, and you might even get more meaningful work done in the long run. 

If you haven't guessed, these are not all the "basics." This was just meant to get us started - others could include manners, discipline, hard work, etc. The point is that "basics" can be even more foundational than checklists, procedure manuals and technical instructions. These elemental first-line basics that I have highlighted form our character and shape our relationships with others ... a critical step before moving on to the second-level objective "basics."