Get to know your Airmen

  • Published
  • By Master Sgt. Clifton A. Robertson
  • 60th Inpatient Operations Squadron

TRAVIS AIR FORCE BASE, Calif. – What comes to mind when you hear someone say, “You should get to know your Airmen?”

I’ve heard this statement throughout my career, I remember as a young noncommissioned officer believing the primary focus was proper feedback. This was how the tone for our working relationship was formed. Once we established our ground rules, I would find ways to submit my Airmen for awards ensuring everything was submitted in a timely manner.

This allowed me to feel as if I had taken care of my Airmen. I thought I had it all figured out, but looking back, I understand that was just scratching the surface of knowing Airmen. During my career, I’ve been blessed to receive mentorship from some really great supervisors and senior leaders which directly evolved my leadership style. This, along with experience, was the biggest reason, my perspective on how I take care of my Airmen changed. As I reflect back on the Airmen I’ve had the opportunity to serve, I’ve found myself asking is there anything I could have done better. During my introspective, I found that I changed my focus to quality.

I’ve learned that quality over quantity is always better, which meant I have to put more effort into engaged mentorship not just with my Airmen, but all Airmen. This means taking the time to produce quality work, which in turn, requires a lot more thought and hard work. Getting to know our Airmen exceeds providing them with an Airmen Comprehensive Feedback. It’s providing Airmen with proficient training to sharpen their skills and broaden their knowledge to improve overall job performance. Also, mentorship explains or sets examples for our Airmen to understand they directly contribute to the Air Force and drive the work atmosphere.

We as leaders need to get down to the core of what makes our Airmen tick, what drives them. We need to do more than listen, we need to take notes as if we are preparing for an exam. Once they begin to share we can easily find how to make them successful, taking away barriers they may be fighting with. Getting to know our Airmen comes from the root of “home,” what are your Airmen’s hobbies, beliefs, morals, family background, life experiences, job experience prior to the military and what does serving mean to them. All of this can be gained by having a one-on-one uninterrupted conversation with your Airmen.

After I changed my focus, I was able to provide needed tools ensuring my Airmen were successful. This also provided me a window to see who they are, what they are capable of, and gave me a glimpse into their personal lives. I love when Airmen are surprised after accomplishing large projects they felt they could never do on their own. Now, as a first sergeant, I’ve been able to assist and educate Airmen with enhancing their job skills, correcting financial issues, assisting with marriage counseling, helping Airmen understand the assignment system and much more.

Great things will come over time, there is no need to rush. When you focus on quality people you led or have lead gain trust in us. I challenge anybody that has the privilege of being a leader or supervisor to focus on quality when getting to know your Airmen. All of us have something to learn at every leadership level, embrace learning and being able to help grow our Airmen into the best in the Air Force.