Future of service mandates feedback, leadership

  • Published
  • By Chief Master Sgt. Jamie Vanoss
  • 821st Contingency Response Group
TRAVIS AIR FORCE BASE, Calif. --  I was a horrible junior Airman. Yes, a chief master sergeant is publically admitting this fact knowing that there will be gasps and open mouths upon reading this scandalous affirmation. 

I am mentally prepared for this and the knowing glances because despite my woes, I think I turned out all right.  To be even more honest, I firmly believe I am a better leader for it. 

On day one at my first-ever duty section, I received a letter of reprimand from my supervisor for being late to work.  The rule at base X was you had to show up 15 minutes prior to the start of the duty day for shift change. I showed up at 7:25 a.m., 10 minutes late.

Of course, no one told me this, but since my supervisor was not one to let mediocrity slide, he introduced me to Air Force administrative actions to correct substandard behavior.  Unfortunately, this was only the start of my trials and tribulations.

Throughout my time at base X, I failed my career development course, received countless letters of counseling and reprimands and had both feet out of the door.  As my fingers clung to the doorjamb, my supervisor had his knee in my back, doing everything he could to rid our Air Force of my services. 

To say I was substandard is an understatement.  So, how in the world did I ever become a chief?  The simple answer is feedback and leadership. 

You see, my first supervisor never gave me feedback.  He firmly believed that the best way to correct my "wrongs" was to issue paperwork.  There was never a conversation after giving me the paperwork. My directions were simple: "Read and sign."  Eventually, paperwork was so common it had zero affect on me and it did nothing to correct my behavior.  To be frank, I liked making him upset and was more unmotivated than ever. 

Before you think I am justifying my behavior, or think for a minute that this type of behavior could allow you to serve in this day in age, be aware that I know I own much of this.  I was a young, headstrong Airman who lacked any semblance of guidance and direction.  I thought I knew it all and since my supervisor lacked both the skills and tools to correct my behavior or motivate me in a positive direction, I traversed down a treacherous path of self-destruction.  I was a mess and to be perfectly honest, I was not worthy of wearing the cloth of our nation. 

Strangely, I did not receive a formal feedback until my eighth year in the Air Force. In this regard, I think the system in place at the time failed me.  How could I possibly aspire to meet expectations I had no idea existed?  The big question is: Would this type of thing happen today?

With the introduction of the Airman Comprehensive Assessment worksheet, the Air Force has made it simple for leaders at all levels to develop a roadmap to success. The provides fantastic tools to develop those behaviors critical to being successful in our Air Force.  It affords the rater with tools to both levy expectations as well as identify shortfalls, so members may achieve, and exceed, expectations. 

The ACA forces a two-way conversation between the rater and ratee that will force communication on goals and expectations.  With mandated inclusion as a source document for the performance report, leaders are forced to develop the Airmen they are tasked to lead as opposed to merely hoping they develop on their own. 

Feedback is only part of the equation. The other factor is leadership.  Actively engaged leadership is imperative to developing Airmen who want and care to serve.  My supervisor likely believed he was leading me.  After all, he was attempting, albeit poorly, to correct my shortcomings.   What he lacked was the ability to inspire those around him to aspire to be better. 

One has to wonder, would I have been a substandard Airman if my supervisor had the ACA worksheet as a template to develop me?  I would like to think not, as this feedback would have forced a conversation about expectations for me as his Airman and my expectations for him as my supervisor, both of which are paramount to the feedback and developmental process. 

I challenge each of you to lead effectively.  For those being led, demand your supervisor take the time to truly develop you.  For those given the privilege to lead Airmen, you have a responsibility to develop the future of our Air Force.  Our performance system and the future of our Air Force demands nothing less than your absolute best.