Performance-based feedbacks will change game Published Oct. 24, 2014 By Chief Master Sgt. Todd Boyle 60th Maintenance Squadron Superintendent TRAVIS AIR FORCE BASE, Calif. -- Our enlisted force sits at the preface of a sweeping overhaul of performance evaluations, a system that prioritizes job performance above all else. While we don't have 100 percent clarity on all the details just yet, it's important to understand the background and the importance of feedback in this new construct. During his keynote speech Feb. 20, 2014, at the 30th Annual Air Force Association Air Warfare Symposium and Technology Exposition, Gen. Mark Welsh III highlighted that Chief Master Sgt. of the Air Force James Cody and the major command chiefs were looking into the effectiveness of the current enlisted performance report, with a primary focus on Airmen promotion into the senior NCO ranks. "I was concerned that a really average tech sergeant can make master sergeant at the same time as a phenomenal technical sergeant. I was concerned that the reality is that your job performance doesn't have anything to do with it," Welsh said. Additionally, Welsh revealed the results of a mock board held last year, overseen by Cody. The mock board was structured similar to the existing Senior Master Sergeant board, where records were scored and weighted based upon job performance. Interestingly, the mock board had a 25 percent difference between who was promoted by the mock board versus how the traditional board turned out. Amazingly, in one career field, the chief of staff noted the best performers were not promoted under the current system. Our new performance feedback process is the first step toward targeting and synergizing improvement in job performance. At this point, we don't fully understand how the new EPR forms and policies will address the inflated evaluation concerns, but the actions we can take now in preparation for the new policies are through effective performance feedback. Here are a few tips I've found helpful when providing or receiving feedback. Be honest and transparent, even if it hurts. When you are ready to fill out the Self-Assessment portion of the feedback, it's time to let your guard down and put ego aside. Be honest with yourself, this is a great precursor to the next feedback section, the Individual Readiness Index. Get mentally prepared for candid feedback and then welcome it. It's easy to get defensive, be aware of this coping mechanism and push through it. Nobody is perfect. On the flip-side, I hope your supervisor has the resolve to effectively converse candid feedback. If not, as the subordinate you must fight for feedback or else you risk stagnating your job performance and growth. Listen to, consider and take heed of their advice early. Active listening and participation are paramount. If you're not sure about something, get clarification. Remember, this new feedback process should take some time to complete, maintain concentration to ensure you understand. Once the feedback is complete, accept it and get in motion. Procrastination will not improve your performance. Don't become the victim of a bad supervisor. If you're taking a pro-active approach and fighting for feedback and guidance, but aren't receiving a formal feedback, use your chain of command to elevate your concern. If necessary, there are provisions in Air Force Instruction 36-2406 to protect subordinates, by encouraging commanders to hold supervisors accountable for not conducting feedback sessions and to consider disciplinary action and removal from supervisory positions. To be blunt, if there's a need to strengthen a subordinate's performance by removing ineffective supervisors, so be it. There's no place for them in the new performance feedback era. As Airmen of the greatest Air Force in the world, it is incumbent upon all of us to embrace the new feedback process. I'm concerned for the ones who may not, for they may find themselves unprepared for the expectations of a new job-performance based promotion system.