Leading carries many burdens

  • Published
  • By Chief Master Sgt. James Clark
  • 60th Mission Support Group superintendent
TRAVIS AIR FORCE BASE, Calif. --  Being a sincere and engaged supervisor is the key to developing our next generation of leaders.

As a group superintendent, I see a number of waivers, exemptions and other requests. It always surprises me when I see a member who moved out of the dorms more than 11 months ago and never realized they weren't receiving basic allowance for subsistence pay.

It makes me wonder where are the supervisors for these people? Where are the shop leaders and those people in the leadership chain around these individuals who, only now, after a lengthy period of time, are identified and addressed? Where's the active mentoring and developing we all want for our young Airmen and want for ourselves as we come up the ranks?

Another issue I've seen recently, that is even more concerning is the lack of understanding about career job reservations and that process. It isn't confined to our first-term Airmen. Many of our front-line supervisors and others in the chain don't fully understand the process either. It appears many wait and expect Air Force personnel center or our military personnel section to handle this or send out reminders when folks are approaching key dates in the timeline.

That does happen, but preparing our Airmen for this critical point in a continued career is a core supervision task that shouldn't be glossed over or ignored. To many, this process is transparent, but to others, it could mean cross training or separating. Priming our Airmen for this decisive moment needs to happen long before a notice gets emailed to an Airman.

Being a supervisor means ensuring the best interests of your folks are protected. Anne Alonso wrote in her book "The Quiet Profession," "Supervisors serve as the keepers of the faith and the mentors of the young."

I couldn't agree more. Who do our Airmen have to turn to when they have issues? Co-workers, the first Sergeant or the chief? Sure, but most look to their supervisor.

Supervisors need to be focused on practical coaching and mentoring and take ownership of that by making it a part of their daily duties and learning from the experiences of others as they build their leadership toolbox. The effect we have as supervisors on those we lead cannot be understated and must be taken seriously.

I ask all our supervisors to reflect on those duties and that role and ask themselves am I a true supervisor and mentor or one in name only?