Class of 2006 dismissed - RAF Lakenheath
Class of 2006 dismissed - RAF Lakenheath
Class of 2006 dismissed - RAF Lakenheath
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Jet48Perspective<br />
Preserve NCOs’<br />
respect, authority<br />
By Chief Master Sgt. Todd Gumprecht<br />
48th Civil Engineer Squadron<br />
Commanders and Congress have given NCOs authority to carry out<br />
the mission for centuries. The ability to cut through situational haze to<br />
get to the heart <strong>of</strong> a matter is one <strong>of</strong> our greatest assets. Authority,<br />
whether earned or given by virtue <strong>of</strong> <strong>of</strong>fice or rank, is fragile at best.<br />
No doubt you have overheard or have been involved in conversations<br />
where discussions lead you to believe today’s Air Force NCOs<br />
just don’t have the authority or respect <strong>of</strong> those in years past.<br />
Comments such as, “I remember when a technical sergeant had power”<br />
or “they just don’t make them like that any more” may give the impression<br />
we as NCOs have lost some <strong>of</strong> our effectiveness.<br />
As I look back over my 26 years <strong>of</strong> service, the delegation <strong>of</strong><br />
authority and enforcement <strong>of</strong> basic standards seem to be the separation<br />
between the NCOs <strong>of</strong> old and today’s NCO corps.<br />
Senior NCOs and mid-level supervisors own the direction <strong>of</strong> daily<br />
tasks, and in-turn, make the<br />
“<br />
decision to delegate this<br />
authority down the chain.<br />
More <strong>of</strong>ten than not, most<br />
tasks are completed by the<br />
“boss” as it is easier to<br />
knock it out rather than hand<br />
them down to a subordinate.<br />
It is this Chief’s opinion this<br />
“savings in time” is at a cost<br />
to the pr<strong>of</strong>essional development<br />
and essential growth <strong>of</strong><br />
future NCOs and the maintenance<br />
<strong>of</strong> our NCO authority.<br />
Not sharing the wealth<br />
when suspenses allow, levels<br />
the playing field. Mid-level<br />
NCOs and Airmen are not<br />
Chief Master Sgt. Todd Gumprecht<br />
48th CES<br />
Being nice…well that’s nice,<br />
but there are times when our<br />
folks need to be reminded they<br />
joined the military.<br />
fully engaged in the process and view shop foremen just as they would<br />
themselves, thus flattening the grade structure.<br />
Delegating work and empowering Airmen at the most junior level<br />
appropriate builds authority in the enlisted ranks. Senior airmen are<br />
viewed by airmen basics as a work leader, staff sergeants are running<br />
work processes solo, master sergeants and technical sergeants have<br />
more time to take care <strong>of</strong> their people’s needs…the owners <strong>of</strong> the<br />
process rather than the executer.<br />
When a work environment exists as described above, everyone owns<br />
a piece <strong>of</strong> the pie; they are not being told, they are doing the telling and<br />
building authority amongst their peers. Once we have created an atmosphere<br />
centered on building individual authority, it is most important we<br />
safeguard the integrity <strong>of</strong> this authority by enforcing basic standards as<br />
<strong>of</strong>ten as possible.<br />
Respect and authority hinges on the enforcement <strong>of</strong> basic military<br />
standards. Customs and courtesies, dress and appearance and military<br />
etiquette are the quickest way to build respect and authority and perhaps<br />
the fastest way to loose it.<br />
Unfortunately, a few NCOs with little or no regard for standards<br />
can degrade in weeks what has taken some leaders months if not<br />
years to build. NCOs directing a subordinate to get a haircut when<br />
they themselves could use one, standing in a crowd <strong>of</strong> people with<br />
their hands buried wrist deep in their pockets, not standing when a<br />
superior enters a room, and this last one, using first names regardless<br />
<strong>of</strong> rank, has some personal significance in my Air Force career.<br />
In 1982, I addressed my technical sergeant supervisor by his first<br />
name after getting comfortable with my first PCS assignment. In an<br />
instant his face went from black to near white and he proceeded to<br />
give me my first “significant emotional event,” explaining to me<br />
how we were not pals, friends or otherwise in fifty words or more. I<br />
never forgot that day and vowed never to put myself in a similar situation.<br />
Personally, I don’t advocate going <strong>of</strong>f the deep end because someone<br />
used my first name, but to this day I hesitate before using any-<br />
”<br />
one’s first name—right then and there I learned the definition <strong>of</strong> respect<br />
and whom was in the position <strong>of</strong> authority.<br />
We must remember perceptions are drawn by many on the actions <strong>of</strong><br />
the few even, if the majority are performing admirably. Responsibility for<br />
actions rests with the individual. NCOs must be clear on expectations and<br />
hold those below them accountable, not just to protect their own authority,<br />
but to protect the authority <strong>of</strong> the entire NCO corps.<br />
Timing is everything and perceptions long lasting. Choosing to delegate<br />
the right things at the right time coupled with leadership by example<br />
and correcting breaches in standards as <strong>of</strong>ten as possible are imperative to<br />
NCO respect and authority. Being nice…well that’s nice, but there are<br />
times when our folks need to be reminded they joined the military. NCOs<br />
need to safeguard our authority at all costs, ensuring we are not inadvertently<br />
giving it away by getting away from what has made us what we are<br />
today. When I retire, I expect people will hold discussions about “those<br />
NCOs in the past decade,” and how “they just don’t make young heroes<br />
like that any more.”<br />
JUNE 16, <strong>2006</strong><br />
JET 48 MAGAZINE PAGE 19