Helpful Advice For United States Air Force Security Forces Troops and Supervisors
The Security Forces career field in the Air Force is among the largest across the entire Air Force and covers a multitude of different tasks and jobs that you would never think of. In some ways that is a good thing because it keeps you on your toes and in other ways it can leave you feeling confused at times in knowing your true job description.
If you don't like something, change it. If you can't change it, change your attitude.
- Don't try to be the best, give it your best.
- Know your role.
- Keep your sucks to yourself; airmen don’t need to hear NCO’s complain.
- Be proactive and not reactive.
- The mission is second...Take care of the people first because they take care of the mission. They will help you get promoted.
- Learn the rules of engagement. The game is the same only the faces change.
- Do your best and do not be afraid to ask for help.
- Success is a journey, not a destination
(Written Communication) Key thing to remember that you need your records to convey:
- Every two weeks write bullets. Your bullet structure should consist of “What you did?” “How you did it?” “Outcome (quantify)” – eliminate the fluff at the beginning…it takes away from the impact (i.e. Superior NCO!)
- Submit quarterly awards once/twice a year…need to be consistent in reports
- Prep nomination packages 1 month prior and discuss with supervisor
- Volunteer for organizations that interest you
- Try to include kids with volunteer activities
- Suggested Organization:
- 5/6, Top III
- Booster Club
- Quarterly Boards
- School Mentorship
- ROTC Volunteerism
- Emcee for Observances; contact EO for a list of annual Observances
- 2 volunteers a Qtr or a month
- Do things other people are not doing
- One self-improvement a month/Qtr
- Read the PDG. Study the PDG Gold…score 90 or above before moving to next chapter…use the MKTS Survey.
- Create a things to do list daily…always have a plan.
- Training & teamwork should be your first priority.
- Ask your subordinates what they expect from you; afterwards, give your expectations (first rule of thumb is that it should not be unlawful, immoral < violating principles of right and wrong>, or unethical < cheating, corrupt, crooked, deceitful>).
- Training program should include inspection items.
- Followership…back up boss…mentor officers
- Study Johari’s Window…particularly the window of Ignorance (I don’t know what I don’t know)…lack of knowledge will result in experimenting.
SITUATIONAL LEADERSHIP (task specific):
- (Development Level 1) (Leadership Style = Directing) – subordinate has low/no experience, but is motivated to do the job (Supervisor - tell them what to do)
- (Development Level 2) (Leadership Style = Coaching) – subordinate has some experience, but not motivated/interchangeable (Supervisor - inexperienced/need direction and feedback)
- (Development Level 3) (Leadership Style = Supporting) – subordinate is knowledgeable; motivation varies (Supervisor- listen/provide support and encouragement)
- (Development Level 4) (Leadership Style = Delegation) – subordinate is knowledgeable, motivated (Supervisor -enable to work on projects by themselves)
This is not all original content, this is a bunch of things I have collected over time and put together. Please share this with anyone that it can help and feel free to add anything else you have found helpful in the comments below. You can find a .pdf version to store on your phone, tablet, computer or for printing here.