1 14th Flying Training Wing 14th Flying Training Wing Building the World’s Best Pilots, Leaders, and Warriors Noncommissioned Noncommissioned Officer Officer Professional Professional Development Development I n t e g r i t y - S e r v i c e - E x c e l l e n c e
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1 14th Flying Training Wing Building the Worlds Best Pilots, Leaders, and Warriors Noncommissioned Officer Professional Development I n t e g r i t y -
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14th Flying Training Wing14th Flying Training Wing
Building the World’s Best Pilots, Leaders, and Warriors
Noncommissioned Noncommissioned
Officer Professional Officer Professional
DevelopmentDevelopment
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
NCO Professional DevelopmentNCO Professional Development
Mentoring & Mentoring & CounselingCounseling
Building the World’s Best Pilots, Leaders, and Warriors
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
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• Mentoring defined • Counseling defined• Steps in the Process• Scenarios• Comparing Mentoring/Counseling
Overview
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• A trusted Counselor• Coaching - Specific tutoring for an event• Counseling - Exchanging opinions/ideas in order
to reach a decision• Teaching learned wisdom
“A mentor is defined as a “trusted counselor or guide.” Mentoring, therefore is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally.” AFI 36-3401
Mentoring (Defined/Purpose )
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• Mentoring is not a promotion enhancement program
• Mentoring helps each individual reach their maximum potential
• Mentoring covers a wide range of areas:• Career guidance
• Technical and professional development
• Leadership
• AF history and heritage
• Ethics, core values,
• More.....
Mentoring Benefits
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• Air Force definition: (taken from AFI36-3401)• Immediate supervisor is your mentor
• All of your subordinates are your mentees
• Mentoring is an inherent responsibility of leadership
• This does not preclude you from seeking other mentors--personal or professional
• Supervisors must make themselves available to subordinates who seek career guidance and counsel
Mentor/Mentee Relationship
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• Supervisors must prepare themselves to be effective mentors!• Study the applicable AF specialty career path
pyramid and career experience matrix
• Supervisors must continually challenge their subordinates to improve
• Mentors need to distinguish between individual goals, career aspirations, and realistic expectations
Mentor/Mentee Relationship (cont)
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• NCOs are mentors to:
• Jr NCOs
• Airman
• Civilians
• Ample opportunities
• Receive broader view of the Air Force
• Stay abreast of latest changes
• Role model on many levels
• Pass on heritage as enlisted members
Mentoring the Mentor
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Steps in the Mentoring ProcessSteps in the Mentoring Process
• What are the steps in the mentoring process?
• Establish rapport
• Help them establish goals
• Help them implement goals
• Give advice and be available when needed
• Follow-up
Mentoring is an on-going relationship that continues on and off duty.
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• Feedback
• Verbal
• Documented
“Counseling is a systematic two-way discussion between the supervisor and subordinate concerning duty performance as compared to established standards with the intention of informing the subordinate of his/her past duty performance and cooperatively developing a plan to improve performance.”
Counseling Defined
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Counseling is to help the follower realize that an
opportunity exists to change negative behavior and to
reinforce positive behavior.
• Help people make wise choices and decisions
• Help people be better adjusted or promote their mental
health (refer to professionals)
Why Do We Need Counseling?
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• Goal setting is important in personal and professional life--provides a measuring stick• Near-term goals
• Mid-term goals
• Long-term goals
• Be careful not to set unattainable goals, and make sure your mentee doesn’t either
• Be careful not to set goals which are easily attainable
• Goals should provide a driving force
• Celebrate after accomplishing goals
Goal Setting
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• Performance feedback is essential to mentoring• Provide realistic assessment of performance
• Measure performance against established criteria and goals
• Point out strong suits
• Point out weaknesses, and recommend ways to improve
• Review goals to see if they need adjusting
• Encourage open communication
• Bottom line: A glowing feedback is easy to give, but will it help improve your people?
Performance Feedback
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• Recognition comes in many forms• Amn/NCO of the Quarter• Volunteer Award• Technical (AFSC) Awards• Specialty (Honor Guard) Awards• Team Awards• Decorations• Etc.
• You owe it to your people to write them up when they are deserving--SET THEM UP FOR AWARDS!
• Mentees: don’t be shy about awards--let them know when you’re deserving! SET YOURSELF UP!
Recognition
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• There are four major kinds of situations that
require
counseling:
• Job Related
• Interpersonal
• Situational
• Personal or Emotional
Counseling Situations
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• Help someone make wise choices and decisions• Keeping counselee on the right track• Getting counselee to overcome fear of criticism• Ensuring counselee clearly understands
expectations• Involving the counselee in developing solutions
Counseling Challenges
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Counseling ProcessCounseling Process
• What are the steps in the counseling process?
• Set the meeting
• Establish a relationship
• Help the counselee gain self-understanding of the area requiring change
• Devise a plan to resolve problem and follow-up
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Counseling EnvironmentCounseling Environment
• What are some other things to consider when conducting a counseling session?
• What other things do you need to take into consideration?
• Home Station, TDY or Deployed Location
• Understanding and appreciating the uniqueness of everyone involved
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Scenario #1Scenario #1
• You are the NCOIC of the section. The commander has recently notified you that the squadron has been selected to support another deployment. This is the third time this year! They are asking for volunteers, but you know you will have to “twist arms” to fill out the team. Everyone is getting frustrated with the high Ops Tempo. Senior Airman Howell is one of the squadron’s best troops. He is the first to volunteer for these operations and rarely complains. Today is a different story however. SrA Howell tells you that he cannot volunteer for this deployment because his wife is threatening to leave him if he keeps going away for months at a time.
• What are the issues?
• Would you use counseling or mentoring? Why?
• How would the outcome change if you had chosen the alternative?
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Scenario #1 AnswersScenario #1 Answers
• 1. What are the issues?
• Professional - Need to fill the mission. • Personal - Need to take care of SrA Howell.
• 2. Would you use counseling or mentoring? Why?
• Counseling – for the marital problems –possible referral to professional
• 3. How would the outcome change if you had chosen the alternative?
• May be showing empathy but not curing the problem. • If mentoring happened earlier and a plan for SrA Howell’s career
includes participating in 2-3 deployments a year, SrA Howell can share this with his spouse and this may prevent the problem.
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Scenario #2Scenario #2
• You just received a phone call from the BX manager stating that A1C Jones has bounced two checks this week. You know that A1C Jones is supporting a family of four on one income. A1C Jones is an excellent worker and has had no other financial problems that you are aware of.
• What are the issues?
• Would you use counseling or mentoring? Why?
• How would the outcome change if you had chosen the alternative?
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Scenario #2 AnswersScenario #2 Answers
• 1. What are the issues?
• Financial problems – breaking law• Member with huge amount of stress due to having problems
supporting their family
• 2. Would you use counseling or mentoring? Why?
• Counseling – severity of the problem. Airman is already in trouble and needs to change habits to meet AF standards.
• 3. How would the outcome change if you had chosen the alternative?
• If mentoring had been done prior to the offense, supervisor could have offered resources that possibly could have prevented the problem i.e. AF Aid Society, PFMP (Personal Financial Management Program) and WIC (Women, Infant, and Children).
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Scenario #3Scenario #3
• SrA Gonzales works downstairs in the Commander’s Support Staff. She runs into you in the hallway and tells you that she is considering separating from the Air Force when her enlistment is up. She has asked her immediate supervisor for advice on several occasions, but her supervisor continually tells her they are too busy right now. You know that she is a good airman and has received numerous letters of appreciation during commander’s call. You also have seen her at the local community college where you both attend classes. You know she is a valuable member of the Air Force and want to help her make an educated decision about her future.
• What are the issues?
• Would you use counseling or mentoring? Why?
• How would the outcome change if you had chosen the alternative?
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Scenario #3 AnswersScenario #3 Answers
• 1. What are the issues?
• Poor supervision• Retention of a good Airman in question
•• 2. Would you use counseling or mentoring? Why?
• Mentoring – Want to provide her with as much information as possible so SHE can make an educated decision.
• She is in compliance with Air Force standards.
• 3. How would the outcome change if you had chosen the alternative?
• If the supervisor uses counseling and tries to make the decision for her, she could rebel and separate.
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• Mentoring defined • Counseling defined• Steps in the Process• Scenarios• Comparing Mentoring/Counseling
Building the World’s Best Pilots, Leaders, and Warriors
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
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“Nothing is more harmful to the service than the neglect of
discipline; for that discipline, more than numbers, gives one army superiority over another.”
Quote
- George Washington
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• Supervisors Role and Responsibility• Establish and Communicate Effective Standards• Preventive Measures• Supervisor Disciplinary Tools• Commander disciplinary tools • SNCOs Roles and Responsibilities in Discipline • Developing First Line Supervisors• QFRB--Quality Force Review Board• Involuntary separation (when all else has failed)• NCO benefits regarding involuntary separation
OverviewOverview
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Supervisors Role and ResponsibilitiesSupervisors Role and Responsibilities
• To keep the office running smoothly (be visible/accessible)
• Administrative--initiated by commander• Honorable• Under Honorable Conditions• Under Other than Honorable Conditions
• Punitive--initiated by Courts Martial• Bad Conduct Discharge• Dishonorable Discharge• Dismissal
Involuntary Separation
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Scenario #1Scenario #1
• At 0046 hours, SFS received a call from a dorm resident complaining of loud music and people yelling from a room down the hall. SFS decide to investigate the noise. Upon arrival at the dorm, the room with the loud noises and yelling was identified. SFS made contact with the individual the room belonged to, Amn John Deer. After seeing empty beer cans laying on the floor, SFS requested that all people present show some form of picture identification. Upon review of identification it was discovered that Amn John Deer was only 17 years old and showed signs of being intoxicated. SFS secured the room and escorted Amn John Deer to the SFSCC where he was read his rights IAW Art 31 UCMJ. He consented to a blood alcohol test and was found to be legally intoxicated.
• Question #1-What did he do wrong?
• Question #2-Ask your self what Article of the UCMJ did he violate?
• Question #3-What is the appropriate level of discipline?
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Answers to Scenario #1Answers to Scenario #1
• Answer #1-On Columbus AFB the legal drinking age is 18 years old, so underage drinking is his offense.
• Answer #2-This is a tough one because the UCMJ doesn’t have an Article for underage drinking. Amn Deer had a duty not to drink while under the age of 18 so he was derelict in his duty, which is Article 92.
• Answer #3-This is another tough question which requires you to ask yourself a few more questions. Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.
• True Outcome: In a similar case this was not this individual’s first offense and he received an Article 15.
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Scenario #2Scenario #2
• At 0730 hours Amn Sleepy was to be at his appointed place of duty. When he did not arrive at 0745 hours, SSgt Happy decided that he was going to call him to see why he had not arrived at his place of duty. Amn Sleepy rolled out of bed and rushed to work. When he arrived he made the excuse that his alarm clock had not gone off. This however seems to be becoming a trend with Amn Sleepy. After the Amn and the SSgt talked, Amn Sleepy went to his appointed place of duty. Today he was to be cleaning out vehicles. About two hours later the SSgt went to go check to see how far along Amn Sleepy had gotten with his cleaning duties. When the SSgt arrived at the place of duty he noticed that there was no one that he could plainly see. So he began to look around and see where Amn Sleepy might be. After searching the vehicles all around the outside, he decided to check the insides of them. After he opened the door of the first truck that Amn Sleepy was to be cleaning, he found Amn Sleepy laying on the front seat sound asleep. SSgt Happy woke Amn Sleepy and asked him why he was sleeping on duty. Amn Sleepy replied that he had not yet fully awakened and had drifted off while cleaning the inside of the truck. SSgt Happy had a hard time believing this story as this seemed to correlate with him not arriving on time because he had slept in.
• Question #1-What did he do wrong?
• Question #2-Ask your self what Articles of the UCMJ did he violate?
• Question #3-What is the appropriate level of discipline?
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Answers to Scenario #2Answers to Scenario #2
• Answer #1-First he was late for work and next he fell asleep while he was at work.
• Answer #2-Article 86 of the UCMJ covers Failure to go, and for sleeping on duty you go to Article 92 of the UCMJ which covers Dereliction of Duty
• Answer #3-This is another tough question which requires you to ask yourself a few more questions.
• Has this guy been in trouble before? Was this a first time offense? How is his duty performance? If this is the individual’s first time getting into trouble and he is an outstanding worker, you as the supervisor might consider an LOR. If however the individual is constantly flaunting his disregard for AF standards and the law, you might go through you first sergeant and ask your commander to consider offering an Article 15 for this offense. Remember only the commander can make the decision to offer an Article 15, but may ask for input from the individuals supervisor before making his/her decision.
• True Outcome:• In a similar case the individual had problems with keeping appointments, which
constituted the Article 86 and he had also been found to be sleeping while on duty, which with what he was doing could have caused great bodily harm to himself or others. These actions actually earned the individual, two Article 15’s.
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Scenario #3Scenario #3
• After a random drug screening it is found that one of your troops tested positive for use of marijuana. The troops name is Amn Jay. You of course recognize this name very well as he has been in his fair share of trouble recently. You take Amn Jay to SFS and he agrees to make a statement after he has been read his rights according to Article 31 of the UCMJ. In his statement he admitted to smoking marijuana with two civilians downtown approximately nine days prior to the random drug test.
• Question #1-What did he do wrong?
• Question #2-Ask your self what Article of the UCMJ did he violate?
• Question #3-What is the appropriate level of discipline?
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Answers to Scenario #3Answers to Scenario #3
• Answer #1-He smoked marijuana a Schedule I drug and drug use in incompatible with continued military service and it violates state law and the UCMJ.
• Answer #2-Article 112a of the UCMJ covers Wrongful use, possession, etc., of controlled substances.
• Answer #3-With the information from the random drug screening and the fact that other actions of Amn Jay were so serious, a Special Court Martial was in order for Amn Jay.
• True Outcome:• In a similar case the individual had been found to be using marijuana
in a random drug screening, then only weeks later he was found to be making threats towards his 1st shirt and also was late to work on a few occasions. These actions warranted the Special Court Martial.
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Good supervisors understand that exercising these tools at prudent times will lead to successful mission accomplishment and an atmosphere where people are held accountable which will pay dividends in unit morale. No one is perfect and human beings will make mistakes. If members are treated fairly and with respect while being disciplined, they are likely to quickly move on from their mistakes and not repeat them.
ClosingClosing
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• Supervisor Disciplinary Tools• Commander disciplinary tools • SNCOs Roles and Responsibilities in Discipline • Developing First Line Supervisors• QFRB--Quality Force Review Board• Involuntary separation (when all else has failed)• NCO benefits regarding involuntary separation