Building integrity right, the first time

509th Medical Operations Squadron

Years ago, in retired Chief Master Sergeant of the Air Force Rodney J. McKinley’s Enlisted Perspectives, he addressed the issue of inflated enlisted performance report. He stressed that we must, "Accurately and honestly assess their [our Airmen’s] strengths and weaknesses." What was true then is just as true today.

We should have the strength and integrity to say and do the right thing, to rate our Airmen as they should be and provide them with timely and direct feedback on how they perform, both in daily performance and in training.

There is a reason our first core value is Integrity. Without integrity, we won’t accurately and honestly assess our Airmen or say what needs to be said. Integrity is what makes our Air Force the best in the world and enables us to successfully complete the mission.

Sept. 1 will be my 17 year anniversary in the Air F, but unfortunately from 1997 through 2005 I saw three Senior NCOs fired and removed from their positions. One being reduced from E7 to E6 and forced to leave the Air Force, another forced to retire and the last one moved to a position working for a staff sergeant.

These Senior NCOs were not removed from their positions for making a single or major mistake, rather they were removed for negative behavior patterns that developed and were allowed to continue as they progressed through the ranks until finally, they met a supervisor who held them accountable. Each of the Senior NCOs had serious negative leadership and behavioral issues, from lying and simply being unable to complete basic tasks, to abusing alcohol.

Had a supervisor held them accountable, and "accurately and honestly" assessed them, and had they assertively addressed these behavioral issues in the beginning, the issues could have been corrected before they became negatively ingrained life patterns and affect others and possibly destroy their own careers.

Please keep in mind: this was not just one supervisor failing, but many. We must correct behavioral issues as they happen and not let them develop into patterns. During performance feedbacks, I provide my Airmen with a copy of Air Force Instruction 36-2618, the Enlisted Force Structure. I not only point out their responsibilities, but mine as well. This enables them to not only be clear on my expectations, but also what my responsibilities are to them. By maintaining our integrity we are leading our Airmen by example.

Another aspect of integrity is training. In my career I’ve had to retrain numerous Airmen and NCOs due to initial trainers who failed to do the job right. Responsibility also lies on the trainee who didn’t speak up and say, "I don’t have it yet."

I know it’s cliché but when we train, we are building the Air Force’s future. Personally, I don’t want a half-trained future. Whether a trainee speaks up about not being ready to be signed off on a task, or the trainer addressing the issue up the chain saying, "this Airman is not ready yet." Too often, Airmen are signed off because it’s "time to sign them off." Let’s take the extra time, put in the extra effort and speak up, let’s train our future with "Integrity" and "Excellence."

Sometimes, the hardest thing is to raise your hand and say, "I don’t think that is a good idea" or "that’s not right." As Air Force members, it is our responsibility to act and speak with integrity, be assertive, and always do the right thing. If we uphold this standard, everything else will fall into line. The mission will succeed and be on-target; and our Air Force future will be secure.