SUP
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1
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My squadron adequately updates safety standards and operating procedures.
- Involve the officers and senior NCOs on appropriate issues.
- Leaders should implement ORM processes into their operations.
- Be aware of improper perceptions by your personnel.
- Conduct after-action reviews (hot wash) of operational events.
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2
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My squadron adequately trains our personnel to safely conduct their job.
- Implement a formal training plan.
- Develop a formal Safety Department training plan that covers the next year and is coordinated with the unit department heads.
- Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
- Incorporate mentorship at every level.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Be aware of the consequences of training with fewer resources.
- Invest the time in training now. It'll cost you, but less than later.
- Assign, educate, and employ safety representatives in your unit.
- Take the time to mentor subordinate leaders on ORM processes.
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3
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My squadron recognizes individuals for exceptional safety acts.
- Recognize a "Safety–Professional of the Month" with a parking spot as a reward.
- Implement a unit policy letter that encourages the reporting of safety issues.
- Ensure your unit supports the safety awards program.
- Ensure your unit has a safety culture that encourages reporting safety issues.
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4
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Safety decisions are made by the most qualified personnel at the proper levels.
- Be aware of improper perceptions by your personnel.
- Integrate the ORM process into planning and executing operations.
- Leaders should implement ORM processes into their operations.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Involve the officers and senior NCOs on appropriate issues.
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SUP
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5
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Standards in my squadron are clearly defined.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Leadership should establish unit priorities (at all levels) and live by them.
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6
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Standards in my squadron are enforced.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- The CC should enforce a "by the book" philosophy.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Leadership should establish unit priorities (at all levels) and live by them.
- Beware of mismanagement due to insufficient mid-level leadership.
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7
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Personnel in my squadron must possess the appropriate skills to receive increased responsibility.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Leadership should establish unit priorities (at all levels) and live by them.
- Set the bar extremely high. Personnel only reach as high as the unit stated goals.
- Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
- Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
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8
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Anyone intentionally violating official written guidance is swiftly corrected.
- The CC should enforce a "by the book" philosophy.
- Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
- CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Monitor aggressive personnel who think rules aren't necessary.
- Monitor supervisors who think it's okay to cut corners.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
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9
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Work performance is the same quality when away from home base.
- CCs closely monitor deployed personnel and maintenance, due to stressors added by TDY.
- Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Leaders should implement ORM processes into their operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- CCs closely monitor deployed personnel due to stressors added by TDY.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
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SUP
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10
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Official written guidance is incorporated into day-to-day safety decisions in my squadron.
- The CC should enforce a "by the book" philosophy.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Involve the officers and senior NCOs on appropriate issues.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
- Establish, communicate (make visible), and enforce performance standards in your unit.
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SUP
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11
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Squadron members, from the top down, incorporate risk management into daily activities.
- CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
- AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
- Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
- Integrate the ORM process into planning and executing operations.
- Leaders should implement ORM processes into their operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
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12
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Effective communication flow exists within my squadron.
- CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
- Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
- Put a process in place for the CC's suggestion boxes and follow it.
- CC concludes CC calls by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" … Gets better results.
- Communication is key across all levels. Ensure it happens.
- Ensure all available communication means are used (e.g., face-to-face, officer or enlisted Call, CC Call, newsletter, etc.). Too often, vehicles to communicate are overlooked.
- Ensure the chain of command is engaged.
- Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- It's too easy for the word not to make it down the chain of command. Ensure it does through feedback and walking around the unit.
- Do not allow poor communication due to too much reliance on one-way emails.
- Ensure your junior officers are leading at their level.
- Be aware of improper perceptions by your personnel.
- Ensure your unit has an effective "hazard reporting" program.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- CCs conduct frequent Commanders Calls with personnel to discusses pertinent issues, such as: concerns, training requirements, mission accomplishment, the latest rumors, etc.
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SUP
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13
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My squadron effectively communicates pertinent information during shift changes.
- AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
- Be aware of improper perceptions by your personnel.
- Ensure the chain of command is engaged.
- Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- Communication is key across all levels. Ensure it happens.
- Involve the officers and senior NCOs on appropriate issues.
- Integrate the ORM process into planning and executing operations.
- Ensure your junior officers are leading at their level.
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SUP
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14
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Workers are briefed on potential hazards associated with their assigned tasks in my squadron.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Integrate the ORM process into planning and executing operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Effective communication requires feedback. Ensure formal and informal feedback mechanisms are in place and used.
- No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
- Communication is key across all levels. Ensure it happens.
- Involve the officers and senior NCOs on appropriate issues.
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SUP
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15
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My squadron has a reputation for high-quality performance.
- Set the bar extremely high. Personnel only reach as high as the unit stated goals.
- Ensure your unit has an effective sponsor program.
- Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
- Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
- Incorporate mentorship at every level.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
- Be aware of improper perceptions by your personnel.
- Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
- Integrate the ORM process into planning and executing operations.
- Leaders should implement ORM processes into their operations.
- Ensure your unit AFOSH programs are current and effective.
- Ensure your unit supports the safety awards program.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your Unit Safety Representatives are visible members of your unit.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
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SUP
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16
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Violations of written official guidance are rare in my squadron.
- Offer a monthly "Retribution Free" discussion period for crews to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
- The CC should enforce a "by the book" philosophy.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
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SUP
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17
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Our squadron reports all adverse incidents.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
- Implement a unit policy letter that encourages the reporting of safety issues.
- Ensure your unit has an effective "hazard reporting" program.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your unit solicits and values honest feedback.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
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SUP
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18
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Training is rarely postponed/cancelled.
- Officers/Senior NCO leadership personally monitors training sessions to ensure quality.
- Incorporate mentorship at every level.
- Be aware of the consequences of training with fewer resources.
- Invest the time in training now. It'll cost you, but less than later.
- Integrate the ORM process into planning and executing operations.
- Leaders should implement ORM processes into their operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
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SUP
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19
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Squadron members are comfortable approaching supervisors about personal problems.
- Communication is key across all pay grades. Ensure it happens.
- Check to see if your junior officers are leading at their level.
- Be aware of improper perceptions by your personnel.
- Implement a unit policy letter that encourages the reporting of safety issues.
- Ensure your unit has a safety climate that encourages reporting safety issues.
- Ensure your unit solicits and values honest feedback.
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SUP
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20
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Individuals in my squadron feel free to report safety violations, unsafe behaviors, or hazardous conditions.
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your unit has an effective safety awards program.
- Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
- AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
- The CC should enforce a "by the book" philosophy.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Involve the officers and senior NCOs on appropriate issues.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
- Establish, communicate (make visible), and enforce performance standards in your unit.
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SUP
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21
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Members of my squadron work effectively as a team.
- Be aware of improper perceptions by your personnel.
- Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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SUP
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22
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Duty shifts and rest period policies are enforced in my squadron.
- CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
- Tightened crew rest/crew day adherence through advanced scheduling.
- Involve the officers and senior NCOs on appropriate issues.
- Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
- Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Integrate the ORM process into planning and executing operations.
- Leaders should implement ORM processes into their operations.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Leadership should establish unit priorities (at all levels) and live by them.
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SUP
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23
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Unit Safety Representatives are effective in promoting safety in my squadron.
- Develop a formal squadron safety training plan and is coordinated with the flights and/or sections.
- AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
- Be aware of improper perceptions by your personnel.
- CC moved the Unit Safety Representative Office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CC and the USR.
- Routinely encourage your subordinate leaders to work with your Unit Safety Representative.
- Ensure your Unit Safety Representatives are visible members of your unit.
- Support your wing if an Organizational Safety Assessment (OSA) is solicited.
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24
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Unit Safety Representative positions are desirable positions in my squadron.
- Beware of mismanagement due to insufficient mid-grade enlisted leadership.
- CC moved the Unit Safety Representative Office closer to the squadron leadership offices to place emphasis on the unit's safety program and emphasize the relationship between the CC and the USR.
- Routinely encourage your subordinate leaders to work with your Unit Safety Representative (COS, FSO, USR, etc.).
- Ensure your unit has a safety culture that encourages reporting safety issues.
- Ensure your Unit Safety Representatives are visible members of your unit.
- Be aware of improper perceptions by your personnel.
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SUP
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26
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Morale in my squadron is high.
- CCs who prioritize the betterment of their personnel over the betterment of their careers have the most productive squadrons.
- Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
- Operationally productive squadrons have a mission statement that is clearly understood by all members of the unit.
- Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
- A strong “hazard reporting" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
- CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, outside support, the latest rumors, etc.
- CCs conduct frequent Commanders Calls with personnel to discuss pertinent issues, such as: MX concerns, training requirements, mission accomplishment, the latest rumors, etc.
- AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation.
- Incorporate mentorship at every level.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Be aware of improper perceptions by your personnel.
- Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
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SUP
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27
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I am provided adequate materiel resources to accomplish my job.
- Officers/Senior NCO leadership personally monitors formal and upgrade training to ensure quality.
- Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
- Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Be aware of the consequences of training with fewer resources.
- Beware of and monitor fatigue levels of your personnel.
- Beware of mismanagement due to insufficient mid-level leadership.
- Invest the time in training now. It'll cost you, but less than later.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Leadership should establish unit priorities (at all levels) and live by them.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Be aware of mission creep to the right.
- Make every effort to provide unit personnel with right tools for the job.
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SUP
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28
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My squadron has sufficient qualified personnel to perform its current tasks.
- Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
- Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
- Involve the officers and senior NCOs on appropriate issues.
- Incorporate mentorship at every level.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Beware of mismanagement due to inexperienced mid-level leadership.
- Integrate the ORM process into planning and executing operations.
- Take the time to mentor subordinate leaders on ORM processes.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
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SUP
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29
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Required guidance is available in my squadron.
- The CC should enforce a "by the book" philosophy.
- Involve the officers and senior NCOs on appropriate issues.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Integrate the ORM process into planning and executing operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
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SUP
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30
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My squadron provides adequate IT (information technology) equipment for me to effectively do my job.
- Required computers and equipment are serviceable and used in my squadron.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Involve the officers and senior NCOs on appropriate issues.
- CCs ensure your troops have the right tools and equipment for the job.
- CCs ensure sufficient budget is available to replace worn tools and equipment.
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31
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Additional duties do NOT adversely affect organizational safety in my squadron.
- Consolidate additional duties and waiver them, if able.
- Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
- Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Be aware of mission creep to the right.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Leadership should establish unit priorities (at all levels) and live by them.
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SUP
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32
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The level of our unit's operational demands permits members to obtain sufficient rest to perform their jobs.
- Use Air Force Manpower Standards (AFMS), as applicable, to ensure and validate optimum distribution, qualification and number of personnel required to do the mission. Request MAJCOM assistance as needed.
- Use AFCMRS to identify weaknesses in personnel placement, and then shift personnel as needed to maximize their abilities on the most important issues to our unit.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Be aware of mission creep to the right.
- Be aware of improper perceptions by your personnel.
- Beware of and monitor fatigue levels of your personnel.
- Leaders should implement ORM processes into their operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.).
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33
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TDY deployment rates for the last year have NOT created safety problems in my squadron.
- Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Leaders should implement ORM processes into their operations.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Leadership should establish unit priorities (at all levels) and live by them.
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SUP
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34
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Work in my squadron is supervised by qualified personnel.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Be aware of personnel growing up in an environment that encourages the "Good ol' Boy System" and discourages personal accountability and responsibility.
- Leadership should establish unit priorities (at all levels) and live by them.
- Show me a squadron with a strong sponsor program, and I'll show you a squadron that is "Operationally Excellent".
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Monitor turnover in personnel; conduct 6 month forecast/track personnel moves.
- Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
- Involve the officers and senior NCOs on appropriate issues.
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SUP
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35
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Leaders/Supervisors encourage reporting safety discrepancies without fear of negative repercussions.
- Communication is key across all pay grades. Ensure it happens.
- A strong "suggestion box" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results.
- Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds.
- Implement a unit policy letter that encourages the reporting of safety issues.
- Ensure your unit has a safety climate that encourages reporting safety issues.
- Involve the officers and senior NCOs on appropriate issues.
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SUP
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36
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Leaders/Supervisors in my squadron set a good example for following performance standards.
- Leaders/Supervisors in my squadron set a good example for following performance standards.
- Some "best traits" seen in CCs include: strong integrity (comply with their own policies), strong communicators, multiple channels of communication, knowing their people by name, hand-written letters to sponsors/parents).
- Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your squadron's leadership/supervisors staring at their computer screens or getting "out and about"?
- The CC should enforce a "by the book" philosophy.
- CCs /Supervisors at all levels must periodically reinforce emphasis on procedures.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Incorporate mentorship at every level.
- Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly.
- Be aware of unit leadership (officer and enlisted) that is not malleable to change.
- Do the right thing, the right way, the first time, with a sense of urgency, and take care of each other like they are family.
- Establish, communicate (make visible), and enforce performance standards in your unit.
- Leadership should establish unit priorities (at all levels) and live by them.
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SUP
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37
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Leaders/Supervisors in my squadron discourage cutting corners to get a job done.
- The CC frequently reinforces the fact that cutting corners is not tolerated in the organization. Ensure officers and SNCOs understand that this is the only acceptable policy.
- CCs/Supervisors at all levels must periodically reinforce emphasis on procedures.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Balance the delicate issues of operations/personnel tempo with mission accomplishment.
- Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly.
- Integrate the ORM process into planning and executing operations.
- Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions.
- Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
- Review the OPSTEMPO of your unit and its effect on safety and unit performance.
- Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds.
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SUP
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38
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Leaders/Supervisors in my squadron react well to unexpected changes.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Be aware of unit leadership (officer and enlisted) that is not malleable to change.
- Leadership should establish unit priorities (at all levels) and live by them.
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SUP
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39
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Leaders/Supervisors in my squadron care for members' quality of life.
- Ensure your unit AFOSH programs are current and effective.
- Be aware of improper perceptions by your personnel.
- Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation).
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Ensure that the balance between mission accomplishment and members personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
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SUP
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40
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Leaders/Supervisors trust subordinates to manage routine operations.
- Ensure your junior officers are leading at their level.
- Involve the officers and senior NCOs on appropriate issues.
- Ensure that the balance between mission accomplishment and members' personal life does not result in overworked and over-stressed personnel.
- Beware of and monitor fatigue levels of your personnel.
- Beware of mismanagement due to insufficient mid-grade enlisted leadership.
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