Considerations

Survey	Item	Considerations
HHQ	1	Our headquarters adequately trains my directorate/division's personnel to safely conduct their jobs. Implement a formal training plan. Develop a formal safety training plan that covers the next year. Incorporate mentorship at every level. Monitor turnover in personnel. 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 ORM instructors in your organization. Take the time to mentor subordinate leaders on ORM processes.
HHQ	2	Individual safety acts are recognized through awards and incentives. Recognize a Safety–Pro of the Month with a parking spot as a reward. Ensure your organization has an effective safety awards program. Implement a headquarters' policy letter that encourages the reporting of safety issues. Ensure your headquarters has a safety climate that encourages reporting safety issues.
HHQ	3	Safety decisions are made at the proper levels by the most qualified personnel. Be aware of improper perceptions by your personnel. Involve the officers and senior NCOs on appropriate issues. Monitor turnover in personnel. 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 headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Routinely encourage your subordinate leaders to work with your Safety Representatives. Ensure your headquarters has a safety climate that encourages reporting safety issues.
HHQ	4	Standards in my directorate/division are clearly defined. Set the bar extremely high. Personnel only reach as high as the command's stated goals. CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Establish, communicate (make visible), and enforce performance standards in your command.
HHQ	5	Standards in my directorate/division are enforced. Check to see if your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Monitor aggressive personnel who think rules aren't necessary. Monitor supervisors who think it's okay to cut corners. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. 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 command.
HHQ	6	Individuals must possess the appropriate skills to earn qualifications. Establish, communicate (make visible), and enforce performance standards in your organization. Leadership should establish organizational priorities (at all levels) and live by them. Set the bar extremely high. Personnel only reach as high as the organization's stated goals. Show me an organization with a strong Sponsor Program, and I'll show you an organization 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.
HHQ	7	Anyone intentionally violating official written guidance is quickly 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. Address (via mentorship, feedback, etc.) operators who think rules aren't necessary and discipline accordingly. 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. 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.
HHQ	8	Unit members, from the top down, incorporate risk management into daily activities. Are ORM Worksheets in your unit being "gamed" by operators to keep go/no-go decisions at their level? 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. Ensure your headquarters has a vibrant indoctrination program and a welcome aboard program. Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Request ORM training from higher headquarters.
HHQ	9	Effective communication flow exists within my headquarters. CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc. More frequent Commander's Calls to ensure the CC is personally getting the word to the troops. Put a process in place for the CC's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read. CC concludes formations 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 pay grades. 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. Effective communication requires feedback. Ensure feedback mechanisms are in place and used. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Do not allow poor communication due to too much reliance on one-way emails. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Provide a "state of the organization" address. It will help you find out where you are and communicate it to your subordinates. 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. Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in".
HHQ	10	Effective communication flow exists with external organizations. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Do not allow poor communication due to too much reliance on one-way emails. Ensure your organization solicits and values honest feedback.
HHQ	11	Our Safety directorate/division keeps me well informed regarding relevant hazards/mishaps. Develop a formal safety training plan that covers the next year. Ensure your unit Safety Representatives are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Representatives.
HHQ	12	My directorate/division provides adequate oversight of similar directorate/divisions in subordinate commands. Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Involve the officers and senior NCOs on appropriate issues. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails.
HHQ	13	My directorate/division provides adequate assistance to similar directorate/divisions in subordinate commands. Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. Involve the officers and senior NCOs on appropriate issues. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails.
HHQ	14	Our headquarters has a reputation for high-quality performance. Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. Set the bar extremely high. Personnel only reach as high as the command's stated goals. Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent". Incorporate mentorship at every level. CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. Monitor supervisors who think it's okay to cut corners. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Beware of mismanagement due to insufficient mid-grade enlisted leadership. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
HHQ	15	Violations of official written guidance are rare in my headquarters. Establish, communicate (make visible), and enforce performance standards in your command. CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. Ensure your junior officers are leading at their level. Monitor supervisors who think it's okay to cut corners. Ensure your organization has a safety climate that encourages reporting safety issues. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. 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. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
HHQ	16	Our headquarters 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 headquarters' policy letter that encourages the reporting of safety issues. Ensure your organization has an effective "hazard reporting" program. Ensure your organization has a safety culture that encourages reporting safety issues. Ensure your organization 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.
HHQ	17	Career 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. Leadership should establish organizational priorities (at all levels) and live by them. 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. Invest the time (in training) now. It'll cost you, but less than later.
HHQ	18	Unit 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. Implement a headquarters' policy letter that encourages the reporting of safety issues. Ensure your headquarters has a safety climate that encourages reporting safety issues. Ensure your organization solicits and values honest feedback.
HHQ	19	Individuals in my unit are free to report unsafe behaviors Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Be aware of improper perceptions by your personnel. Ensure your unit Safety Representatives are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Representatives. A strong "anonymous" 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. AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation. Ensure your organization has an effective safety awards program. Ensure your headquarters has a safety climate that encourages reporting safety issues.
HHQ	20	The Safety directorate/division is well respected. Develop a formal safety training plan that covers the next year. Be aware of improper perceptions by your personnel. Involve the officers and senior NCOs on appropriate issues. Move the Safety office next to the CC's office to place emphasis on the unit's safety program and emphasize the relationship between the CC and the Safety Representatives. Routinely encourage your subordinate leaders to work with your Safety Representatives. Ensure your headquarters has a safety climate that encourages reporting safety issues. Ensure your unit Safety Representatives are visible members of your command.
HHQ	21	Our safety days are effective. Involve the officers and senior NCOs on appropriate issues. Develop a formal safety training plan that covers the next year. Invest the time (in training) now. It'll cost you, but less than later.
HHQ	22	Individuals are encouraged to comply with standards when accomplishing their job/mission. 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. Monitor supervisors who think it's okay to cut corners. CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Beware of and monitor fatigue levels of your personnel. Monitor and be aware of perceived mission creep. Leaders should implement ORM processes into their operations. Establish, communicate (make visible), and enforce performance standards in your command. Involve the officers and senior NCOs on appropriate issues.
HHQ	23	Members of my directorate/division work effectively as a team. Ensure your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Be aware of improper perceptions by your personnel. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so.
HHQ	24	My directorate/division has a good working relationship with other directorate/divisions in my headquarters. Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. Involve the officers and senior NCOs on appropriate issues. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails. Be aware of improper perceptions by your personnel.
HHQ	25	My directorate/division has a good working relationship with similar directorate/divisions in subordinate organizations. Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. Involve the officers and senior NCOs on appropriate issues. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails. Be aware of improper perceptions by your personnel.
HHQ	26	Morale in my directorate/division is high. CCs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" organizations. 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, & MBWA. "Operationally Excellent" organizations have a mission statement that is clearly understood by all members of the command. Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent". Incorporate mentorship at every level. CC sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc. More frequent Commander's Calls to ensure the CC is personally getting the word to the troops. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization's “health" (e.g., morale and motivation).
HHQ	27	I am provided adequate resources (e.g., time, staffing, budget, and equipment) to accomplish my job. 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. Balance the delicate issues of ops/pers tempo with mission accomplishment. Be aware of collateral mission creep. Monitor turnover in personnel. Be aware of the consequences of training with fewer resources. Beware of and monitor fatigue levels of your personnel. Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review the OPTEMPO of your organization and its effect on safety and unit performance. Leadership should establish organizational priorities (at all levels) and live by them.
HHQ	28	My directorate/division has sufficient manning/assets 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. Balance the delicate issues of ops/pers tempo with mission accomplishment. Be aware of collateral mission creep. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Be aware of the consequences of training with fewer resources. Beware of and monitor fatigue levels of your personnel. Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review the OPTEMPO of your organization and its effect on safety and unit performance. Leadership should establish organizational priorities (at all levels) and live by them.
HHQ	29	The level of our unit's operational demands permits members to obtain sufficient rest to perform their jobs. Beware of and monitor fatigue levels of your personnel. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Review the OPTEMPO of your organization and its effect on safety and unit performance. Leadership should establish organizational priorities (at all levels) and live by them.
HHQ	30	Our directorate/division has sufficient experienced personnel to operate safely. 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. Be aware of collateral mission creep. Monitor turnover in personnel. Beware of and monitor fatigue levels of your personnel. Leadership should establish organizational priorities (at all levels) and live by them. Leaders should implement ORM processes into their operations. Ensure headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Review the OPTEMPO of your organization and its effect on safety and unit performance.
HHQ	31	Required guidance is available in my unit. 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 headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
HHQ	32	Required tools/equipment are available for use. 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 headquarters' members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making.
HHQ	33	Additional duties do not adversely affect organizational safety in my unit. 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 member's personal life does not result in overworked and over-stressed personnel. Beware of and monitor fatigue levels of your personnel. Leadership should establish unit priorities (at all levels) and live by them.
HHQ	34	TDY deployment rates for the last year have not created safety problems in my unit. 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. Leadership should establish unit priorities (at all levels) and live by them. Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your unit's "health" (e.g., morale and motivation). Involve the officers and senior NCOs on appropriate issues. 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. Leaders should implement ORM processes into their operations.
HHQ	35	Leaders/Supervisors are actively engaged in the management of safety matters. Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"? Leadership should establish organizational priorities (at all levels) and live by them. 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. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. 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. Check to see if your junior officers are leading at their level. Incorporate mentorship at every level. Ensure your organization has an effective "anonymous" program. Ensure your organization has an effective safety awards program. Organization routinely conducts safety meetings (in accordance with applicable directives) to review SOPs and operating procedures.
HHQ	36	My unit does not sacrifice safety just to get the job done. Leadership should establish organizational priorities (at all levels) and live by them. Review the OPTEMPO of your organization and its effect on safety and unit performance. Monitor and be aware of perceived mission creep. Establish, communicate (make visible), and enforce performance standards in your command. Monitor supervisors who think it's okay to cut corners. Involve the officers and senior NCOs on appropriate issues. Beware of and monitor fatigue levels of your personnel. Integrate the ORM process into planning and executing operations.
HHQ	37	Leaders/Supervisors encourage reporting safety discrepancies without fear of negative repercussions. Communication is key across all pay grades. Ensure it happens. A strong "anonymous" 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. Put a process in place for the CC's suggestion boxes and follow it . . . ensure the boxes are well placed, forms are accessible, boxes are regularly checked, CC initials each input, specific members comment as CC sees appropriate, CC briefs results at NEXT formation and they are posted for all to read. Implement a headquarters' policy letter that encourages the reporting of safety issues. Ensure your headquarters has a safety climate that encourages reporting safety issues. Involve the officers and senior NCOs on appropriate issues.
HHQ	38	Leaders/Supervisors in my unit set a good example for compliance with written guidance. 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. Leaders/Supervisors in my squadron set a good example for compliance with policies, rules, and instructions. Show me an organization with a strong Sponsor Program, and I'll show you an organization that is "Operationally Excellent". Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"? CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. Check to see if your junior officers are leading at their level. Establish, communicate (make visible), and enforce performance standards in your command. Monitor supervisors who think it's okay to cut corners. Officers and SNCOs set the standard for alcohol use at home and deployed.
HHQ	39	Leaders/Supervisors in my squadron/organization discourage cutting corners to get a job done. The CC frequently reinforces the fact that cutting corners is not tolerated in this organization. The CC ensures department heads and senior supervisory personnel understand that this is the only acceptable policy. CCs/Supervisors at all levels must periodically reinforce emphasis on procedures. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Check to see if your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Monitor supervisors who think it's okay to cut corners. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Review the OPTEMPO of your organization and its effect on safety and unit performance.
HHQ	40	Leaders/Supervisors react well to unexpected changes. Communication is key across all pay grades. Ensure it happens. Review the OPTEMPO of your organization and its effect on safety and unit performance. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Leadership should establish organizational priorities (at all levels) and live by them. Be aware of seniors that are not malleable to change (for that matter, be aware of juniors, too). A strong "Anonymous" 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. AFCMRS surveys are risk management tools that are low-impact on operations, unbiased, non-attribution, independent sources of validation. Ensure your headquarters has a safety climate that encourages reporting safety issues.
HHQ	41	Leaders/Supervisors care for members' quality of life. 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. Be aware of improper perceptions by your personnel. Use special staff (e.g., chaplain, flight surgeon, etc.) to monitor your organization'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 member's personal life does not result in overworked and over-stressed personnel. Beware of and monitor fatigue levels of your personnel.
HHQ	42	Leaders/Supervisors trust subordinates to handle 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.
HHQ	43	Safety personnel are effective at promoting safety. Routinely encourage your subordinate leaders to work with your Safety Representatives. Ensure your unit Safety Representatives are visible members of your command. 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 your headquarters has a safety climate that encourages reporting safety issues. Beware of mismanagement due to insufficient mid-grade enlisted leadership. 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.