Page 9 - Nellis AFB Bullseye 10-16-15

BULLSEYE
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LETTER, from page 2 ____________________
woman who entered the Air Force. They all reported
to their first duty stations eager to start their career
with pride to serve their country. They looked to us
and looked to us to guide them.
But then, something unexpected happened.
About a year or even as early as six months into
their careers, the enthusiasm to be a part of the
world’s best Air force began to fade. Suddenly,
“Yes, sir” and “Yes, ma’am” statements filled with
confidence became “Sir, I just want to get out, man.”
What happened? I have proudly served for 13
years on active duty, and I think I may have the
answer to that question.
The answer is the “in-house” recruiter isn’t
present. When a person aspires to join our service,
they seek out the nearest “official” recruiter. The
“official” recruiter is the Air Force member who
attends a seven-week course where they are taught
the ability to initiate, entice and sell the desire to
be in the Air Force to the civilian public.
All of the new Airmen entering the Air Force
prove the “official” recruiter has been successful,
but the recruiting job doesn’t stop there. Once the
new recruit arrives to his or her assignment, it’s up
to the “in-house” recruiter to continue enticing and
encouraging our Airmen to continue their service.
Who is the “in-house” recruiter, you ask? It is the staff
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Commentary
sergeant, the technical sergeant, the supervisor — the
leaders who hold these positions.
It is us, the NCO tier, who must accept the
responsibility for keeping our young Airmen mo-
tivated; we must be their “in-house” recruiter. I
understand this tier is the hardest-working tier in
the Air Force with lots of other responsibilities,
but we cannot negate the primary responsibility of
maintaining our Airmen in our Air Force.
In my opinion, one of the most crucial require-
ments for encouraging a young Airman to continue
service is by constructing and establishing a healthy
relationship between subordinate and supervisor.
Remember, as supervisors we are not their dictators
nor should we ever present this type of identity. The
definition of supervisor, defined by us, should read:
guidance, structure, constructive, discipline and,
above all, “leadership.”
If we only look to punish instead of providing
progressive discipline in order to correct mistakes,
then we are at risk of never forming a healthy rela-
tionship. If we are quick to demean and shun our
subordinates for their decisions rather than guide
them to positive perspectives, then we minimize
the art of trust.
Lastly, if we abuse the authority of our stripes
not only have we disrespected the rank structure
and what it stands for, we’ve merely accomplished
enforcing respect instead of encouraging it.
CRAIG W. DRUMMOND
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FORMER CAPTAIN, U.S. ARMY JAG CORPS
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9October 16, 2015
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In simplest terms, I mean a lot of our Airmen have
the potential to become SNCOs. But, before they even
get the opportunity, they become discouraged and
end their careers. We as NCOs should encourage our
Airmen so they’ll know their true potential and the
ability they have to reach the SNCO level.
The job of the official recruiter is done. Now, “in-
house” recruiters must continue the job by building
relationships with our Airmen and exemplifying
positive images of who we are so that our Airmen
will stay delighted in the possibility of who they can
grow to be.
I now understand why the father of the little boy in
my story allowed him to wear the military costume
randomly while in public. It was his way of encourag-
ing and supporting his son’s desire to one day serve.
Can you imagine what might have happened to
the little boy’s dreams in that moment had my friend
and I refused to salute him back? Can you discern
how he may have felt?
Just like the little boy in front of the toy store, our
Airmen desire to serve our country, to salute us, look
up to us and one day be us. And, just as my friend
and I did, we as NCOs should salute them back. As
difficult as it may be to supervise our Airmen, we
must always strive to endear them while we endure
them because, after all, we were once them.
Sincerely,
An “in-house” recruiter
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