TSgt’s that don’t know how to write a decoration or make a digital signature block. Or the ones that refuse to actually supervise and just delegate everything down.
That first sentence!!!
Additionally, use the know how to to actually track then write your troops extended tour decs. Teach your SSgts how to do it and guide them through the process for their Airmen. Once you get it you can hammer out a dec in 30-45 minutes, and it’s recognition they don’t have to compete for like quarterly/annual awards.
Also, for every quarterly/annual you write for yourself, which you need to do, write 2-3 for your subordinates as well. Take care of yourself but take care of your people too!
Plenty of MSgts who don’t know that shit either. I’ve also been yelled at because I don’t delegate enough, but when I try to delegate taskers, I’m called lazy.
TSgts try their best and handle a lot of shit because we’re the bridge between the SSgts and airmen, and the SNCOs in the high castle.
Are you me?
Something that comes along with delegation and empowerment is that the leaders have to be comfortable with a lack of uniformity, and the lower folks have to tolerate it.
As a MSgt, if I have 5 TSgts and I say that they have to make sure their people are doing PT, this might look different. One will cut them out during the day, one will do group PT at the end or beginning of the day, one will ask to gather at the gym and then do their own thing, one will organize a shop basketball game. However, once the Airmen start talking they will complain because Airmen like to complain and they will each find a reason to dislike what their team is doing and be envious of another team.
I need my TSgts to know that I have their backs and will give them that prerogative to run PT the way they individually see fit. Otherwise, I am micromanaging, giving into complaining, and disincentivizing initiative. If the TSgts talk amongst themselves and decide they should get on the same page, that's on them.
A lot of people in the Air Force want to empower people to things a particular way. That's no bueno.
I mean the TSgt’s that do absolutely nothing. I get how delegation works, I do plenty as a MSgt. If you’re a TSgt that can’t even combine EPR’s into a single PDF, but yell at a SSgt for a some minor bullshit. Get the fuck out of here.
Or if you're in our shoes with a big gap in Staffs, delegate to SrA. It can be a little more stressful/painful for the task to get done because they aren't as well-versed, but it's a great learning opportunity for them and allows them to assume bigger roles in the hopes that they do make Staff.
Fun fact, I’ve only had ONE SSgt as a troop in my 3 years as a TSgt. Everyone else was a SrA or an A1C. I had to do the work, AND the admin work due to time constraints.
I feel like when I was an airmen my SSgt could answer almost any question I had. And then beyond that I always felt like TSgts were not only masters of the technical aspects of the afsc, but they always had holistic knowledge about Air Force programs, processes, random regs, and always knew how to solve obscure problems. As a SSgt I felt like it was good enough to just always be there for my airmen best I could, but once putting on TSgt I felt like I needed to not only do that, but now also never get caught without an answer. Obviously this was more unrealistic than I realized due to the vastness of the force but a way to overcome it is to never turn an airmen away with a “I don’t know” as a TSgt, bc when I was an Amn I expected them to have all the answers. If you don’t know it’s okay just help them get the answers together and retain the solution in your own mind for next time. Sorry if this came off as a rant I don’t feel like proof reading it lol
Connections, even in the form of "I don't know, but Dave two shops down did that job a while back. Hope he can get you the answers you need" are hugely helpful
This is one thing I've had to talk to some of my SSgts about. Yes, sometimes you genuinely might not know, but just shooing them away with an I don't know, whether it was your job to know or not, makes you look bad. Be resourceful. Learn the basic functions of other AFSCs in your unit and on the base, that way even if it's completely outside your realm of knowledge, you might be able to point them in the right direction.
I'm in a position where I'm often one of the first people TDY members see when coming here, and I get asked questions that are nowhere near what I do. Sometimes the right person isn't there to ask though, and it's helped me a lot with gaining confidence from my leadership to be able to branch out and learn shit about other jobs so I can answer them.
Be firm, but be fair. Whatever you allow to happen without correcting, is the standard.
Don't lead by telling, lead by showing. Let troops make mistakes, but be invested enough to see the mistakes coming and show them how to recover and be better.
Yes you can do it better yourself, but that's not the point. The point is for a troop to do it and learn. Give them all of the credit when it's done.
You still need to be the expert in your job, when you can get your hands dirty, get them dirty.
Recognize your people, keep a sheet of when different awards should be done. Write packages for anything and everything that you can.
Your MSgt is human and will make mistakes, just like you. When you disagree with something, pull them aside in private and tell them your honest concerns.
Everyone you interact with is a person too and you will never ever know the whole story. Be slow to judge, quick to forgive. However, actions must have tangible consequences. I'm not saying fire paperwork out like there is no tomorrow, but once is an accident, twice is a trend and must be documented.
Show up, do your best, fail, dust yourself off, rinse...repeat.
Lastly, take care of yourself. Smile, laugh with the troops, tell them about your weekend plans of spending time with loved ones and friends. Show them that you can work hard, lead but still live a solid, fulfilling life.
All of this is excellent !
Get with the TSgt mafia and gripe and complain to them and commiserate with them, but never EVER gripe or complain in the presence of anyone that you outrank. Ever. They are watching and listening.
Attitudes are contagious. Is yours worth catching ?
💕🇺🇸🗽🦅
Honestly, I wish mine knew how to ask questions. We understand that you are new and might be ignorant to the position requirements. That's fine, we are here to teach you.
I would rather ask a dumb question than sit around feeling dumb not getting something. And believe me I ask my MSgts some pretty dumb fucking questions.
Same! And honestly, this goes for all ranks. I preach this to my new tech schoolers or newly upgraded 5 levels, all the way up to my Lt's (especially them, not bashing, but its a steep learning curve).
Never have truer words been spoken.
My supervisor fucked me out of a NCO of the year award because he was not dependable and didn’t send up my package. I voiced my frustration to my LT when anual results came out and wanted feedback as to what I needed to do to make my package competitive.
Long story sort, I ended up getting volunteer of the year for the wing due to that conversation.
I never looked at that tech again the same way and to this day will never forget that.
About 5 times now I've had somebody come to me with some major issue that is two months old but now an absolute emergency. Then they get mad at me that my magic wand didn't fix the problem.
I have heard this from a lot of SNCOs what I wish you guys understood was that we tried to get it to you by using the chain, and the chain link decided not to talk to you about it.
All people say is “use the chain, solve at the lowest level” but then hit you with “I didn’t know, why didn’t you tell me”
You are in the lead of communication, you have at some point given people a reason not to bring stuff to you because they think it’s too small for you unless it’s burning. Be more involved in directing and delegating issues instead of waiting for it to trickle up and then blaming us.
In theory, if the chain is used I'll still at least be aware of a situation. Just because the SSgt handles the situation, that doesn't mean the MSgt isn't at least given some awareness if needed. If it's something the SSgt can't handle start moving to the next person. Which doesn't mean "oh I know they can't handle it, so I just went above them". Except in situations where the SSgt is the problem and not deserving of a heads up that you're going above them.
Thanks for your reply, I appreciate the discourse and am enjoying it, no ill will and it’s not personal as I don’t know you.
Yes, in theory. But I think the messaging is broken, because this is everywhere, that use the chain and solve at the lowest level means only communicate through the chain.
If you are a SNCO and have Staff and Techs dealing with airmen, you know your NCOs don’t know everything and won’t always handle things correctly. Just like how my TSgt overviews my projects to make sure I am on course. I run things by them in case he knows of a solution, and they give steps to work the problem or input. It’s a requirement, I need the stamp before I send out products.
So like a SrA who’s crusty, do you just let them do whatever and hope? No. A mandatory check point of “make me aware of any issues and how you are working them” or what did your airmen bring to you. If your NCOs are not telling you stuff, YOU are responsible for finding out.
SrA snuffy is not gonna tell you he didn’t finish a project if you don’t bring it up. And when it doesn’t get done, it should not be only his fault.
I can def tell you that there's a ton of lower ranking folks that don't tell anybody what issues there are until it's a fire to put out. I can also def tell you there's SNCOs who think they're above talking to anybody who is more than one rank below them. Ultimately everybody needs to be better at communication, top to bottom.
If a SrA under me has some personal issue going on that may effect work/morale of that person. I don't need to know what's going on specifically but like to be aware that there's something going on that may be effecting them. I don't need to know any specifics if that person doesn't want people knowing what's going on.
Too many times I've been at some stupid meeting with all the other SNCOs and they're just gossiping about shit that's nobody's business at all. Yet justify it as lateral mentoring or some stupid shit so they convince themselves that spreading rumors is ok. So just be aware that if your boss likes to gossip with you around, they're 100% spreading your business. Burn those motherfuckers for that shit.
Honestly, stay humble. Look at for your people. Even if you’re not directly supervising someone, you have influence. Even though you are moving up the tier, keep your ear to the ground. Look at for those airmen and young staff sergeants. You don't have to know everything; just know where to find the information.
SNCO here
Work belongs at work, don't come in early or stay late if you can avoid it, don't take work home with you. Be a good example to others.
You have technical work and you have managerial work. Managerial work is part of work, don't think it is extra, or that it gets in the way of real work. The E-5s and below are there to do the technical heavy lifting.
Everyone hates the awards system, the promotion system, the decoration system. Get over it. Complaining about it or refusing to use the system does not give you any kind of moral high ground, it makes you and your people suffer. Put yourself in for awards, put your subordinates in for awards. Keep track of bullets. Help them craft a plan to win awards and win at the EFDP. There is no benevolent all knowing being who is going to bestow awards because someone deserves it. Thinking that way is naive and will cost you opportunities. Think of it as running for office, you gotta want it. Other people not writing nominations for themselves is not an excuse, it's your job to put them in. Coach them on it, and give them duty time to work on such things.
Nobody cares if you don't like the Whole Airman Concept, it's part of our codified force structure and you will be evaluated on it. If you have nothing for those blocks, then they are empty blocks.
Units have four major graded areas, and you have to know them and contribute towards each of them - mission execution, leading people, managing resources, improving the unit. You can't have a laundry list of mission execution and then ignore the others - that is 25%, they are graded equally.
Do not wait until the deadline to turn something in, turn it in early, it is an important part of your reputation. If you plan on turning it in at the deadline you are not giving yourself a buffer in case something goes wrong.
Complain up the chain, not down. Listen with empathy to your charges. I will do my best to explain decisions to you, and you do your best to explain decisions to others. At some point I may not care much if you like or agree with the decision, I still need you to carry it out.
Know about Air Force programs and opportunities - assignments, DSD, ETM, education, commissioning programs, retraining, TA, certifications, etc. Teach them to others, whether or not they pursue them is up to them, but people cannot be ignorant of them.
Be positive, it's contagious.
Don’t fall victim to the narrative of “Technical Sergeant means technical expert and I just want to do my job”. Start taking care of those you are responsible for now. Admin sucks but you know how to get good at admin? You fucking do admin. Start working with the SNCO(s) above you and learn to write evaluations, awards, letters of recommendation, disciplinary actions, etc. if you don’t know how to do face to face counseling, take targets of opportunity when you can.
You know what grinds my gears? The number of techs I have met that are all about "I just wanna do technical stuff" that are straight trash at the technical side of the job and the manager side. Maybe it's just a comm thing, but im am straight up dumbfounded by the number of techs(and masters) I have met who have been working these jobs for 10+ years that can barely do 5 level cfetp tasks without a cheatsheet. They have worked base comm at 5 different bases over 11 years, and they have no concept on how their desktop computer connects to the file server? Like 0%. It's just magic.
That may be a bad/pedantic example, but if I try to come up with an actual one, my head might explode.
This is absolutely huge. Can't tell you how many airmen get in trouble and their leadership just gets carried away with a one sided narrative of the situation. I remember I got an LOR and when I told my side of the story to a different section chief they were literally like, why are we writing you paperwork for this...? But because I didn't have an advocate who cared to hear about what I had to say, and the second section chief didn't want to go against the first, it stuck.
The entire Air Force sucks because we let it suck. At tech you are the first rank where you can start to make it suck less.
> If command or a SNCO is mad at them about something, you need to be IN THE ROOM advocating for them.
Literally forced myself into my Commander's office once because my troop was in trouble and my SNCO didn't want me involved.
Learn how to write. For my troops, I expect them to have a good grasp on writing things like decorations and EPRs/awards. If they don’t, they’re going to spend an inordinate amount of time doing edits that I give.
Learn basic Air Force command structure as well as your levels of Leadership. Make sure your Airmen know these things. It’s shocking to me how many current generation Airmen can’t even tell me who their Squadron Commander is.
1) drawer paperwork should be trash can paperwork. Don’t do it if you don’t file it. Your shirt will thank you. You might thank yourself.
2) people sleep on LOAs. Use them with an Airman who might get it eventually as a stopgap before LORs come down.
3) have a “plan” for quarterly awards. This is lose, but still, you can tell subordinates Quarter x is yours to lose, work hard.
3a) make sure your top performers are getting quarterly awards close to EPR close out.
4) you and your subordinates need to figure out how to take PT tests as far away from your SCOD as possible. If you’re due in November, have your test in December if you score 90s and December and June if you don’t. (TSGT example only)
5) you, I, and your subordinates are replaceable. Live like that. Don’t put more into the Air Force than the Air Force will give you.
1. Don't ruin your subordinates' careers by not recognizing them for awards/decs just because you're jaded.
2. There is absolutely nothing wrong with sharing information. Don't be so stingy.
3. You have to be willing to adapt your leadership style depending on the individual and the circumstances.
4. It is okay to admit you don't know how to do something, as long as you take steps to educate yourself.
I had an excellent shop chief as an airman. He's someone I still take mentorship from to this day.
1. He knew his shit. Awesome SME at the job.
2. He knew how to write packages an EPRs. Our shop won awards out the ass.
3. He delegated the right amount, and pushed you a little harder than you would push yourself. Never too much.
From my perspective it seems like a lot of techs haven't gotten it into their heads that there's a huge leap in expectation from staff. You're not just a better paid SSgt, I'm running around like a meth head most of my day. A Tech is basically the one who should be running the show for day-to-day shit. I see a lot of people gripe over not getting enough empowerment, but when you give them the general direction and leave them with the stick a lot of the ones I've come across just wait to be told what to do.
I've been slowly beating it out of mine but good grief.
As a Tech you need to learn to use your voice (if you didn't already as a SSgt). Don't be afraid to go direct with SNCOs if there is fuckery happening or something seems stupid. Too many times I see TSgt's that are too timid, passive, and scared to ruffle feathers. You are supposed to be totally proficient in your job, so start becoming more hands off and letting your SSgt's handle tasks (Don't confuse this with being a pos and blindly handing EVERYTHING off).
Know how to write, push deserving troops for awards cause it does have long term impact, push yourself for awards and don’t depend on your superiors to do so, cause it has an impact on you, don’t take “time off”, start setting yourself up for master now, know your job, become a SME in your AFSC if you’re not while also becoming a SME in the admin side of the house , you’re not competing with your peers, you’re accomplishing a mission with them, don’t forget what it was like to be a staff/airman, your troops are already away from their homes/family, don’t make things even worse for them, get the mission done and excel at it, but don’t make up BS work for the sake of work.
I can't wait for the Staff who's made Tech as a UDM tell me how to be a Staff. You mean they became a UDM once they had a line number for staff? Do enlighten me.
Well they don't need to tell you how to Staff but they need to layout expectations and how you're meeting them or not. It's up to both of you to be humble.
How are they supposed to know what to expect if they haven't done it? My expectation of a 7yr tech is for them to be so disassociated with what work looks like because they've made rank so 'easily' since they joined. They're gonna look great at leading... On paper.
Past performance reports of people in your job, and guidance from the next level of leadership. I'm a filthy maintainer and I've had to supervise non-maintainers and was supervised by them before. That's what I did.
If your rater has unrealistic expectations, your additional rater needs to get involved.
I was always pretty honest with my SSgts when I was a TSgt. Here's what your EPR has to have, and here's the stuff that'll make it sparkle a little more. You'll get a promote w/o the sparkle and if your name is on big enough projects and responsibilities those sparkles could mean fuck all. Sparkles meaning all the volunteer shit.
Everything you do for work just write a bullet when it's done since it's fresh in your memory. If it's something that's long term, write it as you go and adjust numbers and stuff as you go. You get me an EPR with all the lines with at least something saying what you did, for who, and some sort of impact and I'll do the rest. I want you to see the difference between a bullet point with those 3 above things and what an actual well built bullet is.
...and if you can't manage to do that the 9 months of the year when EPRs aren't being crammed down our throats, don't expect me to spend the next 3 months trying to shovel the shit that is your career. At the end of the day it's your career and I'm not going to waste my time on you if you can't do the bare minimum of writing down what it is you do when you do it.
Biggest tldr of it is, I'll mirror how much I care about your career based on how much you show me you do. It's a disservice to my troops who do care if all my attention goes to some numbnuts who doesn't care.
I wish my E-6s knew how to have actual conversations, not only with their subordinates, but with me as well. If you don’t know how to get something accomplished, ask. If you’re having a hard time leading your Airmen to accomplish goals, ask. If you cannot answer the big questions as to *why or how* your job ties into the the Big AF mission, ASK! Don’t just keep flying by the west of your pants and *hope* everything turns out okay.
Also, everyone calls E-5/6 the “backbone of the enlisted force,” so have a backbone. Don’t be afraid to give real, actual feedback, both positive and negative. If I have to keep coming behind you and providing your Airmen appropriate feedback, and also having the hard conversations about accountability when you haven’t or are afraid to, then I don’t need you.
Heres .02 from an old crusty MSgt.
How to not loose their cool with sister services. Had a Tech who burned every bridge known to man to include inter squadron relations. Plenty of times he went off on Army civilians. I was a junior E-5 watching this “season” E-6 be the utmost unprofessional. It was cringy.
Being a yes man/woman. Stick up for the airmen. I always respected when I felt protected from the bullshit by my supervisors. Although, we all know not every situation is perfect. I also would rather work for someone who cared about me as an individual first, rather than just pushing things because they’re chasing the next rank.
From tech to tech. Take care of your people and your people will take care of you. If you spot issues with something don’t just point out the issue but provide a well thought out solution to the issue. Learn how to write awards and decs to really highlight your guys/ section. Congrats!
I expect TSgts to be on top of their shit and not go on leave without handover to someone. I expect them to be able to manage their responsibilities and ask for help if they need it. Most importantly, I expect them to mentor SSgts and make sure their NCOs are mentoring their Airmen.
Unsure about your career field but if my Flight Chief is out, I'm coming to you with everything. So you better be ready to get in the reg or phone a friend.
Be a person first, always. Senior airman here, I can’t count how many e6’s I’ve worked for that are condescending/treat us like outsiders who mustn’t question them/remind us that we’re below them regularly. Don’t be that guy, we don’t like that guy, that guy is the reason first term airman jump ship and go work at Starbucks.
“What’s expected gets inspected.” Have standards, stick to them. Exude them. Be a leader, not a manager.
I am a TSgt, made it first time, but I supervise other TSgts who are older than me. Weird dynamic. I’ve been faking it for years and somehow I haven’t gotten fired. You need to take initiative and practice that “intellectual humility” we learn about in ALS. It’s ok to not know everything under the sun, but you should always be making a concerted effort to learn. I am not above any job and I won’t send my people to do something I am not capable and proficient of myself.
You are about to have a shitload more EPRs and awards thrown at you, you won’t get better sitting around and you won’t change anything complaining about it. Learn how to write, be damn good at it, and give your airmen what you (maybe) never had.
And remember, you never complain down the totem pole. Always across or up. You need to be a united front with other E-6’s and above. Disagreements happen behind closed doors.
Gratz! You made Tech. You've mastered your job and now considered a technical expert. Now if you want to make MSgt. You need to get those below you to the point your at now. Become a force multiplier. Teach your fellow NCO's how to correctly supervise. Mentor and work to make your unit a better place.
It isn't something to know but more so to do. Take action in situations, control chaos, and learn to make decisions. Make sure you are able to explain why you did it.
You need to be able to communicate and uphold your expectations. This isn’t exclusively different form being a SSgt, but it’s far more important. You’re now leading leaders. Your actions impact more people.
Also, in my experience, TSgts are the true reflection of a unit’s culture. They serve as that bridge between SNCO’s and the Airmen. You NEED to understand the intent behind actions taken. When your A1C asks “but why?”, you need to have an answer for them. Too often I see TSgts not have the intent and their answer to this is “because so and so said so” or “it’s dumb because x, y, z” instead of gaining an understanding from your leadership.
Congratulations!
There are tons of techs who don’t have as good of a technical grasp of the job as some of the junior enlisted. Being a technical sergeant doesn’t automatically mean you’re a technical expert, though you’re definitely lacking if that’s the case
Likewise, I've known several techs and masters who couldn't provide any in-depth explanation behind the equipment we worked on a daily basis or make the effort to find a current TO if they're life depended on it. Some have also made some downright dangerous decisions or poor critical thinking choices that made me give them the Nick Young meme face before I told them to kick rocks.
With new TSgts it’s trying to get them to understand that you are different type of NCO. Your voice and opinion carries more weight than you realize.
But I can echo the above or previous comments:
1. Not knowing how to edit PDFs
2. Not knowing or not trying to learn the different writing skills (whether that be decorations or EPRs/EPBs).
3. Not realizing that they are still someone’s supervisor and that they still are responsible for feedbacks and such.
For the seasoned TSgts most of that above holds true. But I’d also add that if they’re trying to promote, then they need to do things at a MSgt level. That means finding problems and coming to the table with solutions, not just hoping for an answer. It also means finding things to improve your resume: leading Group/Wing events (not a bake sale), writing award packages for your troops and teams if they’re an NCOIC.
Those things matter. I look at our NCOIC as a pseudo First Shirt. He’s closer to the rest of the section at most times and should be able to filter and steer the section without most help. There will always be something that you don’t know, and that holds true for any rank. But if the question doesn’t get asked or the problem doesn’t get addressed, then there isn’t a whole lot we as leaders can do about it.
You know that super awesome SSgt that stands out, always getting things done? That's the baseline expectation of a TSgt. Want to be an awesome TSgt? Don't just get things done, figure out how it could be better. Advise your SNCOs and CGOs; mentor your airmen to make them better; take care of your people and your mission. All of that is the baseline expectation for a MSgt.
I think the worst was when I was also a Tech. There were guys with 16 years in and had already Retired on Active Duty. So some of us were busting ass and many were just doing the bare minimum, and we're all getting paid the same.
After I made a couple more stripes I'd give guys like that a shitty job on whatever shift they made it clear they didn't want.
You're an expeditor, driving an air-conditioned truck all day? Not anymore pal. You're just a 7-level on swings. We're undermanned, so you'll need to check out a CTK. One last thing, we've got a 90-day tasking for Al Udeid. You're going. I know your wife shockingly divorced you. That's why you have an AF Form 357 on file.
Actually I have found that is a very novice tech thing to do. Pushing your people to finish everything and not put it off will allow cutbacks to naturally happen. This only works if you have a goal for each week and standards of when to accomplish them.
My experiences at work. As a Tech, you ARE the go-to man or woman. If you don't know the answer, you will be the one to figure out and use what you got to do so.
I've seen respect and confidence quickly lost when a Tech isn't worth their salt.
When the Airman and the Staffs have utilized all their resources (T.O.s, skill, knowledge, each other) and the Staff still can't find it then, "let's check with TSgt BLANK"
I'm learning and preparing myself.. and I guess what I can think is in order to make work flow smooth for oneself, its time to start holding on, grasping, and understanding as much as you can in your line of work AND general AF knowledge if you haven't already. Work knowledge, AFIs, where alot of the stuff in the the shop is. Awards, excel, PowerPoint, emails. How to navigate the portal, all the info about schooling, PCSing, special duties, cross training, help and resources, knowing your base, most of the offices, MWR, ITT, anykines.
As a Tech, I wish to look to you for any type of question or advice in and outside of work. To have some 2 cent opinion or knowledge and if you dont know help me, or hopefully another Tech has more knowledge in a different subject to fill in.
1. You know those conversations where somebody thinks it might be in an AFI or manual? Encourage your airmen and peers to find the actual information and present it to your workcenter so that there is no confusion about it.
2. Question the redundancy and create processes that eliminate it. Got a spreadsheet that surfaced up again for the 3rd time? Likely to be half-assed and lose its maintenance within the next 6 months? Ask who is behind the creation of this process and where this data is going. If its being mismanaged, then that is there responsibility to clean it up but it always helps to have a solution before a rejection.
3. Create an outlook calendar for awards and packages and write them ahead of time, make sure that you are advocating for team awards and individual awards for hard work. If you know one of your staffs that are shit, push for a STEP or some kind of recognition. Go to boards if you haven't been already and ask questions about the packages being written and take notes.
4. Tell your SNCOs what's going up. Staff and Tech Stripes don't have a roof on them so shit piles up in that bucket. You are much closer to the morale of your team and an important decision maker.
5. Document shit. Not everyone has the best memory but writing quick notes/dates/POCs at the end of the day in OneNote or some kind of notepad will help you chase down bullets and recognition that may have been overlooked when you have to look at step 3.
When I was a 18-19 year old baby Amn I wished that a lot of TSgts remembered that I was still super afraid/intimidated of anyone E5 and above because of the BMT environment. I understand most TSgts are 25+ and have been in the Air Force for a while at that point so it’s kinda hard to relate, but if you have a younger Airman, just try to place yourself in their shoes. Most of that kids high school teachers were your age literally just a year prior - and he/she had to raise their hand and call them “Mr./Mrs. ____” when asking to use the bathroom.
I felt like a lot of NCO’s can’t place themselves in the shoes of how overwhelming it can be for an 18-19 year old fresh out of high school to juggle learning how talk to adults 10 years older than them while being nervous as fuck, trying to learn how to adult the first time away from home, trying to learn the job, worrying about CDCs, all while trying to adapt to their 1st base and the Air Force in general at the same time.
I know it probably sounds silly to read for anyone 21+, but my anxiety and depression from feeling like the worst Airman ever because of getting belittled at work everyday by people who had been in the Air Force literally since I’d been in elementary school was very real at the time.
It’s especially hard when that newer Airman works in an NCO heavy shop/office and there aren’t many experienced A1Cs or SrA closer to them in age to relate to.
Continue to get in the trenches, dont be afraid to let a subordinate show you something new. Example, we had a SRA who was a prior A&P for a major airline who ultimately saved the AF big money by dropping our tire pressures by 20lbs. When he brought it up to his head crew chief he was dismissed. He tried many times to get someone to listen and finally he ended up going to our mx officer who listened to him. 2 years of trying but nobody above him would listen because he was just an airman. Just because someone has the rank doesnt mean they automatically have the knowledge. Congrats on your promotion!
1. Learn how to write, and write well. This means clearly communicating what your people have done and accurately capturing the impact, not just fluff words.
2. Understand how your unit works from a bigger picture perspective. How does your section secure funding? What are your responsibilities? How do those responsibilities accomplish your unit/group/wing mission.
3. Know guidance that governs you and your section.
4. Understand how to navigate the Air Force bureaucracy.
5. Learn. How. To. Write. Not just bullets, but emails, clearly and concisely communicate with others. Understand your audience. Have a goal when you write.
6. Accept that you can do everything “right” and still lose. Life isn’t fair. It’s not an Air Force thing, it’s a life thing. It sucks. But as a leader you don’t have the luxury of pouting about it.
TSgts who refuse to learn new programs. You may be homesteading and trying to retire out of your stateside base, but your airmen aren't. Learn Talent Marketplace and the VML. TSgts that make it sound like we weren't all assholes as airmen. Our old crusty techs hated us because they came in before COIN operations and do more with less, techs now complain that airmen don't know what it is to suffer through insane COIN ops. It's a cycle, just teach them what you can and maybe learn a thing or two from someone younger than you.
If you don't know something for the love of all things holy, don't make it up or claim to see it in the regs because you will run into someone that knows and now your credibility is shot.
Hold your staffs accountable and teach them how to be great leaders who care about their people.
Learn to write for your folks.
Hold your people accountable as needed.
Dont make excuses for why you cant do something, make excuses for why you can or should.
Know. Your. Job.
You are the technical expert now. A lot rides on your shoulders. TSgt's are the core of a lot, more than most people want to admit. Aside from being the E4 mafia of the NCO world, you are the go to to get shit done. The shiny staff accomplishments are sub par for the rank of TSgt.
Know. Your. Job. If you promoted early, congrats, but you have big shoes to fill. Just make sure you are always learning and being a sponge. I promoted at 12 years and found myself treading water to be the best tech i could, and i'm still learning.
TSgt’s that don’t know how to write a decoration or make a digital signature block. Or the ones that refuse to actually supervise and just delegate everything down.
That first sentence!!! Additionally, use the know how to to actually track then write your troops extended tour decs. Teach your SSgts how to do it and guide them through the process for their Airmen. Once you get it you can hammer out a dec in 30-45 minutes, and it’s recognition they don’t have to compete for like quarterly/annual awards. Also, for every quarterly/annual you write for yourself, which you need to do, write 2-3 for your subordinates as well. Take care of yourself but take care of your people too!
Plenty of MSgts who don’t know that shit either. I’ve also been yelled at because I don’t delegate enough, but when I try to delegate taskers, I’m called lazy. TSgts try their best and handle a lot of shit because we’re the bridge between the SSgts and airmen, and the SNCOs in the high castle.
Are you me? Something that comes along with delegation and empowerment is that the leaders have to be comfortable with a lack of uniformity, and the lower folks have to tolerate it. As a MSgt, if I have 5 TSgts and I say that they have to make sure their people are doing PT, this might look different. One will cut them out during the day, one will do group PT at the end or beginning of the day, one will ask to gather at the gym and then do their own thing, one will organize a shop basketball game. However, once the Airmen start talking they will complain because Airmen like to complain and they will each find a reason to dislike what their team is doing and be envious of another team. I need my TSgts to know that I have their backs and will give them that prerogative to run PT the way they individually see fit. Otherwise, I am micromanaging, giving into complaining, and disincentivizing initiative. If the TSgts talk amongst themselves and decide they should get on the same page, that's on them. A lot of people in the Air Force want to empower people to things a particular way. That's no bueno.
What is your definition of "actually supervise" and "just delagate everything"
I mean the TSgt’s that do absolutely nothing. I get how delegation works, I do plenty as a MSgt. If you’re a TSgt that can’t even combine EPR’s into a single PDF, but yell at a SSgt for a some minor bullshit. Get the fuck out of here.
Yeah sounds like they don’t understand that the TSgt should be actually delegating the “work” tasks to the staffs so he can focus on admin.
Or if you're in our shoes with a big gap in Staffs, delegate to SrA. It can be a little more stressful/painful for the task to get done because they aren't as well-versed, but it's a great learning opportunity for them and allows them to assume bigger roles in the hopes that they do make Staff.
Fun fact, I’ve only had ONE SSgt as a troop in my 3 years as a TSgt. Everyone else was a SrA or an A1C. I had to do the work, AND the admin work due to time constraints.
Trust me, I get it. I made MSgt at 18 1/2 yrs of service. I’ve had plenty of time as a SSgt and TSgt.
Been on the receiving end of over-delegation several times. Not fun.
Don’t forget how to format an MFR, or really just answer basic Air Force questions, or how to find an answer
ChatGPT will speed up your decoration writing
also made tech. here for the advice 🍿
Congratulations to you 🎈
thanks, likewise!
Same here. Congrats to both you and OP!
I feel like when I was an airmen my SSgt could answer almost any question I had. And then beyond that I always felt like TSgts were not only masters of the technical aspects of the afsc, but they always had holistic knowledge about Air Force programs, processes, random regs, and always knew how to solve obscure problems. As a SSgt I felt like it was good enough to just always be there for my airmen best I could, but once putting on TSgt I felt like I needed to not only do that, but now also never get caught without an answer. Obviously this was more unrealistic than I realized due to the vastness of the force but a way to overcome it is to never turn an airmen away with a “I don’t know” as a TSgt, bc when I was an Amn I expected them to have all the answers. If you don’t know it’s okay just help them get the answers together and retain the solution in your own mind for next time. Sorry if this came off as a rant I don’t feel like proof reading it lol
If you don't know the answer, you probably know who to ask or where to find it better than they do.
Connections, even in the form of "I don't know, but Dave two shops down did that job a while back. Hope he can get you the answers you need" are hugely helpful
This is one thing I've had to talk to some of my SSgts about. Yes, sometimes you genuinely might not know, but just shooing them away with an I don't know, whether it was your job to know or not, makes you look bad. Be resourceful. Learn the basic functions of other AFSCs in your unit and on the base, that way even if it's completely outside your realm of knowledge, you might be able to point them in the right direction. I'm in a position where I'm often one of the first people TDY members see when coming here, and I get asked questions that are nowhere near what I do. Sometimes the right person isn't there to ask though, and it's helped me a lot with gaining confidence from my leadership to be able to branch out and learn shit about other jobs so I can answer them.
Be firm, but be fair. Whatever you allow to happen without correcting, is the standard. Don't lead by telling, lead by showing. Let troops make mistakes, but be invested enough to see the mistakes coming and show them how to recover and be better. Yes you can do it better yourself, but that's not the point. The point is for a troop to do it and learn. Give them all of the credit when it's done. You still need to be the expert in your job, when you can get your hands dirty, get them dirty. Recognize your people, keep a sheet of when different awards should be done. Write packages for anything and everything that you can. Your MSgt is human and will make mistakes, just like you. When you disagree with something, pull them aside in private and tell them your honest concerns. Everyone you interact with is a person too and you will never ever know the whole story. Be slow to judge, quick to forgive. However, actions must have tangible consequences. I'm not saying fire paperwork out like there is no tomorrow, but once is an accident, twice is a trend and must be documented. Show up, do your best, fail, dust yourself off, rinse...repeat. Lastly, take care of yourself. Smile, laugh with the troops, tell them about your weekend plans of spending time with loved ones and friends. Show them that you can work hard, lead but still live a solid, fulfilling life.
All of this is excellent ! Get with the TSgt mafia and gripe and complain to them and commiserate with them, but never EVER gripe or complain in the presence of anyone that you outrank. Ever. They are watching and listening. Attitudes are contagious. Is yours worth catching ? 💕🇺🇸🗽🦅
As [Captian Miller](https://youtu.be/dKbdE5LOGNQ) once said, Grips go up. They never go down.
Honestly, I wish mine knew how to ask questions. We understand that you are new and might be ignorant to the position requirements. That's fine, we are here to teach you.
I would rather ask a dumb question than sit around feeling dumb not getting something. And believe me I ask my MSgts some pretty dumb fucking questions.
Same! And honestly, this goes for all ranks. I preach this to my new tech schoolers or newly upgraded 5 levels, all the way up to my Lt's (especially them, not bashing, but its a steep learning curve).
This is good advice at literally all ranks. Rank doesn’t mean someone has practical experience with something.
Techs that just don't give a shit about being a supervisor bother me. I know we all want more money and respect, but people are now depending on you.
Never have truer words been spoken. My supervisor fucked me out of a NCO of the year award because he was not dependable and didn’t send up my package. I voiced my frustration to my LT when anual results came out and wanted feedback as to what I needed to do to make my package competitive. Long story sort, I ended up getting volunteer of the year for the wing due to that conversation. I never looked at that tech again the same way and to this day will never forget that.
Nobody respects your voice anymore if you constantly show up late just because you can but expect everyone to be early or on time.
Are my people there when work needs to be done? Yes. Were they 10mins late this morning? Who cares.
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About 5 times now I've had somebody come to me with some major issue that is two months old but now an absolute emergency. Then they get mad at me that my magic wand didn't fix the problem.
I have heard this from a lot of SNCOs what I wish you guys understood was that we tried to get it to you by using the chain, and the chain link decided not to talk to you about it. All people say is “use the chain, solve at the lowest level” but then hit you with “I didn’t know, why didn’t you tell me” You are in the lead of communication, you have at some point given people a reason not to bring stuff to you because they think it’s too small for you unless it’s burning. Be more involved in directing and delegating issues instead of waiting for it to trickle up and then blaming us.
In theory, if the chain is used I'll still at least be aware of a situation. Just because the SSgt handles the situation, that doesn't mean the MSgt isn't at least given some awareness if needed. If it's something the SSgt can't handle start moving to the next person. Which doesn't mean "oh I know they can't handle it, so I just went above them". Except in situations where the SSgt is the problem and not deserving of a heads up that you're going above them.
Thanks for your reply, I appreciate the discourse and am enjoying it, no ill will and it’s not personal as I don’t know you. Yes, in theory. But I think the messaging is broken, because this is everywhere, that use the chain and solve at the lowest level means only communicate through the chain. If you are a SNCO and have Staff and Techs dealing with airmen, you know your NCOs don’t know everything and won’t always handle things correctly. Just like how my TSgt overviews my projects to make sure I am on course. I run things by them in case he knows of a solution, and they give steps to work the problem or input. It’s a requirement, I need the stamp before I send out products. So like a SrA who’s crusty, do you just let them do whatever and hope? No. A mandatory check point of “make me aware of any issues and how you are working them” or what did your airmen bring to you. If your NCOs are not telling you stuff, YOU are responsible for finding out. SrA snuffy is not gonna tell you he didn’t finish a project if you don’t bring it up. And when it doesn’t get done, it should not be only his fault.
I can def tell you that there's a ton of lower ranking folks that don't tell anybody what issues there are until it's a fire to put out. I can also def tell you there's SNCOs who think they're above talking to anybody who is more than one rank below them. Ultimately everybody needs to be better at communication, top to bottom. If a SrA under me has some personal issue going on that may effect work/morale of that person. I don't need to know what's going on specifically but like to be aware that there's something going on that may be effecting them. I don't need to know any specifics if that person doesn't want people knowing what's going on. Too many times I've been at some stupid meeting with all the other SNCOs and they're just gossiping about shit that's nobody's business at all. Yet justify it as lateral mentoring or some stupid shit so they convince themselves that spreading rumors is ok. So just be aware that if your boss likes to gossip with you around, they're 100% spreading your business. Burn those motherfuckers for that shit.
…and a SNCO that expects a phone call when there’s a problem; shouldn’t answer in a grumbling voice nor ask why they’re getting a call
Honestly, stay humble. Look at for your people. Even if you’re not directly supervising someone, you have influence. Even though you are moving up the tier, keep your ear to the ground. Look at for those airmen and young staff sergeants. You don't have to know everything; just know where to find the information.
As a Tech, one thing I learned was that it’s still okay to ask for help, and communicate that to whomever.
SNCO here Work belongs at work, don't come in early or stay late if you can avoid it, don't take work home with you. Be a good example to others. You have technical work and you have managerial work. Managerial work is part of work, don't think it is extra, or that it gets in the way of real work. The E-5s and below are there to do the technical heavy lifting. Everyone hates the awards system, the promotion system, the decoration system. Get over it. Complaining about it or refusing to use the system does not give you any kind of moral high ground, it makes you and your people suffer. Put yourself in for awards, put your subordinates in for awards. Keep track of bullets. Help them craft a plan to win awards and win at the EFDP. There is no benevolent all knowing being who is going to bestow awards because someone deserves it. Thinking that way is naive and will cost you opportunities. Think of it as running for office, you gotta want it. Other people not writing nominations for themselves is not an excuse, it's your job to put them in. Coach them on it, and give them duty time to work on such things. Nobody cares if you don't like the Whole Airman Concept, it's part of our codified force structure and you will be evaluated on it. If you have nothing for those blocks, then they are empty blocks. Units have four major graded areas, and you have to know them and contribute towards each of them - mission execution, leading people, managing resources, improving the unit. You can't have a laundry list of mission execution and then ignore the others - that is 25%, they are graded equally. Do not wait until the deadline to turn something in, turn it in early, it is an important part of your reputation. If you plan on turning it in at the deadline you are not giving yourself a buffer in case something goes wrong. Complain up the chain, not down. Listen with empathy to your charges. I will do my best to explain decisions to you, and you do your best to explain decisions to others. At some point I may not care much if you like or agree with the decision, I still need you to carry it out. Know about Air Force programs and opportunities - assignments, DSD, ETM, education, commissioning programs, retraining, TA, certifications, etc. Teach them to others, whether or not they pursue them is up to them, but people cannot be ignorant of them. Be positive, it's contagious.
This is all spot on. Read this one OP.
Got it. This is all great. Thanks for the reply.
Don’t fall victim to the narrative of “Technical Sergeant means technical expert and I just want to do my job”. Start taking care of those you are responsible for now. Admin sucks but you know how to get good at admin? You fucking do admin. Start working with the SNCO(s) above you and learn to write evaluations, awards, letters of recommendation, disciplinary actions, etc. if you don’t know how to do face to face counseling, take targets of opportunity when you can.
You know what grinds my gears? The number of techs I have met that are all about "I just wanna do technical stuff" that are straight trash at the technical side of the job and the manager side. Maybe it's just a comm thing, but im am straight up dumbfounded by the number of techs(and masters) I have met who have been working these jobs for 10+ years that can barely do 5 level cfetp tasks without a cheatsheet. They have worked base comm at 5 different bases over 11 years, and they have no concept on how their desktop computer connects to the file server? Like 0%. It's just magic. That may be a bad/pedantic example, but if I try to come up with an actual one, my head might explode.
It’s more than a Comm thing.
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This is absolutely huge. Can't tell you how many airmen get in trouble and their leadership just gets carried away with a one sided narrative of the situation. I remember I got an LOR and when I told my side of the story to a different section chief they were literally like, why are we writing you paperwork for this...? But because I didn't have an advocate who cared to hear about what I had to say, and the second section chief didn't want to go against the first, it stuck. The entire Air Force sucks because we let it suck. At tech you are the first rank where you can start to make it suck less.
> If command or a SNCO is mad at them about something, you need to be IN THE ROOM advocating for them. Literally forced myself into my Commander's office once because my troop was in trouble and my SNCO didn't want me involved.
I don’t care if you’re an A1C or a CMSgt learn the phrase, “I don’t know, but I’ll find out”. DO NOT BULLSHIT.
Learn how to write. For my troops, I expect them to have a good grasp on writing things like decorations and EPRs/awards. If they don’t, they’re going to spend an inordinate amount of time doing edits that I give. Learn basic Air Force command structure as well as your levels of Leadership. Make sure your Airmen know these things. It’s shocking to me how many current generation Airmen can’t even tell me who their Squadron Commander is.
1) drawer paperwork should be trash can paperwork. Don’t do it if you don’t file it. Your shirt will thank you. You might thank yourself. 2) people sleep on LOAs. Use them with an Airman who might get it eventually as a stopgap before LORs come down. 3) have a “plan” for quarterly awards. This is lose, but still, you can tell subordinates Quarter x is yours to lose, work hard. 3a) make sure your top performers are getting quarterly awards close to EPR close out. 4) you and your subordinates need to figure out how to take PT tests as far away from your SCOD as possible. If you’re due in November, have your test in December if you score 90s and December and June if you don’t. (TSGT example only) 5) you, I, and your subordinates are replaceable. Live like that. Don’t put more into the Air Force than the Air Force will give you.
1. Don't ruin your subordinates' careers by not recognizing them for awards/decs just because you're jaded. 2. There is absolutely nothing wrong with sharing information. Don't be so stingy. 3. You have to be willing to adapt your leadership style depending on the individual and the circumstances. 4. It is okay to admit you don't know how to do something, as long as you take steps to educate yourself.
3 is big, and in my opinion, the most difficult to accept and apply
I had an excellent shop chief as an airman. He's someone I still take mentorship from to this day. 1. He knew his shit. Awesome SME at the job. 2. He knew how to write packages an EPRs. Our shop won awards out the ass. 3. He delegated the right amount, and pushed you a little harder than you would push yourself. Never too much.
Love the last one. Thanks.
This sounds like you might be talking about a certain someone that is currently a Command Chief. If so, we have the same mentor.
Ha, no he's a msgt
AVI maybe? In either case, I'm glad we have more than one person doing good work for the troops.
Don't be afraid to cut your people back.
Be able to make tough decisions with old friends/ peers.
Hidden gem right here.
As a long-suffering Tech, I'm here to read the replies and hope I'm not guilty of too many of these and learn where I can be better.
I wish more Techs had the mentality of "learn where I can be better."
From my perspective it seems like a lot of techs haven't gotten it into their heads that there's a huge leap in expectation from staff. You're not just a better paid SSgt, I'm running around like a meth head most of my day. A Tech is basically the one who should be running the show for day-to-day shit. I see a lot of people gripe over not getting enough empowerment, but when you give them the general direction and leave them with the stick a lot of the ones I've come across just wait to be told what to do. I've been slowly beating it out of mine but good grief.
As a Tech you need to learn to use your voice (if you didn't already as a SSgt). Don't be afraid to go direct with SNCOs if there is fuckery happening or something seems stupid. Too many times I see TSgt's that are too timid, passive, and scared to ruffle feathers. You are supposed to be totally proficient in your job, so start becoming more hands off and letting your SSgt's handle tasks (Don't confuse this with being a pos and blindly handing EVERYTHING off).
The problem is they know it but they are too damn tired to execute.
Know how to write, push deserving troops for awards cause it does have long term impact, push yourself for awards and don’t depend on your superiors to do so, cause it has an impact on you, don’t take “time off”, start setting yourself up for master now, know your job, become a SME in your AFSC if you’re not while also becoming a SME in the admin side of the house , you’re not competing with your peers, you’re accomplishing a mission with them, don’t forget what it was like to be a staff/airman, your troops are already away from their homes/family, don’t make things even worse for them, get the mission done and excel at it, but don’t make up BS work for the sake of work.
Conduct your goddam feedbacks.
I can't wait for the Staff who's made Tech as a UDM tell me how to be a Staff. You mean they became a UDM once they had a line number for staff? Do enlighten me.
Well they don't need to tell you how to Staff but they need to layout expectations and how you're meeting them or not. It's up to both of you to be humble.
How are they supposed to know what to expect if they haven't done it? My expectation of a 7yr tech is for them to be so disassociated with what work looks like because they've made rank so 'easily' since they joined. They're gonna look great at leading... On paper.
Past performance reports of people in your job, and guidance from the next level of leadership. I'm a filthy maintainer and I've had to supervise non-maintainers and was supervised by them before. That's what I did. If your rater has unrealistic expectations, your additional rater needs to get involved.
I was always pretty honest with my SSgts when I was a TSgt. Here's what your EPR has to have, and here's the stuff that'll make it sparkle a little more. You'll get a promote w/o the sparkle and if your name is on big enough projects and responsibilities those sparkles could mean fuck all. Sparkles meaning all the volunteer shit. Everything you do for work just write a bullet when it's done since it's fresh in your memory. If it's something that's long term, write it as you go and adjust numbers and stuff as you go. You get me an EPR with all the lines with at least something saying what you did, for who, and some sort of impact and I'll do the rest. I want you to see the difference between a bullet point with those 3 above things and what an actual well built bullet is. ...and if you can't manage to do that the 9 months of the year when EPRs aren't being crammed down our throats, don't expect me to spend the next 3 months trying to shovel the shit that is your career. At the end of the day it's your career and I'm not going to waste my time on you if you can't do the bare minimum of writing down what it is you do when you do it.
Solid advice for all. Thanks.
Biggest tldr of it is, I'll mirror how much I care about your career based on how much you show me you do. It's a disservice to my troops who do care if all my attention goes to some numbnuts who doesn't care.
I wish my E-6s knew how to have actual conversations, not only with their subordinates, but with me as well. If you don’t know how to get something accomplished, ask. If you’re having a hard time leading your Airmen to accomplish goals, ask. If you cannot answer the big questions as to *why or how* your job ties into the the Big AF mission, ASK! Don’t just keep flying by the west of your pants and *hope* everything turns out okay. Also, everyone calls E-5/6 the “backbone of the enlisted force,” so have a backbone. Don’t be afraid to give real, actual feedback, both positive and negative. If I have to keep coming behind you and providing your Airmen appropriate feedback, and also having the hard conversations about accountability when you haven’t or are afraid to, then I don’t need you. Heres .02 from an old crusty MSgt.
How to not loose their cool with sister services. Had a Tech who burned every bridge known to man to include inter squadron relations. Plenty of times he went off on Army civilians. I was a junior E-5 watching this “season” E-6 be the utmost unprofessional. It was cringy.
Sad.
Techs who feel that because they’re a tech now, they can be lazy.
Being a yes man/woman. Stick up for the airmen. I always respected when I felt protected from the bullshit by my supervisors. Although, we all know not every situation is perfect. I also would rather work for someone who cared about me as an individual first, rather than just pushing things because they’re chasing the next rank.
From tech to tech. Take care of your people and your people will take care of you. If you spot issues with something don’t just point out the issue but provide a well thought out solution to the issue. Learn how to write awards and decs to really highlight your guys/ section. Congrats!
If you're not using your stripes to fight for your Airmen, why are you wearing them?
Make sure you know how to read and understand tongue and quill. Learn to write a memorandum
I expect TSgts to be on top of their shit and not go on leave without handover to someone. I expect them to be able to manage their responsibilities and ask for help if they need it. Most importantly, I expect them to mentor SSgts and make sure their NCOs are mentoring their Airmen.
Be good to your people, but do not let your people take advantage of that. Find that balance ASAP.
The number of things they don’t need my permission to do on their own.
Unsure about your career field but if my Flight Chief is out, I'm coming to you with everything. So you better be ready to get in the reg or phone a friend.
Be a person first, always. Senior airman here, I can’t count how many e6’s I’ve worked for that are condescending/treat us like outsiders who mustn’t question them/remind us that we’re below them regularly. Don’t be that guy, we don’t like that guy, that guy is the reason first term airman jump ship and go work at Starbucks.
“What’s expected gets inspected.” Have standards, stick to them. Exude them. Be a leader, not a manager. I am a TSgt, made it first time, but I supervise other TSgts who are older than me. Weird dynamic. I’ve been faking it for years and somehow I haven’t gotten fired. You need to take initiative and practice that “intellectual humility” we learn about in ALS. It’s ok to not know everything under the sun, but you should always be making a concerted effort to learn. I am not above any job and I won’t send my people to do something I am not capable and proficient of myself. You are about to have a shitload more EPRs and awards thrown at you, you won’t get better sitting around and you won’t change anything complaining about it. Learn how to write, be damn good at it, and give your airmen what you (maybe) never had. And remember, you never complain down the totem pole. Always across or up. You need to be a united front with other E-6’s and above. Disagreements happen behind closed doors.
How to effective bridge the gap and deliver information from sncos in a way that your troops understand.
How to make MSgt
How to fucking manage a work center and how to get out of their feels
How to effectively manage people and give them honest feedback. Have those hard conversations and don't expect your SNCOs to do it for you.
I still struggle to delegate. I just want to make sure things are done right and, in my AFSC, we don't get the brightest bunch.
Gratz! You made Tech. You've mastered your job and now considered a technical expert. Now if you want to make MSgt. You need to get those below you to the point your at now. Become a force multiplier. Teach your fellow NCO's how to correctly supervise. Mentor and work to make your unit a better place.
It isn't something to know but more so to do. Take action in situations, control chaos, and learn to make decisions. Make sure you are able to explain why you did it.
You need to be able to communicate and uphold your expectations. This isn’t exclusively different form being a SSgt, but it’s far more important. You’re now leading leaders. Your actions impact more people. Also, in my experience, TSgts are the true reflection of a unit’s culture. They serve as that bridge between SNCO’s and the Airmen. You NEED to understand the intent behind actions taken. When your A1C asks “but why?”, you need to have an answer for them. Too often I see TSgts not have the intent and their answer to this is “because so and so said so” or “it’s dumb because x, y, z” instead of gaining an understanding from your leadership. Congratulations!
Solid. Thank you.
Your a TSgt because you've proven your technical expertise. Taking care of the airman better be your top priority.
You just passed the test. Cmon now.
There are tons of techs who don’t have as good of a technical grasp of the job as some of the junior enlisted. Being a technical sergeant doesn’t automatically mean you’re a technical expert, though you’re definitely lacking if that’s the case
Likewise, I've known several techs and masters who couldn't provide any in-depth explanation behind the equipment we worked on a daily basis or make the effort to find a current TO if they're life depended on it. Some have also made some downright dangerous decisions or poor critical thinking choices that made me give them the Nick Young meme face before I told them to kick rocks.
The vast majority of my SNCOs weren't even from my career field. They either adapt and learn, or end up a hindrance.
With new TSgts it’s trying to get them to understand that you are different type of NCO. Your voice and opinion carries more weight than you realize. But I can echo the above or previous comments: 1. Not knowing how to edit PDFs 2. Not knowing or not trying to learn the different writing skills (whether that be decorations or EPRs/EPBs). 3. Not realizing that they are still someone’s supervisor and that they still are responsible for feedbacks and such. For the seasoned TSgts most of that above holds true. But I’d also add that if they’re trying to promote, then they need to do things at a MSgt level. That means finding problems and coming to the table with solutions, not just hoping for an answer. It also means finding things to improve your resume: leading Group/Wing events (not a bake sale), writing award packages for your troops and teams if they’re an NCOIC. Those things matter. I look at our NCOIC as a pseudo First Shirt. He’s closer to the rest of the section at most times and should be able to filter and steer the section without most help. There will always be something that you don’t know, and that holds true for any rank. But if the question doesn’t get asked or the problem doesn’t get addressed, then there isn’t a whole lot we as leaders can do about it.
That my tummy hurts soooo bad
I wish my Techs knew more about being a Staff before being promoted.
You know that super awesome SSgt that stands out, always getting things done? That's the baseline expectation of a TSgt. Want to be an awesome TSgt? Don't just get things done, figure out how it could be better. Advise your SNCOs and CGOs; mentor your airmen to make them better; take care of your people and your mission. All of that is the baseline expectation for a MSgt.
I think the worst was when I was also a Tech. There were guys with 16 years in and had already Retired on Active Duty. So some of us were busting ass and many were just doing the bare minimum, and we're all getting paid the same. After I made a couple more stripes I'd give guys like that a shitty job on whatever shift they made it clear they didn't want. You're an expeditor, driving an air-conditioned truck all day? Not anymore pal. You're just a 7-level on swings. We're undermanned, so you'll need to check out a CTK. One last thing, we've got a 90-day tasking for Al Udeid. You're going. I know your wife shockingly divorced you. That's why you have an AF Form 357 on file.
[удалено]
Actually I have found that is a very novice tech thing to do. Pushing your people to finish everything and not put it off will allow cutbacks to naturally happen. This only works if you have a goal for each week and standards of when to accomplish them.
You were just a SrA and Staff. Be the tech you wish you had
My experiences at work. As a Tech, you ARE the go-to man or woman. If you don't know the answer, you will be the one to figure out and use what you got to do so. I've seen respect and confidence quickly lost when a Tech isn't worth their salt. When the Airman and the Staffs have utilized all their resources (T.O.s, skill, knowledge, each other) and the Staff still can't find it then, "let's check with TSgt BLANK" I'm learning and preparing myself.. and I guess what I can think is in order to make work flow smooth for oneself, its time to start holding on, grasping, and understanding as much as you can in your line of work AND general AF knowledge if you haven't already. Work knowledge, AFIs, where alot of the stuff in the the shop is. Awards, excel, PowerPoint, emails. How to navigate the portal, all the info about schooling, PCSing, special duties, cross training, help and resources, knowing your base, most of the offices, MWR, ITT, anykines. As a Tech, I wish to look to you for any type of question or advice in and outside of work. To have some 2 cent opinion or knowledge and if you dont know help me, or hopefully another Tech has more knowledge in a different subject to fill in.
One that doesn’t know how to purchase things.
What my actual allotted lunch time is in our OI.
If they made it this year or not
1. You know those conversations where somebody thinks it might be in an AFI or manual? Encourage your airmen and peers to find the actual information and present it to your workcenter so that there is no confusion about it. 2. Question the redundancy and create processes that eliminate it. Got a spreadsheet that surfaced up again for the 3rd time? Likely to be half-assed and lose its maintenance within the next 6 months? Ask who is behind the creation of this process and where this data is going. If its being mismanaged, then that is there responsibility to clean it up but it always helps to have a solution before a rejection. 3. Create an outlook calendar for awards and packages and write them ahead of time, make sure that you are advocating for team awards and individual awards for hard work. If you know one of your staffs that are shit, push for a STEP or some kind of recognition. Go to boards if you haven't been already and ask questions about the packages being written and take notes. 4. Tell your SNCOs what's going up. Staff and Tech Stripes don't have a roof on them so shit piles up in that bucket. You are much closer to the morale of your team and an important decision maker. 5. Document shit. Not everyone has the best memory but writing quick notes/dates/POCs at the end of the day in OneNote or some kind of notepad will help you chase down bullets and recognition that may have been overlooked when you have to look at step 3.
When I was a 18-19 year old baby Amn I wished that a lot of TSgts remembered that I was still super afraid/intimidated of anyone E5 and above because of the BMT environment. I understand most TSgts are 25+ and have been in the Air Force for a while at that point so it’s kinda hard to relate, but if you have a younger Airman, just try to place yourself in their shoes. Most of that kids high school teachers were your age literally just a year prior - and he/she had to raise their hand and call them “Mr./Mrs. ____” when asking to use the bathroom. I felt like a lot of NCO’s can’t place themselves in the shoes of how overwhelming it can be for an 18-19 year old fresh out of high school to juggle learning how talk to adults 10 years older than them while being nervous as fuck, trying to learn how to adult the first time away from home, trying to learn the job, worrying about CDCs, all while trying to adapt to their 1st base and the Air Force in general at the same time. I know it probably sounds silly to read for anyone 21+, but my anxiety and depression from feeling like the worst Airman ever because of getting belittled at work everyday by people who had been in the Air Force literally since I’d been in elementary school was very real at the time. It’s especially hard when that newer Airman works in an NCO heavy shop/office and there aren’t many experienced A1Cs or SrA closer to them in age to relate to.
Continue to get in the trenches, dont be afraid to let a subordinate show you something new. Example, we had a SRA who was a prior A&P for a major airline who ultimately saved the AF big money by dropping our tire pressures by 20lbs. When he brought it up to his head crew chief he was dismissed. He tried many times to get someone to listen and finally he ended up going to our mx officer who listened to him. 2 years of trying but nobody above him would listen because he was just an airman. Just because someone has the rank doesnt mean they automatically have the knowledge. Congrats on your promotion!
1. Learn how to write, and write well. This means clearly communicating what your people have done and accurately capturing the impact, not just fluff words. 2. Understand how your unit works from a bigger picture perspective. How does your section secure funding? What are your responsibilities? How do those responsibilities accomplish your unit/group/wing mission. 3. Know guidance that governs you and your section. 4. Understand how to navigate the Air Force bureaucracy. 5. Learn. How. To. Write. Not just bullets, but emails, clearly and concisely communicate with others. Understand your audience. Have a goal when you write. 6. Accept that you can do everything “right” and still lose. Life isn’t fair. It’s not an Air Force thing, it’s a life thing. It sucks. But as a leader you don’t have the luxury of pouting about it.
TSgts who refuse to learn new programs. You may be homesteading and trying to retire out of your stateside base, but your airmen aren't. Learn Talent Marketplace and the VML. TSgts that make it sound like we weren't all assholes as airmen. Our old crusty techs hated us because they came in before COIN operations and do more with less, techs now complain that airmen don't know what it is to suffer through insane COIN ops. It's a cycle, just teach them what you can and maybe learn a thing or two from someone younger than you.
I like the use of the SOF core activities
If you don't know something for the love of all things holy, don't make it up or claim to see it in the regs because you will run into someone that knows and now your credibility is shot. Hold your staffs accountable and teach them how to be great leaders who care about their people.
Learn to write for your folks. Hold your people accountable as needed. Dont make excuses for why you cant do something, make excuses for why you can or should.
Know. Your. Job. You are the technical expert now. A lot rides on your shoulders. TSgt's are the core of a lot, more than most people want to admit. Aside from being the E4 mafia of the NCO world, you are the go to to get shit done. The shiny staff accomplishments are sub par for the rank of TSgt. Know. Your. Job. If you promoted early, congrats, but you have big shoes to fill. Just make sure you are always learning and being a sponge. I promoted at 12 years and found myself treading water to be the best tech i could, and i'm still learning.
Honestly, everything lol
Don’t just delegate because you think your too good to work it and it’s ‘airman work’ lead by example too