Course 14 V6 MP 3: Leadership and Management
– Oath of Enlistment
– DOD 5500.7-R, Joint Ethics Regulation (JER)
– AFI 36-2618, Enlisted Force Structure
– Financial Disclosure Forms
– Gifts To Superiors
– Foreign Gifts
– Use of Government Resources for Mementos and Gifts
– Participation in Frequent Flyer Programs
– Use of Government Communications Systems
– Honorary Memberships
– Off-Duty Employment
what we owe, display proper ordering by having moral structuring and ethical
priorities, and understand what Airmen should do or ought to do.
•Allows units to operate effectively
•Allows units to face adversity
•Maintains an effective fighting force
•Enables airmen to face challenges
•Strengthens the unit to overcome adversity
•Unit discipline and its impact on unit morale
•Your actions as an SNCO affect the morale of your unit
•Properly discipline those who break the rules
•Discipline is important for organizational safety and effectiveness
•Create and maintain a culture of integrity
•Ensure the organization meets its regulatory obligations
•Detect and prevent activities contrary to organizational standards, policies, and laws
•Provide a reference resource for the staff
•Support the organization in making decisions that include high legal and ethical standards
•Caring attitude about people
•Sense of uniqueness and pride
2. Foster the team’s influence – in three directions.
3. Result in the consequences of team performance connecting directly to the team members.
2) Encourage personal accountability and establishing a culture of workplace accountability
3) Promote a sense of self-discipline through the use of task, imposed and group discipline
4) Encourage open and honest communication, a commitment to excellence, cooperation, support and empowerment, and flexibility
•Covers military personnel pay and allowances, plus many other costs
2. recruiting and training
3. administration and service wide activities
4. civilian salaries
5. installation operation and maintenance
6. environmental restoration, and a myriad of other costs associated with day-to-day Air Force operations.
2. variance analysis and execution plan submissions
3. end of year close out
2. financial execution plans (FEP)
3. hitting budget spending targets
•Include other common areas such as civilian pay, building maintenance and repair, and custodial and landscaping contracts
•Include information technology costs
Each requirement is assigned to an element of expense investment code (EEIC).
•Requires violators send reports to Congress and the President
•Enables Congress to exercise constitutional control of the public purse
•Incur fines of not more than $5,000, imprisonment for not more than two years, or both for “knowingly and willingly” violating any of the provisions cited
•Program Allocation & Control
•Adjustments in grade or skill level
•Changes to Support Assistance Request (SAR) or Personnel Reliability Program (PRP) codes
•Poor or inadequate supervision, personality conflicts, or lack of workers’ skills
•Self-imposed or peaking workloads
•Inefficient procedures and/or ineffective and/or inefficient use of personnel
2. Provide a common/standard methodology to deploy metrics and action plans throughout the enterprise
3. Communicate commander’s intent relative to goals, objectives, metrics, and action plans
4. Assign accountability and responsibility at all levels
5. Ensure alignment throughout the organization
6. Concentrate the organization on high-leverage outputs
7. Form a disparate group of individuals into a team with a common goal
2. Partner with the joint and coalition team to win today’s fight
3. Develop and care for Airmen and their families
4. Modernize air and space inventories, organizations, and training
5. Recapture acquisition excellence.
2. Based on alignment, it is a strategy execution tool, not a creation tool.
•Air Force Logistics
•cycle time and reliability
•availability of warfighting capabilities
2. Optimized costs
3. Improved safety
4. Reduced energy consumption
5. Improved availability of warfighting capabilities
•Make all the processes flow
•Identify all the steps along the process chain
•Specify what creates value from the customer’s perspective
•Strive for perfection by continually removing waste
Step 2: Break down the problem and identify performance gaps
Step 3: Set Improvement Target
Step 4: Determine Root Cause
Step 5: Develop Countermeasures
Step 6: See Countermeasures through
Step 7: Confirm Results and Process
Step 8: Standardize Successful Processes
2. Poor planning
3. Lack of direction
4. Lack of leadership
5. A failed change effort
Stage 2: Create the guiding coalition
Stage 3: Develop a vision and strategy
Stage 4: Communicate the change vision
Stage 5: Empower others for broad-based action
Stage 6: Generating short term wins
Stage 7: Consolidate gains and produce more change
Stage 8: Anchor new approaches in the culture
Stage two – project planning and design
Stage three – project execution and construction
Stage four – project monitoring and controlling systems Stage five – project completion
A-Advancers focus on interaction. Advancers recognize ideas and new directions in their early stages and develop ways to promote them.
R-Refiners focus on analysis. Refiners challenge all concepts.
E-Executors focus on realities. Executors strive for achieving high-quality results with attention to detail.
Second, understanding how trust, information, and power impact a negotiation session should motivate you to assess situations beforehand.
•Obtaining your objective is paramount
•There’s little to no regard for preserving the relationship
•There’s little to no regard of the opposite’s interest
•Each party’s collaborative efforts
•A desire to maintain trusting relationships (people orientation)
•A desire to achieve a mutually satisfactory outcome (task orientation)
•Current situation favors any proposed solution
•Issue at hand is unimportant to one or both parties
•There are other, more pressing priorities
•Opposite is way too powerful or competitive
•Preserving the relationship is more important than the task
•Responsibility is delegated to the other person or party
•One party complies with opposite more assertive party
•There’s little chance of getting everything you want
•There’s a need for quick negotiation, but optimal outcome is not a priority
•One variable is at stake
•Describes the issue
•Offers an opinion on the strengths and weaknesses of each party’s side
•Suggests options to resolve the matter
•Discuss matters freely
•Voluntarily participate in the mediation process
•Analyze interests to resolve the original dispute
•Offers the mediator perspective
•Ensures potential that the parties can reach agreement
•Focuses negotiating parties on their interests (rather than their positions)
•Seeks creative problem solving to enable the parties to reach their own agreement
•Creates a significant challenge in any mediation
•Great mediators apply their skills to move past impasse
•Help the parties understand the weaknesses of their case, issue, or demand
•Provide a reality check
•Exhibits no outward reaction to a party’s emotional display
•Maintains neutrality and credibility
•Maintains the safety of the participants
•Remains calm and maintains the quality of the proceedings
•Uses empathy – understanding another’s situation, feelings, and motives
•Does not necessarily share, agree, or even sympathize with any view expressed
•Provides new perspectives that may reveal options previously hidden
2. Parties’ opening statements
3. Joint discussion
•The mediator’s opening statement establishes the session structure, ensures that the parties understand the mediation process, and gains their commitment to it
•The disputing parties offer their opening statements.
•They have adequate time to speak without interruption regarding the issue at hand and share their side of the issue.
•Each party fully explains the issue, their interests, and positions as they see it so that all parties, including the mediator, understand.
2. Seek input from the victim about time off for counseling or medical issues and any other issues that may impact her or his ability to perform military duties.
3. Work with your supervisor to support the victim through the recovery process.
• Applies only to active duty military, their dependents who are 18 years of age or older, and members of the guard and reserve in status
• Does not trigger a law enforcement investigation
• Does not involve the chain of command.
Facilitates access to ongoing services
Empowers victims/survivors to make informed choices and Remains victim-centered at all times.
J=Perceived justification: does the person feel justified using violence?
A=Perceived alternatives: does the person perceive alternatives to violence?
C=Perceived consequences: how does the person view the consequences of violence?
A=Perceived ability: does the person believe he or she is able to assault someone, shoot someone, or detonate a bomb.
2. Professional Military Education
3. Use of mental health services
4. Community preventive services
5. Education and training
6. Investigative interview policy
7. Trauma stress response
8. Integrated delivery system (IDS) & community action information board (CAIB)
9. Limited privilege suicide prevention program
10. Integrated delivery system consultation assessment tool (formally behavioral health survey)
11. Suicide event surveillance system.
•Determines specific policy objectives
•Publishes messages to communicate objectives to audiences
•Allows users to reflect, share opinions, and discuss various topics
•Considered a powerful marketing and branding too
•Short sentence fragment, image, or embedded video
•Allows users to control who can read their microblog